NOTICE OF ORDINARY MEETING OF COUNCIL€¦ · AGENDA 1. ATTENDANCE 1.1 Councillors Present 1.2...

Please contact Kath Hornhardt on 8527 0228 if you are unable to attend this meeting.

DDistrict Council of Mallala

NOTICE OF

ORDINARY MEETING

OF COUNCIL

27 May 2013

NOTICE OF MEETING

NOTICE IS HEREBY GIVEN THAT THE NEXT MEETING OF THE DISTRICT COUNCIL OF MALLALA WILL BE HELD IN THE COUNCIL CHAMBERS, REDBANKS ROAD, MALLALA ON MONDAY, 27 MAY 2013, COMMENCING AT 7:00PM

........................................... Charles Mansueto CHIEF EXECUTIVE OFFICER

AGENDA

1. ATTENDANCE

1.1 Councillors Present

1.2 Councillors Apologies

1.3 Councillors Absent

2. CONFIRMATION OF MINUTES

2.1 Council Meeting held on 22 April 2013 (MB Folios 12598 to 12606, inclusive)

2.2 Special Council Meeting held on 29 April March 2013 (MB Folios 12607 to 12608, inclusive)

3. BUSINESS ARISING

4. OPEN FORUM

4.1 Speakers

5. MAYOR'S REPORT

5.1 Activities and Meetings attended

6. COMMITTEES AND SUBSIDIARIES REPORTS

6.1 Committee and Advisory Committee Reports

6.1.1 CEO Appraisal Panel – Minutes of Meeting 6 May 2013 - Confidential

6.1.2 Council Development Assessment Panel - Minutes of Meeting 7 May 2013

6.2 Recommendations from Committees

6.2.1 CEO Appraisal Panel - Confidential

6.3 Associated Organisations

6.3.1 Central Local Government Region - Minutes of Meeting 10 May

7. ITEMS WHICH NOTICE HAS BEEN GIVEN

7.1 Questions on Notice

7.1.1 Road Category - Thompson and Prime Beach Roads

7.1.2 Sharpe Road Sub-Station and Roadworks

7.2 Notice of Motion

Nil

8. QUESTIONS WHICH NOTICE HAS NOT BEEN GIVEN

Rules from Local Government Act Regulations:-

* Questions and replies are not entered in the minute book unless expressly required by resolution.

* No debate shall be allowed on any question or reply to any question.

9. PETITIONS

Nil

10. DEPUTATIONS

Nil

11. STRATEGIC INFRASTRUCTURE AND PLANNING COMMITTEE

11.6 Strategic Projects

11.6.1 Two Wells Civic Precinct

11.6.2 Strategic Projects Activity Report (D13/5662)

11.6.3 Development Plan Amendment Update Report

11.7 Planning and Building

11.7.1 Planning and Building Activity Report (D12/233) 11.8 Regulatory Services

11.8.1 Outdoor Smoke-Free Areas (CON12/604)

11.8.2 Regulatory Services Activity Report (CON12/214)

11.9 Infrastructure Services

11.9.1 Capital Roadworks - Budget Addition (CON12/1193)

11.9.2 Illegal Dumping (CON12/174)

11.9.3 Road Naming Request – Middle Beach (CON12/807)

11.9.4 Thompson Beach Road Permanent Closure (CON12/752)

11.10 Economic Development

11.10.1

12. STRATEGIC COMMUNITY AND GOVERNANCE COMMITTEE

12.6 Finance

12.6.1 Finance Report (CON12/1151)

12.6.2 Draft Annual Business Plan & Budget 2013-2014 - Further Information (CON12/1151)

12.7 Property

Nil

12.8 Corporate Management

12.8.1 Corporate & Community Services Report (CON12/1198)

12.8.2 Mid North Passenger Transport Network (CON12/1068)

12.9 Corporate Governance

12.9.1 Draft Code of Practice – Meeting Procedures - Additional Information (CON 12/573)

12.9.2 Draft Code of Practice – Access to Council Meetings and Documents Procedures (CON12/573)

12.9.3 Draft Risk Management Policy and Risk Management Framework (CON12/573)

12.10 Community Services

12.10.1 Library Services (CON12/1045)

13. NEW BUSINESS

13.1 Gawler Water Reuse Project Update

13.2 Salt Creek Remediation Working Party

13.3 LGFA Cash Advance Debenture – 2013/2014 Capital Projects

13.4 Gawler River Floodplain Management Authority – 2013/14 Budget and 2013-15 Business Plan

13.5 Virginia and Northern Adelaide Plains Horticultural Study - A Framework for Future Action (Draft for Circulation)

14. URGENT BUSINESS

15. CONFIDENTIAL ITEMS

15.1 Development Assessment Panel – Appointment of Independent Members -Confidential

16. CLOSURE

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Council Meeting 27 May 2013

2. CONFIRMATION OF MINUTES

MONDAY 27 MAY 2013 Items:

2.1 Minutes of Meeting – 22 April 2013

2.2 Minutes of Special Meeting – 29 April 2013


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MINUTES OF THE MEETING OF THE DISTRICT COUNCIL OF MALLALA HELD IN THE COUNCIL CHAMBERS, REDBANKS ROAD, MALLALA ON MONDAY 22 APRIL 2013 AT 7.00PM 1. ATTENDANCE 1.1 Present

Crs D Kennington (Mayor), P Daniele, J Heley, S Jones, T Keen, K McColl, M Strudwicke, B Summerton and M Wasley and Messrs C Mansueto (Chief Executive Officer), P Sellar (General Manager, Corporate and Community) and Ms Carol Muzyk (Acting General Manager, Infrastructure and Planning) and Mrs Kath Hornhardt (Minute Secretary).

1.2 Councillors Apologies Crs Y Howard and A Picard 1.3 Councillors Absent Nil

2. CONFIRMATION OF MINUTES Moved Cr Summerton/ Seconded Cr Daniele “that the minutes of the meeting held on 25 March 2013 (MB Folios 12583 to 12593

inclusive), be accepted as read and confirmed.” CARRIED (2013/130)

3. BUSINESS ARISING 3.1 Nil 4. OPEN FORUM

The Mayor sought leave of the meeting to suspend Part 2 of the Local Government (Procedures at Meetings) Regulations 2000 for ‘Open Forum’. The meeting was suspended at 7:00pm

4.1 Speakers 4.1.1 Ian O’Loan – Chairman Mallala Economic Development Advisory Committee, Regional

Development Australia Barossa To voice his support for the expansion of D’Vine Ripe and proceeding to community consultation (closure of Kenner Road)

4.1.2 Eddie Stubing, President Two Wells Regional Action Team Supporting the expansion of D’Vine Ripe and proceeding to community consultation

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4.1.3 Mario Pegoli, Director – Invest in South Australia Supporting d’Vine Ripe’s endeavour to purchase section of Kenner Road for expansion

of business 4.1.4 Deidre Skene – Dublin Resident

• Thanked Council for the Roadworks at Dublin • Webb Beach Road – request for top dressing of road • Car Park area at Port Parham Social Club– re flooding issues • Dublin Dump • Truck - trailer parking in Dublin main street • Parkland area – removal of dumped soil and illegal use of trail bikes • Fifth Street entry to parklands – star dropper vertically between permapine entry

posts • Dumped mulch/rubbish under pine trees in parklands area

Meeting resumed at 7.24pm

The Chairman sought leave of the meeting to bring Item 13.3 forward for consideration. Leave granted

13.3 Proposal to Remediate part of Salt Creek – Establishment of Joint Working Party Moved Cr Wasley / Seconded Cr Jones “that Council having considered Item 13.3 Proposal to Remediate part of Salt Creek –

Establishment of Joint Working Party dated 22 April 2013 receives and notes the correspondence.”

CARRIED (2013/152) Moved Cr Heley / Seconded Cr Wasley “that staff report back to Council on the following: • Resource implications of involvement in the working party; • Proposed structure of the working party and proposed outcomes; and • Future potential resource implications for the delivery of the proposed outcomes.”

CARRIED (2013/153)

5. MAYOR'S REPORT 5.1 Meetings Attended and / or Discussions Held Tabled for Information

6. COMMITTEES AND SUBSIDIARIES REPORTS 6.1 Committee and Advisory Committee Reports 6.1.1 Environmental Management Advisory Committee 6.1.2 Facilities and Infrastructure Committee

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6.1.3 Community Development & Advisory Committee

6.2 Recommendations from Committees Nil

6.3 Associated Organisations 6.3.1 Nil

7. ITEMS WHICH NOTICE HAS BEEN GIVEN 7.1 Questions on Notice 7.1.1 Proposed Parham Levee – Cr Jones

Question 1 Provide all SOPs on proposed Parham Levee construction and design that would include batter slopes, achievable optimum levee moisture content, to what height is freeboard allowance standard being applied, what stripping depth is being allowed for at levee site and borrow pit, compactability certification of proposed levee fill material, applied layer thickness and E1.1 or equivalent test and select clay fill be certified free of foreign or obstructional material. Answer The information is provided in the report presented to the Council Development Assessment Panel on 4 December 2012 and available on Council’s website. Further, Councillors are aware that the proposed levee fill is currently being tested for suitability.

7.1.2 Traffic Counter on Johns Road – Cr Jones Question 1 What was the outcome of all information received from the placement of road traffic counter on Johns Road? Question 2 What was the nature of any anomaly? Question 3 What is Council’s liability in respect of fruit and vegetable crops that are impacted and have no economic value as result of continuous dust emission from Council roads? Question 4 What duty of care does Council have to reduce or cease dust emission from a road that causes health and or economic hardship

Question 5 Under what provisions can council reduce the speed of any road emitting unacceptable levels of dust Answer

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As previously advised to Councillors, the information is currently being assessed. Should Council require any further work undertaken to respond to the Question on Notice, Council will need to resolve as such, as the work will require the assigning of resources to complete.

7.1.3 Road Side Rubbish – Cr Jones Question 1 What is SOP for notification of Road Side Rubbish by council staff e.g. Patrol Grader Operator in the course of their duties. Is it - 1) to note the location of illegally dumped waste and report at end of shift 2) no obligation Question 2 Under Council’s code of conduct what duty of care provisions would cover an event such as this? Answer Council staff who are engaged in outdoor activities are required to report dumped rubbish.

The Chairman sought leave of the meeting to bring forward Item 10 Deputation by D’Vine Ripe. Leave granted.

10. DEPUTATIONS 10.1 D’Vine Ripe

Presentation by Paul O’Keefe – Chief Operating Officer, The Victor Smorgon Group. addressed Council with regard to the proposed expansion of D’Vine Ripe and the acquiring of Kenner Road

7.2 Notice of Motion 7.2.1 Request to Close Kenner Road – Cr McColl

Moved Cr McColl / Seconded Cr Wasley "that Council staff, in line with Council’s Community Consultation Policy, proceed to community consultation to consider the permanent closure of Kenner Road, Two Wells and the subsequent sale.” Division Cr McColl called for a division Voting in the affirmative – Crs Strudwicke, Keen, Jones, McColl, Heley, Wasley and Kennington Voting in the negative - Crs Summerton and Daniele

CARRIED (2013/131)

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8. QUESTIONS WHICH NOTICE HAS NOT BEEN GIVEN Nil

9. PETITIONS Nil

11. STRATEGIC INFRASTRUCTURE AND PLANNING COMMITTEE 11.6 Strategic Projects 11.6.1 Strategic Projects Activity Report

Moved Cr Summerton / Seconded Cr Wasley “that Council having considered Item 11.6.1 Strategic Projects Activity Report dated 8

April 2013, receives the report.” CARRIED (2013/132)

11.6.2 Development Plan Amendment Update Report (D13/5660)

Moved Cr Summerton / Seconded Cr Strudwicke “that Council having considered 11.6.2 Development Plan Amendment Update dated 8 April 2013, receives the report.”

CARRIED (2013/133)

11.7 Planning and Building 11.7.1 Planning and Building Activity Report (D13/1979) Moved Cr McColl / Seconded Cr Strudwicke

“that Council having considered Item 11.7.1 Planning and Building Activity Report, dated 8 April 2013, receives the report.”

CARRIED (2013/134) 11.8 Regulatory Services 11.8.1 Tangari Estate Dog On Leash Area (D13/5665)

Cr Heley declared an interest in this matter as a resident of Tangari Estate and left the chamber at 8.16pm Moved Cr Daniele / Seconded Cr Summerton

“that Council having considered Item 11.8.1, Tangari Reserve – Dog On Leash Area, dated 8 April 2013, authorises Council administration to commence public consultation in relation to establishing Tangari Reserve as an ‘on leash’ dog area.”

CARRIED (2013/135)

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11.8.2 Regulatory Services Activity Report (D13/5664) Moved Cr McColl / Seconded Cr Keen

“that Council having considered Item 11.8.2 Regulatory Services Activity Report, dated 8 April 2013, receives the report.”

CARRIED (2013/136) At this juncture, 8.18pm, Cr Heley returned to the Chamber

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11.9 Infrastructure Services 11.9.1 Thompson Road Access (D13/5676)

Moved Cr Strudwicke / Seconded Cr Keen “that Council having considered Item 11.9.1 Thompson Road Access, dated 8 April 2013, authorises Council Administration to proceed with Option A, being to:

Seek approval from the Department of Planning, Transport and Infrastructure to install a large sign on Port Wakefield Road (Highway One) which directs motorists to Dublin to access Thompson Beach, and also replace existing signage on Thompson Road and Thompson Beach Road with larger signage to inform motorists that there is no access to Thompson Beach from these roads, and that a report come back to Council with costs of Option B.”

CARRIED (2013/137)

11.9.2 Infrastructure Services Activity Report (D13/5654) Moved Cr Wasley / Seconded Cr McColl “that Council having considered Item 11.9.2 Infrastructure Services Activity Report, dated 8 April 2013, receives the report.”

CARRIED (2013/138)

11.10 Economic Development Nil

12. STRATEGIC COMMUNITY AND GOVERNANCE COMMITTEE 12.6 Finance 12.6.1 Finance Report

Moved Cr Summerton / Seconded Cr Daniele “that Council, having considered Item 12.6.1 Finance Report dated 15 April 2013,

receives and notes the Finance Report as at 31 March 2013.” CARRIED (2013/139)

12.6.2 Draft New Initiatives Bids 2013/2014 Moved Cr Wasley / Seconded Cr Jones

“that Council, having considered Item 12.6.2 Draft New Initiatives Bids 2013/2014 dated 15 April 2013, considers and notes the current Budget Bids.”

CARRIED (2013/140)

12.7 Property Nil

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12.8 Corporate Management 12.8.1 Corporate and Community Services Report Moved Cr Jones / Seconded Cr Keen “that Council, having considered Item12.8.1 Corporate & Community Services Report

dated 15 April 2013, notes and receives the report.” CARRIED (2013/141)

12.9 Corporate Governance 12.9.1 Draft Elected Member Code of Conduct Moved Cr McColl / Seconded Cr Heley “that Council, having considered Item 12.9.1 Draft Elected Member Code of Conduct

dated 15 April 2013, endorses the Draft Elected Member Code of Conduct.” CARRIED (2013/142)

12.9.2 Local Government Association General Meeting – Notice of Motions Moved Cr Summerton / Seconded Cr Jones “that Council having considered Item 12.9.2 Local Government Association General

Meeting – Notice of Motions dated 15 April 2013, receives and notes the proposed voting for each of the Council Notice of Motions at the LGA General Meeting to be held on the 19 April 2013.”

CARRIED (2013/143) 12.9.3 Elector Representation Review – Community Consultation (Further Information) Moved Cr McColl / Seconded Cr Strudwicke “that Council, having considered Item12.9.3 dated 22 April 2013, recommends the eight

submissions be noted and received.” CARRIED (2013/144)

Moved Cr Strudwicke / Seconded Cr Wasley “that Council, having considered Item12.9.3 Elector Representation Review – Community

Consultation (Further Information) dated 22 April 2013, endorses that the council area not be divided into wards (i.e. abolish wards).”

Division Cr Strudwicke called a division

Voting in the affirmative – Crs Strudwicke, Jones, MColl and Wasley Voting in the negative – Crs Keen, Daniele, Summerton, Kennington and Heley

LOST (2013/145)

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Moved Cr Summerton / Seconded Cr Daniele “that Council, having considered Item12.9.3 Elector Representation Review – Community Consultation (Further Information) dated 22 April 2013, supports the adoption of a ward structure identified as ‘Option C’ being three (3) wards comprising three (3) ward councillors in each.”

CARRIED (2013/146) Moved Cr Summerton / Seconded Cr Jones “that Council, having considered Item12.9.3 Elector Representation Review – Community Consultation (Further Information) dated 22 April 2013 and determining their preferred option as being a ward structure, proposes the names of the wards as ‘Lewiston’, ‘Two Wells’ and ‘Mallala / Dublin’.”

CARRIED (2013/147) Moved Cr Summerton / Seconded Cr Heley “that Council, having considered Item 12.9.3 Elector Representation Review – Community Consultation (Further Information) dated 22 April 2013, supports a Council which comprises nine (9) ward councillors.”

CARRIED (2013/148) Moved Cr Strudwicke / Seconded Keen “that Council, having considered Item12.9.3 Elector Representation Review – Community Consultation (Further Information) dated 22 April 2013, endorses preparation of a report pursuant to the provisions of Section (12{8a}) of the Local Government Act 1999, and that the required three (3) week (minimum) public consultation process be initiated.”

CARRIED (2013/149)

12.10 Community Services Nil

13. NEW ITEMS 13.1 Wasleys Bridge Load Limit Moved Cr Daniele / Seconded Cr Strudwicke “that Council, having considered Item 13.1 Wasleys Bridge Load Limit dated 22 of April

2013, endorses the lowering of the load limit on Wasleys Bridge to 12 tonne and that Light Regional Council be advised of Council’s decision.”

CARRIED (2013/150)

13.2 Advisory Committees Vacancies - Expressions of Interest Moved Cr Summerton / Seconded Cr Wasley “that Council having considered Item 13.2 Advisory Committees Vacancies - Expressions of Interest endorses the appointment of Hilary Ann Stones as a community member on the Environmental Management Advisory Committee.”

CARRIED (2013/151)

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At this juncture, 8.47pm, Cr Heley left the chamber, returning at 8.49pm

14. URGENT BUSINESS 14.1 Integrated Waste Services Site

Moved Cr Jones / Seconded Cr Keen “that Council seek an extension to put in a submission regarding the Integrated Waste Services proposal pursuant to Section 35 of the Mining Act 1971.”

CARRIED (2013/154)

15. CONFIDENTIAL BUSINESS Nil

16. CLOSURE There being no further business, the Chairman declared the meeting closed at 9.09pm

Confirmed as a true record.

Mayor: ......................................................................

Date: ____/____/___

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MINUTES OF THE SPECIAL MEETING OF THE DISTRICT COUNCIL OF MALLALA HELD IN THE TWO WELLS COUNCIL CHAMBERS, OLD PORT WAKEFIELD ROAD, TWO WELLS ON MONDAY 29 APRIL 2013, COMMENCING AT 6.30PM 1. ATTENDANCE 1.1 Present

Crs D Kennington, S M Strudwicke, P M N Daniele, K M McColl, B J Summerton and M N Wasley; Cr T A Keen (6.59pm) Messrs C J Mansueto (Chief Executive Officer), P J Sellar (General Manager, Corporate and Community Services) and Gary Graham (Finance Co-ordinator)

1.2 Councillors Apologies A Picard, J M Heley, Y L Howard 1.3 Councillors Absent

S E Jones

2. GENERAL BUSINESS The Mayor sought leave of the meeting to suspend Part 2 of the Local Government

(Procedures at Meetings) Regulations 2000 for to discuss the budget. The meeting was suspended at 6:31pm

6.59pm, Cr Keen entered the chamber Meeting reconvened at 7:41pm

2.1 Draft Budget & New Initiatives Bids 2013/2014 Moved Cr McColl / Seconded Cr Strudwicke

“that Council, having considered Item 2.1 Draft Budget & New Initiatives Bids 2013/2014 dated 29 April 2013, endorses the following New Initiatives be included in the Draft 2013/2014 Annual Business Plan and Budget for Community Consultation: • Port Wakefield Road - Mallala Road Roundabout • Bakers Road Ford • Elizabeth Street, Mallala (also included in the Road Construction Project List) • Thompson Beach Fire Prevention Infrastructure Upgrade • Quarry Bunted Fuel storage system • Open Space Management Plan • Two Wells Market Place • One Library Management System • Old Port Wakefield Road Salt Creek Bridge • Local Drainage Action Plan • Quarry Security System • Sealing Carpark and footpath Museum • Construction / Maintenance Worker. • Mallala Museum–Installation of Low UV Lighting in Paint Shop Display area”

CARRIED (2013/155)

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Moved Cr Summerton / Seconded Cr Wasley “that Council, having considered Item 2.1 Draft Budget & New Initiatives Bids 2013/2014 dated 29 April 2013, adopts the 2013/2014 Draft Operating Preliminary Budget including the New Initiative Bids as listed above.”

CARRIED (2013/156) Moved Cr Summerton / Seconded Cr Strudwicke “that Council, having considered Item 2.1 Draft Budget & New Initiatives Bids 2013/2014 dated 29 April 2013, adopts the Capital Program as amended including the identified Road Construction Projects being: • Germantown Road, Lewiston from Dawkins to Gawler River Road • Pederick Road, Lewiston from Dawkins to Clements Road • Pederick Road, Lewiston from Clements to Greens Road • Elizabeth Street, Mallala – 100 metres North • Pederick Road, Lewiston from Greens Road to Almond Court • Pederick Road Lewiston from Almond Court to Green Road • Germantown Road, Lewiston from Gawler Road to Hayman Road.”

CARRIED (2013/157) Moved Cr McColl / Seconded Cr Wasley “that Council, having considered Item 2.1 Draft Budget & New Initiatives Bids 2013/2014 dated 29 April 2013, authorises Council administration to compile a draft Budget and Business Plan 2013/14 for community consultation to be considered by Council at its May meeting.”

CARRIED (2013/158)

Moved Cr McColl / Seconded Cr Wasley “that Council remove Budged Bid 14 – CCS4 (Replacement of Council Chamber chairs) from the 2013/2014 Budget Bid list and endorse the replacement of the Chamber chairs in this financial year with the funds to be allocated to Elected Member Discretionary Fund Budget Line.”

CARRIED (2013/159)

3. CLOSURE There being no further business the meeting was declared closed at 7:44pm

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5. MAYOR’S REPORT

MONDAY 27 MAY 2013 Items:

5.1 Meetings Attended and / or Discussions Held


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5.1 Meetings Attended and / or Discussions

Held

Report Date: 27 May 2013 Prepared by: Cr Duncan Kennington

Corporate Objective: N/A

Activities and Meetings attended 22 April 2013 Ordinary Council Meeting 23 April 2013 CEO and Deputy Mayor Briefing 24 April 2013 Northern Adelaide Regional Collaboration 25 April 2013 Anzac Day Parade 29 April 2013 Councillor District Tour 29 April 2013 Council Special Meeting 6 May 2013 CEO Appraisal Committee 6 May 2013 CEO and Deputy Mayor Briefing

DDistrict Council oof Mallala

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13 May 2013 Volunteer Recognition Day 13 May 2013 Strategic Infrastructure and Planning Committee 13 May 2013 CEO and Deputy Mayor Briefing 19 May 2013 Dublin Cemetery 20 May 2013 Strategic Community and Governance Meeting 24 May 2013 Wakefield Group

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6. DELEGATES AND REPRESENTATIVES

REPORTS

MONDAY 27 MAY 2013

Item

6.1 Committee and Advisory Committees

6.1.1 Development Assessment Panel – Minutes 7 May 2013

6.1.2 CEO Appraisal Panel – Minutes 6 May 2013 - Confidential

District Council of Mallala

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MINUTES OF THE MALLALA COUNCIL DEVELOPMENT ASSESSMENT PANEL MEETING HELD IN THE MALLALA COUNCIL CHAMBERS, REDBANKS ROAD, MALLALA ON TUESDAY 7th MAY 2013, COMMENCING AT 6.32 PM

1. ATTENDANCE

1.1 Present

Trevor White (Presiding Member), Yvonne Howard (Deputy Presiding Member), Rob Veitch, Sandra Foote, Joe Daniele, Tom Summerton, Gary Mavrinac (General Manager Infrastructure & Planning Services), Brendon Schulz (Development Services Coordinator), Ralph Semrau (Planning Officer), Rebecca Freeman (Development Assessment & Policy Officer) and Rosemarie Day (Minute Secretary)

1.2 Apologies

Debra Scott

Moved Y Howard Seconded T Summerton

That leave of absence from this meeting be granted to Debra Scott.

Agreed 1.3 Absent

Nil 2. CONFIRMATION OF MINUTES

Moved J Daniele Seconded R Veitch That the minutes of the Council Development Assessment Panel meeting held on Tuesday 5th March 2013 be received and confirmed.

Agreed

3. DECLARATION OF INTEREST Nil

4. DEVELOPMENT APPROVAL NOTIFICATIONS

Moved J Daniele Seconded R Veitch

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That the Development Approval notifications issued for February and March 2013 be received.

Agreed

5. REPORTS – DEVELOPMENT APPLICATION Moved S Foote Seconded J Daniele That the Development Application reports be received.

Agreed 5.1 Category 1 Development 5.1.1 312/181/2012 – S Hurley – 72m2 storage shed wholly located within the

Gawler River Flood Plain Policy Area (Hazard Zone 2) – Lot 60, 221 Hayman Road, Lewiston

Rebecca Freeman, Planning Officer, addressed the Panel and gave a brief report on the application. That the proposal by S Hurley for a 72m2 storage shed wholly located within the Gawler River Flood Plain Policy Area (Hazard Zone 2) at Lot 60, 221 Hayman Road, Lewiston (312/181/2012) being not seriously at variance with the District Council of Mallala Development Plan, be granted Development Plan Consent pursuant to Section 33(1)(a) of the Development Act, 1993, subject to the following conditions being imposed :- Development Plan Conditions

1. The development must be undertaken in accordance with the details,

plans, specifications and correspondence submitted with and forming part of the application, except where varied by any conditions herein.

2. The external walls and roof of the shed must be of subdued colours

which complement the predominant colours of the land and vegetation in the locality, or have an unpainted finish which will weather to a dull grey.

3. The external walls and roof of the shed must be maintained in good

appearance and condition at all times.

4. The finished floor level of the shed must not be less than 21.20 metres AHD (Australian Height Datum).

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5. The planting of bushes, trees and shrubs must be undertaken sufficient to grow to a height to screen the building from the road and adjacent properties, and be nurtured and maintained in good condition at all times with plants replaced should they become diseased or die.

6. That plants must be propagated from locally indigenous species, and that they be nurtured and maintained at all times with plants replaced should they become diseased or die.

7. All existing trees within the subject land not directly affected by site and building work must be retained and protected during development to the reasonable satisfaction of Council.

8. Filling must be “Controlled Fill’ placed, shaped and compacted in accordance with the sketch shown in Flood Risk Assessment Report dated 25 March 2013, AS 2870 and with an approved particle distribution (grading) and Plasticity Index – not less than 5 or more than 10.

9. A raised walkway supported on piers as shown in Flood Risk Assessment Report dated 25 March 2013, is provided between the shed and the existing residence such as to cause minimum obstruction to flood waters around the shed.

10. A 4m wide access track paved with quarry rubble or equivalent that is stable when wet is available from the proposed shed to Hayman Road that is not more than 100mm above the existing general natural surface. Note: Please be advised that the use of the shed has been approved for domestic purposes, any use of the building such as for an industry, trade, business or sleeping would contravene the Development Act of 1993, unless approval is otherwise obtained. No other point of egress from or ingress to the subject land shall be created without prior consent of Council being first obtained in writing.

Agreed

5.1.2 312/227/2012 – Bargain Steel Centre – 67.5m2 domestic shed and associated fill – Lot 9, 33 Walter Avenue, Two Wells

Rebecca Freeman, Planning Officer, addressed the Panel and gave a brief report on the application.

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That the proposal by Bargain Steel Centre for a 67.5m2 domestic shed and associated fill at Lot 9, 33 Walter Avenue, Two Wells (312/227/2012) be refused Development Plan Consent, pursuant to Section 33 (1a) of the Development Act, 1993, on the following grounds : The proposal is at variance with the following Development Plan provisions :-

Outer Metropolitan Objective 1 Council Wide Objectives 1, 58, 59, 60, 61, 62 Council Wide Principles of Development Control 62, 283

Agreed 5.2 Category 2 Development

5.2.1 312/17/2013 – Top Grade Pty Ltd – Horticulture incorporating 8 plastic

covered hothouses, 2 water storage dams, packing shed & associated site works – Section 651 Oliver Road, Reeves Plains

Hearing of representations and applicant response Allan Bennett, Stephen Needham, Nancy Bennett, Anthony Bennett and Neil Gregor addressed the Panel. Michael Wohlstadt from Planning Advisory Services addressed the Panel on behalf of the applicant and answered questions. Ralph Semrau, Planning Officer, addressed the Panel and gave a brief report on the application. That the proposal by Top Grade Pty Ltd for horticulture incorporating 8 plastic covered hothouses, 2 water storage dams, packing shed & associated site works at Section 651 Oliver Road, Reeves Plains (312/17/2013) being not seriously at variance with the District Council of Mallala Development Plan, be granted Development Plan Consent, pursuant to Section 33(1a) of the Development Act, 1993 subject to the following conditions being imposed :-

1. The development must be undertaken in accordance with the details, plans, specifications and correspondence submitted with and forming part of the application, except where varied by any conditions herein.

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2. The toilets and ablution facilities within the packing shed approved herein must be connected to an approved effluent disposal system to the satisfaction of Council’s Environmental Health Officer.

3. The surface of all internal tracks and crossovers into the property must be constructed to the satisfaction of Council’s Depot Operations Coordinator.

4. No other point of egress from or ingress to the subject land must be created without prior consent of Council being first obtained in writing.

5. The property must be maintained in a clean and tidy condition to the satisfaction of Council. All rubbish i.e. plastics, twine and other waste materials must be separated from vegetable matter and disposed of in industrial bins located on-site.

6. All chemicals and empty chemical containers must be stored within securely bunded areas, and all empty chemical containers must then be disposed of in a satisfactory manner to the reasonable satisfaction of Council’s Waste Management Officer.

7. The two water storage dams approved herein must be maintained in good condition and working order so that they effectively capture water from the associated plastic covered greenhouses and are used in association with the horticulture development.

8. The walls and roofs of the plastic covered greenhouses must be maintained in good condition to the reasonable satisfaction of Council. Note: The Applicant is reminded of its general environmental duty, required by Section 25 of the Environment Protection Act, to take all reasonable and practical measures to ensure that the activities on the whole site, including during construction do not pollute the environment in a way which causes or may cause environmental harm. This is not a building consent, and a Building Rules Consent is required to be submitted to Council before a Development Approval can be issued. The approved plans have been stamped ‘Development Plan Consent’ and should be forwarded to any Private Certifier engaged for the Building Rules Assessment of this application.

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Signage and other existing infrastructure will not be removed or relocated to accommodate access to this development. Crossover standards must comply with District Council of Mallala Roads Manual Issue 2, April 2005, Amendment 2.

Agreed

5.2.2 312/2/2013 – R A Black – 75m2 storage shed wholly located within the Gawler River Flood Plain Policy Area (Hazard Zone 2) – Lot 2, 67 Williams Road, Two Wells

Rebecca Freeman, Planning Officer, addressed the Panel and gave a brief report on the application. That the proposal by R A Black for a 75m2 storage shed wholly located within the Gawler River Flood Plain Policy Area (Hazard Zone 2) at Lot 2, 67 Williams Road, Two Wells (312/2/2013) be refused Development Plan Consent, pursuant to Section 33 (1a) of the Development Act, 1993, on the following grounds : The proposal is at variance with the following Development Plan provisions :- Outer Metropolitan Objective 1. Council Wide Objectives 14, 58, 59, 60, 61 and 62. Council Wide Principles of Development Control 62, 63, 283 Rural Living Zone Objective 2 Rural Living Zone Principles of Development Control 2 and 4 Gawler River Flood Plain Policy Area Objectives 1, 2 and 3 Gawler River Flood Plain Policy Area Principle of Development Control 1

Agreed

5.2.3 312/66/2013 – Bargain Steel Centre – Domestic garage/shed (20.5m x

7.5m x 3.3m wall height) – Lot 16, 3 Jemima Court, Two Wells

Ralph Semrau, Planning Officer, addressed the Panel and gave a brief report on the application.

24

Mr and Mrs Lee were given an opportunity to comment in relation to the application. That the proposal by Bargain Steel Centre to erect a domestic garage/shed (20.5m x 7.5m x 3.3m wall height) at 3 (Lot 16), Jemima Court, Two Wells (312/66/2013), be deferred to allow the applicant an opportunity to submit an amended site plan, and if the amended site plan meets the 6 metre side boundary setback requirement, that the Development Services Coordinator be authorised to grant Development Plan Consent.

Agreed

5.3 Category 3 Development

Nil

5.4 Updates

5.4.1 312/D011/10 – Ilarson Pty Ltd – Division of one allotment into five for rural living purposes (each partly within Flood Hazard Zone 1 of Gawler River Flood Plain Policy Area) – Allotment comprising Pieces 21 and 22 Hayman Road, Lewiston

Brendon Schulz, Development Services Coordinator, addressed the Panel and gave an update on the application. Brendon advised that a date had been set for the next Supreme Court hearing of 14 June 2013. Lawyers representing Ilarson Pty Ltd will argue as to why the appeal should proceed. Council staff are not required to attend. Council’s lawyers are confident of a successful outcome.

That the report be received and noted

Agreed

6. REPORTS – GENERAL MANAGER, INFRASTRUCTURE & PLANNING That the General Manager, Infrastructure & Planning report be received.

Agreed

7. OTHER BUSINESS

7.1 CDAP Membership

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Brendon Schulz advised that this meeting is the last meeting of the current Panel and the appointment of the new Panel members (possibly including some current members) will be confirmed at the 27 May 2013 Council Meeting.

That the report be received and noted.

Agreed

7.2 Development Plan Policy

Tom Summerton would like to see a provision in the Development Plan that new shed proposals that align with an existing shed be approved.

Rob Veitch would like to see investigation into the possibility of ‘100mm’ or ‘0mm’ freeboard in the new Development Plan for outbuildings (sheds) in the floodplain.

7.3 LGA Training

Brendon Schulz advised that a LGA CDAP Fundamentals course for Panel Members will be held on Friday 31st May 9:30 am to 4:30 pm at Local Government House. Rose Day will email reappointed and new members after the Council Meeting on 27 May 2013.

8. NEXT MEETING

Tuesday 4th June 2013 (To be confirmed) 9. CLOSURE OF MEETING

The Presiding Member closed the meeting at 9:05 pm Confirmed as a true record: Presiding Member: …………………………………….. Trevor White Date: …………………………………………………….

26



Report Date: 27 May 2013 Prepared by: Cr Duncan Kennington


Item


6.2.1 CEO Appraisal Panel – Confidential


29

6.3 Associated Organisations

Report Date: 27 May 2013


Item 6.3.1 Central Local Government Region

Minutes of Meeting 10 May 2013


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Central Local Government Region of Councilsdraft Minutes of the General Meeting held Friday 10th May 2013 at the Wallaroo Community Sports Club, Cornish Terrace, Wallaroo, commencing at 10.00 am

1. Meeting Preliminaries:1.1 Present

• Mayor James Maitland (Wakefield) – Chair, Mayor Brian Hurn (Barossa), Mayor Dean Dolling (Barunga West), Mayor Allan Aughey (Clare & Gilbert Valleys), Mayor Paul Thomas (Copper Coast), Mayor Peter Slattery (Flinders Ranges), Mayor Peter Mattey (Goyder), Cr Deane Rohrlach (Light), Mayor Sandra Wauchope (Mt Remarkable), Mayor Denis Clark (Northern Areas), Chairman Colin Parkyn (Orroroo Carrieton), Mayor Ray Agnew (Yorke Peninsula).

1.2 In Attendance• Mr Martin McCarthy (Barossa), Mr Peter Ward (Barunga West), Mr Peter Harder (Copper Coast),

Cr Elizabeth Calvert and Mr Roy Blight (Clare & Gilbert Valleys), Mr John Brak (Goyder), Mr Richard Michael (Light), Cr Peter Jacobs and Mr Wayne Hart (Mt Remarkable), Mr Roger Crowley (Northern Areas), Mr Iian Wilson (Orroroo Carrieton), Ms Cate Atkinson (Wakefield), Mr Andrew Cameron (Yorke Peninsula). Ms Anita Crisp (Executive Officer).

1.3 Guests• Mr Adam Gray (LGA SA), Mr Michael Barry (Office of State/Local Government Relations), Ms

Andrea Jorgenson and Ms Angela Young (DPTI), Ms Kelly-Anne Saffin (Regional Development Australia Yorke and Mid North)

1.4 Apologies• District Council of Peterborough

1.5 Absent• District Council of Mallala, Port Pirie Regional Council.

1.6 Welcome to District Council of the Copper Coast• Mayor Paul Thomas welcomed delegates to the Copper Coast.• Advised the meeting venue, Wallaroo Community Sports Club, has been a success story, however

commenced with some controversy in the community initially.• Copper Coast Council has undergone extensive training over recent years in an effort to improve

community engagement.• A number of substantial projects underway across the district including recent completion of new

Council offices, Kadina CBD upgrade, Wallaroo mainstreet redevelopment, The Dunes residential development, Community Wastewater management systems, Pt Hughes boat ramp, township streetscaping, North Beach tourist park redevelopment, foreshore upgrades, reclamation of disused fertiliser plant for residential and historical development.

• Strong population growth in the district, dominated by large uptake of non-resident properties.• Council has engaged Professor Graeme Hugo to undertake demographic research to help better

understand trends and guide decision making.• Advised Kernewek Lowender Cornish Festival will be held later in May, now in its 40th year.

1.7 Confirmation of Voting Delegates• The meeting noted the Peterborough, Mallala and Port Pirie Councils were absent, but that all

other Councils present were represented by an elected delegate.

1.8 Confirmation of Previous Minutes• Minutes from the Central Local Government Region general meeting held Friday 8th February 2013

at Clare were tabled.

Motion: That the minutes of the General Meeting of the Central Local Government Region of SA held Friday 8th February 2013 at Clare be received as a true and correct record.

Moved: Barunga West (Dolling) Seconded: Yorke Peninsula (Agnew) CARRIED

1.9 Business Arising not Otherwise on the Agenda• Nil

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2. Regional and Community Sustainability2.1 Regional Planning

• Update tabled.• Noted the 2013 Regional Planning Review Forum was held in late March in conjunction with RDA

Yorke and Mid North and the Northern and Yorke NRM board.• The half day workshop focussed on 'roadtesting' the draft Yorke/Mid North Regional Planning

Strategy within its key theme areas and also identifying regional priorities for implementation.• Following the forum, a revised draft strategy is currently being prepared ahead of further

consultation with Councils.• A list of regional priorities also added to from previous years and will be shortly available.

2.2 Regional Development Australia• Noted current funding agreement with Regional Development Australia concludes 30th June 2013.• Draft funding agreement provided to Councils.• Councils involved in Barossa RDA currently finalising draft agreement – will be continuing

financial support for further three years. Far North RDA – continue funding at current rate. Yorke & Mid North – general agreement to continue funding at current rate for further two years.

2.3 South Australian Government – Regional Statement • Resolution by Central Region in February to respond to draft Regional Statement highlighting the

three key themes for commitment - actively pursuing population growth and expansion of our regional centres; spending more on infrastructure and capital investment into regional areas and decentralising the public service back into the regions.

• Consultation session held in Clare in early April.

2.4 Water Industry Act • Two workshops with ESCOSA held in the Region on 18th March – at Balaklava and Jamestown.• Sessions included delegates from the Essential Services Commission and the Energy & Water

Ombudsman who explained the proposed regulatory regime and the scope and operations of the Ombudsman.

• All licensed water industry entities will be required to report financial and operational performance information to the Commission, commencing July 2013.

• ESCOSA is currently seeking feedback on the draft guideline that sets out information on financial reporting and operating performance requirements. Comments due mid May.

Motion: That the Central Local Government Region provide a submission to ESCOSA highlighting the resourcing implications for rural Councils in fulfilling the proposed reporting requirements under the Water Industry Act.

Moved: Yorke Peninsula (Agnew) Seconded: Northern Area (Clark) CARRIED

2.5 Special Local Roads• Transport Committee have undertaken their final assessment of Special Local Roads applications.• Two continuing projects and six new projects submitted, as required by end of April.

Motion: That the Central Local Government Region application to the 2014 Special Local Roads program be endorsed.

Moved: Yorke Peninsula (Agnew) Seconded: Flinders Ranges (Slattery) CARRIED

2.6 Climate Change • Climate Change Adaptation Plan identifies priority projects from the 62 recommendations in the

vulnerability assessment, including priorities from Council Mutual Liability Scheme climate change plans.

• Progress report tabled on a number of high priority activities on behalf of the Regional Alliance including regional sustainability centre concept, digital elevation model and regional carbon economy prospectus.

• Funding support for Regional Climate Change Coordinator secured through NRM funding – will continue as partnership.

Motion: That the Central Local Government Region:1. Endorse the Regional Climate Change Adaptation Plan;

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2. Endorse the acceptance by the Central Region Chair of $30,000 (plus gst) funding received through the Department of Environment, Water and Natural Resources – Sustainability and Climate Change, for the development of a Sustainability Centre concept and feasibility study;3. Approve the Expression of Interest brief and engagement of ARUP to deliver the Sustainability Centre Concept and Business Case as proposed in the Expression of Interest submitted to the Yorke and Mid North Regional Alliance dated 4th March 2013.

Moved: Mt Remarkable (Wauchope) Seconded: Flinders Ranges (Slattery) CARRIED

2.7 Waste Management• Waste Coordinator report tabled and progress noted.• Waste Committee minutes tabled.• Update on status of Zero Waste SA provided by Adam Gray, LGA. Noted Government currently in

discussions with Government regarding future of ZWSA, with functions to be outsourced, possibly to local government.

• Government mid year budget review notes no changes to funding into the waste to resources fund, despite withdrawal of ZWSA agency and reduction in funding to future outsourced agency.

Motion: That the Central Local Government Region receive the minutes of the Waste Steering Committee and endorse its recommendations:

• That the CLGR fund an investigation into options for Everard, to be undertaken by Trevor Hockley.

• Pursue funding to extend Regional Coordinator position by a further two years.• Prepare LGR&DS application to develop consistent Council waste data collection methodology.

Moved: Orroroo Carrieton (Parkyn) Seconded: Yorke Peninsula (Agnew) CARRIED

2.8 Coastal Councils• Funding application lodged with Commonwealth Government's Caring for our Country program.

Advised success in first phase of application. Full application to be lodged in June.• Funding of $2 million sought to extend project for a further five year period, including

continuation of a full time coastcare officer and onground works for council coastal management projects.

Motion: That the Central Local Government Region receive the minutes of the Coastal Councils meeting held 19th February 2013.

Moved: Barossa (Hurn) Seconded: Barunga West (Dolling) CARRIED

10.40am - Roy Blight departed meeting

2.9 Windfarm Development • Windfarm Planning Guide underway.• Notice of motion being proposed to ALGA by Goyder Council seeking national support for more

consistent approach to windfarm development.• EPA visit to region and noise monitoring underway.

Motion: 1. That the Central Local Government Region note the opportunity to meet with EPA Chair and Board in the region on Monday 13th May from 1.30 – 3.30pm.2. That the Central Region receive the minutes of the Windfarm Steering Committee held 20 th March 2013 and endorse its recommendations that:

• the Central Local Government Region strongly reject any attempt to shift the responsibility and cost for windfarm noise compliance and monitoring to local government from the EPA and instead seek a practical, collaborative and appropriately resourced solution.

• the Central Local Government Region encourages member Councils to support Goyder Councils notice of motion to the Australian Local Government Association seeking a more consistent and considered approach to the planning, regulation and management of the wind industry develop-ment across all jurisdictions.

Moved: Clare & Gilbert Valleys (Aughey) Seconded: Mt Remarkable (Wauchope) CARRIED

2.10 Environment and Natural Resources• Seeking arrangement for a proxy delegate to the Executive Officer as the local government

representative to the board.• Application lodged to Federal Government Biodiversity Fund seeking funding of just under $3

3

35

million for four years to engage specialist environment/native vegetation support to assist Councils with a range of vegetation management related activities including roadside vegetation management and revegetation along various rail, road and public land reserves. Pproject will also identify potential sites for revegetation that Councils may be able to utilise in the carbon market in coming years.

• Project developed and lodged as a first stage expression of interest in collaboration with the Wakefield Group of Councils (summary attached).

Motion: That the Central Local Government Region:1. Endorse the funding application to the Federal Government Biodiversity Fund in collaboration with the Wakefield Group of Councils.2. Call for nominations for a proxy local government ex-officio delegate to the Northern & Yorke NRM board.

Moved: Yorke Peninsula (Agnew) Seconded: Goyder (Mattey) CARRIED

10.50am - Roy Blight returned to meeting

2.11 Emergency Management• Noted Central Region delegates met with the LGA to discuss guiding principles under proposed

new Disaster Fund arrangements, including that the new arrangements should be more nationally consistent and be based on an 'insurance loss' perspective, rather than establishing a claim based on a financial and asset management perspective.

• Central Region delegation met with Hon Paul Holloway regarding review of Fire and Emergency Services Act.

• Key issues raised included promoting stronger regional arrangements, bushfire committee size and structure and strengthening links between various emergency management committees and agencies.

Motion: That the Central Local Government Region note the briefing to the Fire and Emergency Services Act review regional consultation meeting and prepare a submission reinforcing key points, in collaboration with Councils.

Moved: Goyder (Mattey) Seconded: Northern Areas (Clark) CARRIED

2.12 Ngadjuri Native Title Claim• Native Title funding guidelines have been released,confirming changes to funding arrangements,

as outlined at the last meeting.• Meeting for Central Region confirmed on the issue with Federal Attorney-General, Hon Mark

Dreyfus 19th June in Canberra.

2.13 National Broadband Network• Update tabled. • Announcement of additional sites for connection, including Yorke Peninsula towns.• Meeting proposed next few weeks regarding Southern Flinders.

2.14 Regional Stakeholders Updates• Nil this meeting due to extended workshop session with the LG Expert Panel.

3. Local Government Leadership and Sustainability:3.1 North and West Local Government Forum

• Update tabled.• Positive feedback from forum.• Report being prepared by two association Executive Officers, to be brought back for further

consideration.

Motion: That the draft Central Local Government Region progress an election strategy with the Eyre Peninsula LGA, based on three strategic themes of regional investment, regional population growth and government decentralisation.

Moved: Yorke Peninsula (Agnew) Seconded: Northern Areas (Clark) CARRIED

11.05 – 11.20am – Meeting adjourned for a break

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3.2 Local Government Reform and Excellence• Update tabled.• Noted verbal advice has been received that the LGA Outreach/Branch office proposal submitted

late last year has been accepted.• Project will provide funding for an additional full time offer to be engaged by Central Region,

under funding agreement with LGA.• Aim to support Councils in activities such as research, develop proposals, funding applications

and joint tenders for sharing services between council groups.• LGA will require new officer to also support better regional delivery of services such as LGA

training, risk management, procurement etc.• A portion of Executive Officer time will be made available to more directly support the LGA in

areas that will have mutual benefit, ie NRM.

Motion: That the Central Local Government Region delegate finalisation of arrangements to deliver the LGA Outreach proposal to the Executive Committee, in consultation with Council CEO's.

Moved: Yorke Peninsula (Agnew) Seconded: Barossa (Hurn) CARRIED

3.3 Local Government Reform – Central Region Funding• Process developed for groups of Councils to access CLGR reserve funding ($320k) as resolved last

year.• Funding is notionally allocated for sub-regional projects that identified a range of shared services

or Council collaborations.

Motion: 1. That the Central Local Government Region approve the disbursement of its allocated $320,000 reserve funding to support shared service initiatives or Council collaborations on a criteria-based process that demonstrate: commitment by a group of councils; a minimum of matching funds from other sources; longevity and self sufficiency over time and; delivery of a priority need identified by Councils, and:2. a funding allocation assessment panel be appointed comprising the Central Region Executive Officer along with 2 non-applicant members of the CLGR Executive Committee and 2 non-applicant Council CEO's.

Moved: Orroroo Carrieton (Parkyn) Seconded: Mt Remarkable (Wauchope) CARRIED

3.4 Local Government Excellence Expert Panel• Further to resolution at the last Central Region meeting, submission was provided to the Local

Government Excellence Expert Panel that highlighted a number of functional and constitutional issues that currently exist between the LGA and the regional local government authorities that provide a barrier to a greater level of efficiency for member Councils.

• Expert Panel workshop with the Central Region from 12-2pm for a 'working lunch' discussion.

3.5 Central Region Council CEO's Forum• Nil

3.6 Central Region Communications Report• Report tabled.

Motion: That the Central Local Government Region communications report be received.Moved: Northern Areas (Clark) Seconded: Mt Remarkable (Wauchope) CARRIED

3.6 SAROC and State Executive Delegates Report• Outcomes from the January and March 2013 meetings of the LGA State Executive and SAROC

Committee tabled.

3.7 Local Government Association UpdateLocal Government Association

• Mr Adam Gray provided an update on topical issues including: progress with ICAC implementation, Local Excellence Program, Code of Conduct.

• Update on the planning review, noting that legislative amendments are already being made – encourage Council participation.

• Constitutional Referendum – announced by Prime Minister. Referendum will be held 14th

September. ALGA and LGA has Council promotional information available.• Street Lighting – issue referred to Australian Energy Regulator for resolution.

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• Advised new LGA officer supporting in Climate Change.

Office of State/Local Government Relations• Michael Barry provided an update on key issues for the Department.• Advised ICAC currently being implemented, with amendments to the Local Government Act

expected September 2013.• Noted pending abolition of Office of Local Government, with functions to be dispersed across

other agencies including PIRSA (grants commission and outback areas), Premier and Cabinet and Planning.

Motion: That the Central Local Government Region receive all reports.Moved: Clare & Gilbert Valleys (Aughey) Seconded: Barunga West (Dolling) CARRIED

4. Central Region Administration and Finance:4.1 Executive Committee

• Report tabled.• Noted issue of financial management transition from Mt Remarkable Council to Goyder have been

resolved.

Motion: That the minutes of the Central Region Executive Committee meetings held 1 st May 2013 be received and the recommendations endorsed that:1. the Central Local Government Region Chairman negotiate reimbursement of financial management transition costs with the Mayor of DC Mt Remarkable.2. the Central Region authorise the signing and sealing of the offer by Bank SA for a Visa Business Card facility.That the Central Local Government Region endorse the approval by the Chairman for participation by the Executive Officer in the LGA New Zealand Study Tour.3. the Central Local Government Region approve attendance by the Executive Officer to the Australian Local Government Association regional forum and general assembly 16-19th June 2013.

Moved: Yorke Peninsula (Agnew) Seconded: Clare & Gilbert Valleys (Aughey) CARRIED

4.2 Finance Report• Report tabled.

Motion: The financial reports for the period ending 26th April 2013 be received.Moved: Orroroo Carrieton (Parkyn) Seconded: Light (Rohrlach) CARRIED

4.3 Executive Officer Report• Report tabled.

Motion: That the Executive Officer’s quarterly activity report be received.Moved: Northern Areas Council (Clark) Seconded: Clare & Gilbert Valleys (Aughey) CARRIED

4.4 Correspondence• Correspondence received for the last quarter tabled.

Motion: That all correspondence be received.Moved: Yorke Peninsula (Agnew) Seconded: Mt Remarkable (Wauchope) CARRIED

5. Other Business and Meeting Close:5.1 Regional Health Planning

• Forum convened by Light Council recently regarding requirements for new health planning.• Report to be brought back to next meeting.

5.2 LGA Constitution • Noted new constitution for LGA has come into effect. • LGA State Executive Committee now known as LGA Board.

5.5 Next Meeting• The next meeting of the Central Local Government Region will be the annual general meeting, to

be held Friday 9th August 2013 and hosted by Flinders Ranges.

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• he final meeting for 2013 will be held Friday 8th November 2013 (hosted by Goyder).

5.6 EPA Board Regional Visit• May be appropriate for a consolidated regional view on issues to be discussed at EPA regional

visit.• Briefing paper can be prepared.• Key issues may include current Environmental Nuisance bill, windfarm noise guidelines and

compliance, waste management.

5.7 Regional Planning Strategies• Andrea Jorgenson, DPTI provided a brief update on the status of regional planning strategy for

Yorke/Mid North.• Currently undergoing redrafting following feedback from the regional forum.• Expected to be out for statutory consultation mid year. Will meet with state agencies and regional

alliance beforehand.• Seeking any photographs for use in the document from Councils.

Meeting closed 12.00pm followed by working lunch discussion with Local Government Excellence Expert Panel.

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7. QUESTIONS WHICH NOTICE HAS BEEN GIVEN

MONDAY, 27 MAY 2013

Item


7.2 Notice of Motion


40



MONDAY, 27 MAY 2013

Items:

7.1.1 Thompson and Prime Beach Roads 7.1.2 Sharpe Road Sub Station and Roadworks


41


7.1.1 Thompson and Prime Beach Roads

Previous Ref:

Report Date: 27 May 2013 Prepared by: Cr Steve Jones

Corporate Objective:

Preamble

Nil

Question 1: Answer:

Under what road category are Thompson and Prime Beach roads rated? Thompson Beach Road is a Category 3 and Port Prime is a Category 4.

Question 2: Answer:

What load rating is applied to Thompson and Prime Beach Roads? These roads are not load rated.

Question 3: Answer:

What is the B Double and or Road Train rating for Thompson and Prime Beach Roads? These roads are not B Double or Road Train rated.

DDistrictt Council of Mallala

42


7.1.2 Sharpe Road Sub Station and Roadworks

Previous Ref:

Report Date: 27 May 2013 Prepared by: Cr Anne Picard


Preamble

A Councillor recently sent photos of road works on Sharpe Road, east of the railway line. Staff have reported that the work shown in the photo is being totally funded by SA Power Network to access their proposed new sub station and that a DA has been submitted to Council for the sub station.

Question 1: Answer:

As land in the area where the sub station appears to be going is currently classified as General Farming in the DCM Development Plan (which makes any small blocks non complying), what is the status of the DA by SA Power Network for their sub station on Sharpe Road? Due to insufficient time to obtain the required information, responses will be provide to the next Ordinary Meeting of Council.

Question 2: Answer:

Is the land proposed for the sub station and subsequent subdivision on any area of land subject to any flooding or on any known flood plain? As per Question 1 above

Question 3: Answer:

Is Sharpe Road being raised, and if so, what effect, if any, will it have on land in the area which may be subject to flooding from the various local rivers and creeks, eg. Gawler River, Light River, Salt Creek or Templar Creek? As per Question 1 above


43


Question 4:

Answer:

Who is constructing Sharpe Road, and at what cost (please give full details of costings associated with this project and who is paying for what)? As per Question 1 above

Question 5: Answer:

What is the proposed completed AHD for this section of Sharpe Road? As per Question 1 above

Question 6:

Answer:

Is there any proposed new residential or rural land subdivision blocks currently proposed which will be accessed from any part of Sharpe Road between Williams Road and the railway line? As per Question 1 above

44


11. STRATEGIC INFRASTRUCTURE AND

PLANNING COMMITTEE

MONDAY, 27 MAY 2013

Items:

11.6 Strategic Projects 11.7 Planning and Building 11.8 Regulatory Services 11.9 Infrastructure Services


45

11.6 Strategic Infrastructure and Planning

MONDAY, 27 MAY 2013

Item 11.6.1 Two Wells Civic Precinct

Committee Recommendation:

“that Council having considered Item 11.6.1, Two Wells Civic Precinct, dated 13 May 2013, stops further work on the Two Wells Civic Precinct, as proposed, during the current term of this Council.”

Item 11.6.2 Strategic Projects Activity Report (D13/5662)


“that Council having considered Item 11.6.2 Strategic Projects Activity Report dated 13 May 2013 receives the report.”

Item 11.6.3 Development Plan Amendment Update Report


“that Council, having considered 11.6.3 Development Plan Amendment Update dated 13 May 2013, receives the report.”


46


11.7 Planning and Building

MONDAY, 27 MAY 2013 Item 11.7.1 Planning and Building Activity Report (D12/233)

Committee Recommendation 1: “that Council having considered Item 11.7.1 Planning and Building Activity Report,

dated 13 May 2013, receives the report.”


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11.8 Regulatory Services

MONDAY, 27 MAY 2013

Item 11.8.1 Outdoor Smoke-Free Areas (CON12/604) Committee Recommendation

“that Council having considered Item 11.8.1 Outdoor Smoke-free Areas, dated 13 May 2013 receives the report.”

Item 11.8.2 Regulatory Services Activity Report (CON12/214) Committee Recommendation “that Council, having considered Item 11.8.2 Regulatory Services Activity Report, dated 13 May 2013, receives the report.”


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11.9 Strategic Infrastructure Services

MONDAY, 27 MAY 2013

Items 11.9.1 Capital Roadworks Budget Addition (CON12/1193) Committee Recommendation

“that Council, having considered Item 11.9.1 Capital Road Works Budget Addition dated 13 May 2013, endorses the inclusion in the current capital budget for the year ending 30 June 2013, the construction and sealing of Germantown Road, Gawler Road to Hayman Road, at an approximate cost of $192,000.”

11.9.2 Illegal Dumping (CON12/174) Committee Recommendation 1

“that Council ,having considered Item 11.9.2 Illegal Dumping dated 13 May 2013, receives the report.” Committee Recommendation 2 “that Council, having considered Item 11.9.2, Illegal Dumping, dated 13 May 2013, authorises staff to advise the Minister for Sustainability, Environment and Conservation of Council’s concern over the cost of managing illegal dumping.”

11.9.3 Road Naming Request – Middle Beach (CON12/807) Committee Recommendation “that Council ,having considered Item 11.9.3 Road Naming Request – Middle Beach, dated 13 May 2013, endorses the renaming of the section of The Esplanade and Middle Beach Road to Hatherly Road.”


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Items cont’d 11.9.4 Thompson Beach Road Permanent Closure (CON12/752)

Committee Recommendation 1 “that Council, having considered Item 11.9.4 Thompson Beach Road Access Update, dated 22 April 2013, receives the report.” Committee Recommendation 2 “that Council, having considered Item 11.9.4 Thompson Beach Road Access Update, dated 22 April 2013, authorises the administration to progress the permanent closure of Thompson Beach Road pursuant to the Roads (Opening and Closing) Act 1991, and undertake required public consultation.”

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12. STRATEGIC COMMUNITY AND GOVERNANCE

MONDAY, 27 MAY 2013

Items:

12.6 Finance 12.8 Corporate Management 12.9 Corporate Governance 12.10 Community Services

DDistrict Counncil of Mallala

51

12.6 Finance

MONDAY, 27 MAY 2013

Item

12.6.1 Finance Report

Committee Recommendation

“that Council, having considered Item 12.6.1 Finance Report dated 20 May 2013, receives and notes the Finance Report as at 30 April 2013.”

12.6.2 Draft Annual Business Plan 2013-2014 - Further Information (CON12/1151)

Refer additional information item.


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12.6.2 Draft Annual Business Plan & Budget 2013-2014 (Further Information)

Con12/1151 Previous Ref:

Report Date: 27 May 2013 Prepared by: General Manager Corporate & Community Services

Corporate Objectives

5.6.2 – Develop and maintain long term financial planning, management and reporting to ensure resources are provided to deliver services and manage Council’s assets.

Purpose:

To provide the Committee the opportunity to review the updated Draft Annual Business Plan (ABP) and Budget for 2013-2014 and to endorse that the Draft Plan is approved for Community Consultation.

Recommendation 1:

“that Council, having considered Item 12.6.2 Draft Annual Business Plan & Budget 2013-2014 (Further Information) dated 27 May 2013, endorses that the Draft Annual Business Plan 2013-2014 as discussed and updated at the Council meeting noting the following changes:”


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Impact Summary

Strategic

Economic Nil

Built Environment Nil

Community Nil

Organisational and Governance

Financial Consideration of the Draft Annual Business Plan and Budget for the 2013-14 financial year and to adopt for community consultation

Legislation Annual Business Plan and Consultation processes as per provisions in the Local Government Act 1999.

Risk Nil

Consultation Community Consultation proposed to commence on Wednesday 29 May 2013 and conclude on Wednesday 19 June 2013

Asset Management Plans Nil

Service Standards Nil

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Summary

As a follow up to the Monday 20 May Strategic Community and Governance Meeting Draft Annual Business Plan 2013/14 report the following is provided. The updated plan that has been provided as an attachment to the agenda and includes the following amendments:

Capital Project Strategy on pages 15 and 16 of the plan sees the removal of the Two Wells Market Place Project $200k due to the recent advice of the unsuccessful funding application to the RDAF fund. The addition of the Marshman Road relocation (Mallala Oval Extension Project) budgeted at $130k. This project is a requirement of the Mallala CWMS Project as the additional public space created assists with the land required to be used as a disposal path for the treated water. Unfortunately this project was not included in the original Draft Business Plan.

The Budgeted Annual Statements have been adjusted to reflect these changes, but given the change is to capital expenditure there are only minor amendments required.

Rating Information For the 2013/2014 financial year Council has adopted a completely new rating structure. The new structure has three differentials, identified below:

a. industry/commercial land uses; b. residential, vacant and other land uses; c. primary production land uses;

a fixed charge component and a service charge to be levied for waste collection.

Overall Rates have been increased by approximately 5.0% plus 1.0% for growth as per the Long Term Financial Plan made up of the following:

• CPI 2.2% (Adelaide All Groups CPI for the 12 months to the end of March 2013)

• Rate Increase to fund additional projects and initiatives 2.8%

• Natural Growth 1.0% as per the assumption for the 2013/2014 financial year in the Council Long Term Financial Plan

The Natural Growth figure could change as updated valuation information is provided.

Differentials Taking feedback form last weeks Community and Governance Meeting further modelling of various rate scenarios have occurred. In regards to the differentials there was general support for the following parameters, which uses the Residential, Vacant Land and other land use modelled as the base rate, with the Industry/Commercial land use at 30% above the base and the Primary Production land use as 10% below the base rate.

These percentage differences are relatively consistent with the existing planning zone location based system with the Centre & Industrial Zone being approximately 30% above the Residential & Country Township Zone, the General Farming Zone being approximately 16% below the Residential Zone and the Horticulture Zone being approximately 13% below.

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Fixed Charge

During deliberations of the rating structure review it was determined that the Fixed Charge for the initial year of the change be set at a modest level to gauge the impact of the imposition of the charge. As such the Fixed Charge in original modelling was proposed to be levied at $150. After feedback from the Committee Meeting fixed charge amounts of $120 and $100 have also been modelled, with the $100 charge being generally supported as the amount that was used for indicative modelling during the Rate Review consultation.

The Draft Plan also includes information about the process and application form and information sheet that will be sent out and made available on Council’s website regarding the Single Farm Enterprise provisions.

Waste Service Charge

With the change to the rating structure Council now will set a separate service rate to provide a kerbside/collection point waste and recycling collection service to those properties that have access to the service or in the case of rural properties choose to utilise the service. Given that this is the first year of the new structure and some property owners may see the charge as an additional amount to be paid on the rates paid in previous years, it was recommended that Council phase in full cost recovery. This would also allow Council to monitor rural use and impact on revenue collected.

From feedback however, there was support for the service charge for waste be at cost recovery. As such further modelling has been done using the service charges of $265 for each property within the designated 3 bin service area (i.e. collection of domestic, recyclable and green organic refuse); and through a service charge of $165 for each property within the designated 2 bin service area (ie. collection of domestic and recyclable refuse only). Where the service is provided to non-rateable land, a service charge is levied against the land.

Impact

Predominately latest modelling has been concentrated on the premise of the differentials which uses the Residential, Vacant Land and other land use modelled as the base rate with the Industry/Commercial land use at 30% above the base and the Primary Production land use as 10% below the base rate and the Fixed Charge being at $100. The level of the waste service charge is still to be determined.

Using the basis as outlined above with a waste charged at cost recovery the impacts are predominately in three areas being:

- General Farming Properties going into Commercial/Industry

- General Farming Properties going into Residential

- Residential Township Properties going into Residential with a three bin collection

The first two were identified during the Rate review process with Council including a cap on assessments that have been adversely affected by the implementation of the new structure by more than 10% on what they were levied from last year.

The third area that was identified is impacted greatly on the level of the three bin collection.

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With this in mind examples of modelling of various scenarios can be provided at the meeting showing the direct impact on the differing land use zones as an average. For this modelling it is proposed if supported by members to suspend Part 2 of the Local Government (procedures at Meetings) to consider various options for the rating scenario to be included in the Draft Annual Business Plan 2013/14 for community consultation.

Valuations

Valuations across the Council thus far have been reasonably stable with total valuations increasing by approximately 1.93% as per a report dated 21 May. The growth percentage in the same report shows an increase of approximately 0.97% being predominately in the areas of residential and vacant land, land uses. Given that there will be further valuation reports to be received prior to adoption of the rates the estimated 1.0% of growth looks to be easily achievable.

Next Steps

After Council’s approval, the plan is proposed to be available for community consultation commencing on Wednesday 29 May 2013 for a period of 21 days, concluding on 19 June 2013.

The public will be provided an opportunity to offer comment and feedback on the Draft Plan as part of the Strategic Community and Governance meeting scheduled for Monday 17 June for a minimum of one hour. Council will also provide provision for public comment and responses on its website.

This will still enable Council to consider a final draft and adoption of the budget at its Ordinary Meeting on 24 June 2013.

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12.8 Corporate Management

MONDAY, 27 MAY 2013 Item 12.8.1 Corporate & Community Services (CON12/1198)

Committee Recommendation “that Council, having considered Item12.8.1 Corporate & Community Services Report dated 20 May 2013, receives the report.”

12.8.2 Mid North Passenger Transport Network (CON12/1068)

Committee Recommendation “that Council, having considered Item12.8.2 Mid North Passenger Transport Network dated 20 May 2013, supports the proposed increase in community vehicle service level to the Mallala district.”


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12.9 Corporate Governance

MONDAY, 27 MAY 2013

Items

12.9.1 Draft Code of Practice – Meeting Procedures Further Information (CON12/573)

Refer to Further Information report attached

12.9.2 Draft Code of Practice – Access to Council Meetings and Documents Procedures (CON12/573)


“that Council, having considered Item 12.9.2 Draft Code of Practice – Access to Council Meetings and Documents dated 20 May 2013, ratifies the Draft Code of Practice – Access to Council Meetings and Documents.”

12.9.3 Draft Risk Management Policy and Risk Management Framework (CON12/573)


“that Council, having considered Item 12.9.3 Draft Risk Management Policy and Risk Management Framework dated 20 May 2013, the Risk Management Policy and Risk Management Framework.”


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12.9.1 Draft Code of Practice – Meeting

Procedures – Further Information

File No: Previous Ref:

Report Date: 27 May 2013 Prepared by: Governance Coordinator


5.1 Effective governance, leadership and teamwork.

Purpose:

To seek ratification from Council of the Draft Code of Practice – Meeting Procedures (attached).

Recommendation:

“that Council, having considered Item 12.9.1 Draft Code of Practice – Meeting Procedures – Further Information dated 27 May 2013, ratify the Code of Practice – Meeting Procedures.”


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Impact Summary

Strategic

Economic Nil Impact.

Built Environment Nil Impact.

Community The ratification of the Code of Practice – Meeting Procedures will acknowledge Council’s commitment to the principles of honest, open and accountable government, encouraging community participation in the business of Council.

Following ratification of this Code of Practice – Meeting Procedures members of Council’s Section 41 Committee’s and the community will be formally advised of the new Code of Practice.

Organisational and Governance

Financial Will minimise the associated costs of investigations relating to Councils decision making and grievance processes.

Legislation Will assist in complying with Local Government Act 1999 and Local Government (Procedures at Meetings) Regulations 2000.

Risk The lack of a functioning Code of Practice and associated governing principles may expose Council to litigation and does not promote best practice and effective decision making and communication amongst Councils Elected Members and the community.

Consultation This Draft Code of Practice has been provided to members of the Senior Management Team, and the Strategic Community & Governance Committee for consideration before being provided to the Council for ratification.

Asset Management Plans Nil Impact.

Service Standards The ratification of the Code of Practice – Meeting Procedures will assist in ensuring principles of honest, open and accountable government, encouraging community participation in the business of Council.

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Summary

The Local Government Act requires Council to review its Code of Practice – Meeting Procedures annually. The Local Government Association recently released documents assisting Councils with the review of such documents, including policy surrounding Code of Practice – Meeting Procedures.

The attached Draft Code of Practice – Meeting Procedures encompasses the requirements set out in the LGA Act and will assist members of Council and the community in understanding the legislative requirements surrounding meetings and the expected conduct of such meetings, including Section 41 Committees. Following ratification of this Code of Practice – Meeting Procedures, members of Council’s Section 41 Committees and the community will be formally advised of the new Code of Practice.

The attached document also reflects comments from the Committee meeting.

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GO 37: Code of Practice – Meeting Procedures

Version Adoption by Council: 27th May 2013 Resolution Number: 2013/ Current Version: V6.0 Administered by: Chief Executive Officer

Last Review Date: May 2012 Next Review Date: June 2014

TRIM CON: 12/573 Strategic Outcome 5.1: Effective governance, leadership and teamwork.

Note: Electronic version in TRIM is the controlled version. Printed copies are considered uncontrolled.

Before using a printed copy, verify that it is the current version. 1

DDistrict Council of MMallala

Introduction The District Council of Mallala is committed to the principle of honest, open and accountable government and encourages community participation in the business of Council. Sections 86(8) and 89(1) of the Local Government Act 1999 (the Act) provides that meetings of Council or a Council Committee will be conducted according to the procedures: • Prescribed by the Act; • Prescribed by Regulation; and • Insofar as the procedure is not prescribed by either the Act or Regulations – as determined

by the Council; and • In relation to Committee meetings, insofar as the procedure is not prescribed by the Act or

Regulations, or determined by the Council – as determined by the Council Committee itself. Part 2 of the Local Government (Procedures at Meetings) Regulations 2000 specifies certain procedures to be followed during the operation of Council and certain Council Committee meetings. These meetings include: • Ordinary meetings of Council; • Meetings of a Council Committee performing regulatory activities; and • Meetings of any other Council Committee to which the Council has resolved Part 2 will

apply. These Regulations provide that Council may develop and adopt a Code of Practice (The Code) for its own meetings of Council and its Committees that varies certain of these provisions. Procedures adopted by Council that are variations of the Act and Regulations, or concern matters on which the Act and Regulations are silent, have been inserted in italics and bold like this, in this Code of Practice to enable them to be read in conjunction with the formal requirements of the Act and Regulations. Further, the terms ‘regulation’ and ‘sub regulation’ appearing in the Regulations have been substituted with ‘clause’ and ‘sub-clause’ respectively for the purposes of this Code of Practice. This Code of Practice will be available to the public to assist their understanding of the procedures associated with the operation of both Council and Council Committee meetings of the District Council of Mallala.

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2 Note: Electronic version in TRIM is the controlled version. Printed copies are considered uncontrolled.

Before using a printed copy, verify that it is the current version.

Part 1 – Preliminary 1. Citation This Code may be cited as the “District Council of Mallala – Code of Practice for Meeting Procedures. 2. Commencement This Code of Practice was approved by the District Council of Mallala on 25 October 2009.

3. Interpretation (1) In this Code, unless the contrary intention appears:

(a) ‘Act’ means the Local Government Act 1999; (b) ‘clear days’ see sub-clause (2); (c) ‘deputation’ means a person or group of persons who wish to appear personally before a

council or council committee in order to address the council or committee (as the case may be) on a particular matter;

(d) ‘formal motion’ means a motion: (i) that the meeting proceed to the next business; or (ii) that the question be put; or (iii) that the question lie on the table; or (iv) that the question be adjourned; or (v) that the meeting be adjourned1.; 1. See Clause 15 for specific provisions about formal motions.

(e) ‘guiding principles’ see Clause 5; (f) ‘member’ means a member of the council or council committee (as the case may be); (g) ‘point of order’ means a point raised to draw attention to an alleged breach of the Act or

these procedures in relation to the proceedings of a meeting; (h) ‘presiding member’ means the person who is the presiding member of a council or

council committee (as the case may be) and includes any person who is presiding at a particular meeting;

(i) ‘regulatory function’ means an activity which involves the making or enforcement of by-laws, orders, standards or other controls under the Act.

(j) ‘written notice’ includes a notice given in a manner or form determined by the council which includes either legibly hand written or typed and either in paper or electronic form.

(2) In the calculation of clear days in relation to the giving of notice before a meeting:

(a) the day on which the notice is given, and the day on which the meeting occurs, will not be taken into account; and

(b) Saturdays, Sundays and public holidays will be taken into account.

5. Guiding Principles The following principles (the Guiding Principles) should be applied with respect to the procedures to be observed at a meeting of a Council or a Council committee:

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(a) procedures should be fair and contribute to open, transparent and informed decision-making;

(b) procedures should encourage appropriate community participation in the affairs of the council;

(c) procedures should reflect levels of formality appropriate to the nature and scope of responsibilities exercised at the meeting;

(d) procedures should be sufficiently certain to give the community and decision-makers confidence in the deliberations undertaken at the meeting.

Part 2 – Meetings of Council and Key Committees Division 1 - Preliminary 6. Application of Part (1) The provisions of this Part apply to, or in relation to:

(a) the meetings of the Council; (b) the meetings of a Council Committee performing regulatory activities; (c) the meetings of:

(i) Strategic Infrastructure & Planning Committee (ii) Strategic Community & Governance Committee (iii) Audit Committee (v) CEO Performance Appraisal Committee

(d) the meetings of any other council committee if the council has, by resolution, determined that this Part should apply to that committee.

(2) Where there is any doubt as to whether a Committee performs regulatory activities, the

Chief Executive Officer (CEO) will make a final determination on the matter. 7. Discretionary Procedures

(1) Subject to the requirements of the Act, if a provision of this Part is expressed to be capable of being varied at the discretion of the council pursuant to this clause, then a council may, by a resolution supported by at least two-thirds of the members of the council as a whole, determine that a code of practice prepared or adopted by the council that establishes its own procedures for the relevant matter or matters will apply in substitution for the relevant provision (and such a determination will have effect according to its terms).

(2) A council should, at least once in every financial year, review the operation of a code of

practice under this clause. (3) A council may at any time, by resolution supported by at least two-thirds of the members of

the council as a whole, alter a code of practice, or substitute or revoke a code of practice. (4) A council must, in considering the exercise of a power under this clause, take into account

the Guiding Principles.

(5) A person is entitled to inspect (without charge) the code of practice of a council under this clause at the principal office of the council during ordinary office hours.

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(6) A person is entitled, on payment of a fee fixed by the council, to a copy of the code of

practice. (7) Clause 15(4) does not apply to a motion under sub-clause (3).

(8) This clause does not limit or derogate from the operation of clause 25. Division 2 – Prescribed Procedures 8. Commencement of Meetings and Quorums (1) A meeting will commence as soon after the time specified in the notice of meeting as a

quorum is present. (2) If the number of apologies received by the CEO indicates that a quorum will not be present

at a meeting, the CEO may adjourn the meeting to a specified day and time.

(3) If at the expiration of 30 minutes from the time specified in the notice of meeting as the time of commencement a quorum is not present, the presiding member or, in the absence of a presiding member, the CEO, will adjourn the meeting to a specified day and time.

(4) If a meeting is adjourned for want of a quorum, the CEO will record in the minutes the

reason for the adjournment, the names of any members present, and the date and time to which the meeting is adjourned.

(5) If a meeting is adjourned to another day, the CEO must:

(a) give notice of the adjourned meeting to each member setting out the date, time and place of the meeting; and

(b) give notice of the adjourned meeting to the public by causing a notice setting out the date, time and place of the meeting to be placed on display at the principal office of the council; and

(c) where such notice is to be given, notices will be placed on Council’s website, its Principal Office and the Two Wells Service Centre.

(6) Council and Committee meetings outlined in Part 2 Clause 6, will be adjourned if, where the items listed on the agenda are not considered by Council / Committee by 10.30pm, with the option of an additional 30 minute curfew. 9. Minutes (1) The minutes of the proceedings at a meeting must be submitted for confirmation at the next

meeting or, if that is omitted, at a subsequent meeting.

(2) No discussion on the minutes may occur before confirmation, except as to the accuracy of the minutes as a record of proceedings.

(3) On the confirmation of the minutes, the presiding member will:

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(a) initial each page of the minutes, which pages are to be consecutively numbered; and (b) place his or her signature and the date of confirmation at the foot of the last page of the

minutes.

(4) The minutes of the proceedings of a meeting must include: (a) the names of the members present at the meeting; and (b) in relation to each member present:

(i) the time at which the person entered or left the meeting; and (ii) unless the person is present for the whole meeting, the point in the

proceedings at which the person entered or left the meeting; and (c) each motion or amendment, and the names of the mover and seconder; and (d) any amendment or withdrawal of a motion or amendment; and (e) whether a motion or amendment is carried or lost; and (f) any disclosure of interest made by a member; and (g) an account of any personal explanation given by a member; and (h) details of the making of an order under subsection (2) of section 90 of the Act (see

subsection (7) of that section); and (i) a note of the making of an order under subsection (7) of section 91 of the Act in

accordance with the requirements of subsection (9) of that section; and (j) details of any adjournment of business; and (k) any other matter required to be included in the minutes by or under the Act or any

Regulation. 10. Meeting Protocol

(1) The appropriate General Manager will sit adjacent the Presiding Member of Standing Committees.

11. Questions (1) A member may ask a question on notice by giving the CEO written notice of the question at

least five (5) clear days before the date of the meeting at which the question is to be asked.

(2) If notice of a question is given under sub-clause (1): (a) the CEO must ensure that the question is placed on the agenda for the meeting at

which the question is to be asked; (b) the question and the reply must be entered in the minutes of the relevant meeting.

(3) Questions Without Notice by a Member should be made to the CEO by 5pm on the day of the meeting where the Question is intended to be asked.

(4) Where a member is unable to comply with Clause 11(3), they may still ask a Question

Without Notice at the meeting, however the presiding member will determine if the question is answered at the meeting, answered at the next meeting or other means to respond.

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(5) A question without notice and the reply will not be entered in the minutes of the relevant meeting unless the members present at the meeting resolve that an entry should be made.

(6) A motion under Clause 11(5) must be made prior to the question without notice and reply being made.

(7) The presiding member may rule that a question with or without notice not be answered if the

presiding member considers that the question is vague, irrelevant, insulting or improper.

12. Public Open Forum (1) To facilitate the holding of the Public Open Forum the Council or Committee will

apply Clause 25 (Short Term Suspension of Proceedings) of these procedures for a period of up to 30 minutes (or less depending on public requests) at the conclusion of accepting Minutes and considering any Business Arising on each agenda of the following meetings:

• Strategic Infrastructure and Planning Committee • Strategic Community and Governance Committee • Ordinary Council Meeting

to provide an opportunity for members of the public to raise issues for Council’s consideration.

(2) A maximum of five (5) minutes per representative will apply. The presiding member may allow for an extension of time if appropriate.

(3) The Presiding Member will introduce the Public Open Forum by providing community

members present an overview of the process to be followed during Public Open Forum.

(4) In introducing the Public Open Forum the Presiding Member will note the following in

relation to the Public Open Forum: • That the community member provides their name and town/location details, • Time allowed as per section 12 (2), • All questions need to be addressed to the Presiding Member and no

discussion and/or debate will occur between the community member and individual Councillors,

• The representation must focus on the issue of concern and not about individual Councillors or staff,

• Elected Members are able to ask questions of the public through the Presiding Member.

(5) Where the Presiding Member of the relevant meeting considers it appropriate, a response or update on the issue raised may be provided to the representative by the CEO or the relevant General Manager.

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13. Petitions (1) A petition to the council must:

(a) be legibly written or typed or printed; and (b) clearly set out the request or submission of the petitioners; and (c) be addressed to the council and delivered to the principal office of the council.

(4) If a petition is received under sub-clause (1), the CEO must ensure that a summary of the petition, including a statement as to the nature of the request or submission and the number of signatures, is placed on the agenda for the next ordinary meeting of the Council and that a copy of the full petition is provided to Elected Members on request.

(5) Sub-clause (2) may be varied at the discretion of the council pursuant to clause 7 of the

Local Government (Procedures at Meetings) Regulations.

14. Deputations (1) A person or persons wishing to appear as a deputation at a meeting must deliver (to the

principle office of the council) a written request to the council by 5.00pm on the day of the meeting, if the deputation relates to a matter of business on the Agenda.

(2) If the matter is not already listed on the Agenda, then the written request must be received at the principal office of the council, five (5) days prior to the day on which the meeting is scheduled.1. 1 This will enable staff to liaise with the appropriate Presiding Member, prior to distribution

of the agenda for the meeting. A notation should appear on the agenda for the meeting in relation to the deputation.

(3) The CEO must transmit a request received under sub-clause (1) & (2) to the presiding

member. (4) The presiding member may refuse to allow the deputation to appear at a meeting or may

offer those requesting a deputation the opportunity to appear at a relevant Committee.

(5) The CEO must take reasonable steps to ensure that the person or persons who requested a

deputation are informed of the outcome of the request.

(6) If the presiding member refuses to allow a deputation to appear at a meeting, the presiding member must report the decision to the next meeting of the council or council committee (as the case may be).

(7) The council or council committee may resolve to allow a deputation to appear despite a

contrary ruling by the presiding member.

(8) A council may refer the hearing of a deputation to a council committee.

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(9) A person or persons appearing as a deputation will be allowed to speak on an issue for a maximum of ten (10) minutes. The Presiding Member may allow for additional time or speakers.

15. Council Meetings – Call Over of Items of Business Each item on the meeting agenda will be considered separately with Council considering each recommendation made in such reports. Motions

(1) A member may bring forward any business in the form of a written notice of motion.

(2) The notice of motion must be given to the CEO at least five (5) clear days before the date of

the meeting at which the motion is to be moved.

(3) A motion to the effect of which, if carried, would be to revoke or amend a resolution passed since the last periodic election of the council must be brought by written notice of motion.

(4) If a motion under sub-clause (3) is lost, a motion to the same effect cannot be brought:

(a) until after the expiration of twelve (12) months; or (b) until after the next periodic election,

whichever is the sooner. (5) Subject to the Act and this Code, a member may also bring forward any business by way of

a motion without notice. (6) The presiding member may refuse to accept a motion without notice if, after taking into

account the Guiding Principles, he or she considers that the motion should be dealt with by way of a written notice of motion.

(7) The presiding member may refuse to accept a motion if the subject matter is, in his or her

opinion, beyond the power of the council or council committee (as the case may be). (8) A motion will lapse if it is not seconded at the appropriate time. (9) A member moving a motion will speak to the motion at the time of moving the motion:

(a) A member seconding a motion may elect to either speak to the motion at the time of seconding or may reserve their right to speak to the motion until a later stage of the debate. Where a member seconds a motion and reserves their right to speak to it, they will not be considered to have spoken to the motion.

(10) A member may only speak once to a motion except: (a) to provide an explanation in regard to a material part of his or her speech, but not so as

to introduce any new matter; or (b) with leave of the meeting; or (c) as the mover in reply.

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(11) A member who has spoken to a motion may not at a later stage of the debate move or

second an amendment to the motion: (a) A member who has seconded a motion, and has reserved their right to speak to

the motion at a later stage pursuant to sub-clause (9)(a), may not move or second an amendment to the motion,

(b) Wherever practicable, members wishing to move a motion without notice in relation to an item that is different from that recommended in the agenda for that item are encouraged to make available a written copy of their motion to assist the Presiding Member in the conduct of the meeting and in the subsequent preparation of the minutes of the meeting.

(12) A member who has not spoken in the debate on a question may move a formal motion. (13) A formal motion must be in the form of a motion set out in sub-clause (14) (and no other

formal motion to a different effect will be recognised). (14) If the formal motion is:

(a) that the meeting proceed to the next business, then the effect of the motion, if successful, is, in the case of an amendment, that the amendment lapses and the meeting proceeds with the consideration of the motion before the meeting without further reference to the amendment and, in the case of a motion, that the motion lapses and the meeting proceeds to the next item of business; or

(b) that the question be put, then the effect of the motion, if successful, is that debate is

terminated and the question put to the vote by the presiding member without further debate; or

(c) that the question lie on the table, then the effect of the motion, if successful, is that the

meeting immediately moves to the next item of business and the question can then only be retrieved at a later time by resolution (and, if so retrieved, debate is then resumed at the point of interruption); or

(d) that the question be adjourned, then the effect of the motion, if successful, is that the

question is disposed of for the time being but debate can be resumed at the later time (at the point of interruption); or

(e) that the meeting be adjourned, then the effect of the motion, if successful, is that the

meeting is brought to an end immediately without the consideration of further business.

(15) If seconded, a formal motion takes precedence and will be put by the presiding member without discussion unless the motion is for an adjournment (in which case discussion may occur (but only occur) on the details for resumption).

(16) A formal motion does not constitute an amendment to a substantive motion.

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(17) If a formal motion is lost: (a) the meeting will be resumed at the point at which it was interrupted; and (b) if the formal motion was put during debate (and not at the end of debate) on a

question, then a similar formal motion (i.e. a motion to the same effect) cannot be put until at least one (1) member has spoken on the question.

(18) A formal motion for adjournment must include the reason for the adjournment and the

details for resumption. (19) Sub-Clauses (9, 10 and11) may be varied at the discretion of the Council pursuant to

Clause 7 of the Local Government (Procedures at Meetings) Regulations. 16. Amendments to Motions (1) A member who has not spoken to a motion at an earlier stage of the debate may move or

second an amendment to the motion.

(2) An amendment will lapse if it is not seconded at the appropriate time.

(3) A person who moves or seconds an amendment (and, if he or she chooses to do so, speaks to the amendment) will, in so doing, be taken to have spoken to the motion to which the amendment relates.

(4) If an amendment is lost, only one (1) further amendment may be moved to the original

motion.

(5) If an amendment is carried, only one (1) further amendment may be moved to the original motion.

(6) Sub-clauses (1, 3, 4 and 5) may be varied at the discretion of the council pursuant to clause

7 of the Local Government (Procedures at Meetings) Regulations.

17. Variations, etc. (1) The mover of a motion or amendment may, with the consent of the seconder, request leave

of the meeting to vary, alter or withdraw the motion or amendment. (2) The presiding member must immediately put the question for leave to be granted and no

debate will be allowed on that question.

18. Right of Reply (1) The mover of a motion shall have an opportunity to respond following all debate on a

motion (closing the item / right of reply).

(2) Following the conclusion of the right of reply, no further debate shall occur and the motion shall be put.

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19. Addresses by Members, etc. (1) A member must not speak for longer than five (5) minutes at any one time without leave of

the meeting.

(2) A member, may, with the leave of the meeting, raise a matter of urgency.

(3) A member may, with leave of the meeting, make a personal explanation.

(4) The subject matter of a personal explanation may not be debated.

(5) The contribution of a member must be relevant to the subject matter of the debate.

(6) Sub-clauses (1) and (2) may be varied at the discretion of the council pursuant to clause 7 of the Local Government (Procedures at Meetings) Regulations.

(7) A member is at all times during a meeting to address and refer to another member or

an employee by their official title or designation.

(8) A member speaking at a meeting is not to make a personal reflection upon, or impute an improper motive to, another member or to an employee.

(9) All members and employees must stand when addressing the Council meeting. This

requirement does not apply to Committee meetings.

(10) The Presiding Member while chairing the meeting is not required to stand unless they are contributing to the debate.

(11) If the Presiding Member is to enter the debate, they must only do so between the first

and last speaker.

(12) A member may seek leave of the meeting to remain seated while addressing the meeting.

20. Voting (1) The presiding member, or any other member, may ask the CEO to read out a motion before

a vote is taken. (2) The presiding member will, in taking a vote, ask for the votes of those members in favour of

the question and then for the votes of those members against the question (and may do so as often as is necessary to enable him or her to determine the result of the voting), and will then declare the outcome.

(3) A person who is not in his or her seat is not permitted to vote.

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(4) Sub-clause (3) may be varied at the discretion of the council pursuant to clause 7 of the Local Government (Procedures at Meetings) Regulations.

21. Divisions (1) A division will be taken at the request of a member. (2) If a division is called for, it must be taken immediately and the previous decision of the

presiding member as to whether the motion was carried or lost is set aside.

(3) The division will be taken as follows: (a) the members voting in the affirmative will, until the vote is recorded, stand in their

places; and (b) the members voting in the negative will, until the vote is recorded, sit in their seats; and (c) the presiding member will count the number of votes and then declare the outcome.

(4) The CEO will record in the minutes the names of members who voted in the affirmative and

the names of the members who voted in the negative (in addition to the result of the vote).

(5) Sub-clause (3) may be varied at the discretion of the council pursuant to clause 7 of the Local Government (Procedures at Meetings) Regulations.

22. Tabling of information (1) A member may require the CEO to table any documents of the council relating to a motion

that is before a meeting (and the CEO must then table the documents within a reasonable time, or at a time determined by the presiding member after taking into account the wishes of the meeting, and if the member who has required the tabling indicates that he or she is unwilling to vote on the motion until the documents are tabled, then the matter must not be put to the vote until the documents are tabled).

(2) The CEO may, in tabling a document, indicate that in his or her opinion consideration should

be given to dealing with the document on a confidential basis under section 90 or 91 of the Act.

23. Urgent Business Items (1) A member may raise an item for discussion, not already on the agenda, if the item

cannot wait until the next meeting of Council. (2) Members are encouraged to notify the Presiding Member prior to the meeting if they

intend to raise a matter as an Urgent Business item. (3) Where possible, and to facilitate good and informed decision-making, Members are

encouraged to raise such Urgent Business Items by way of a motion seeking a report to be submitted.

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24. Adjourned Business (1) If a formal motion for a substantive motion to be adjourned is carried:

(a) the adjournment may either be to a later hour of the same day, to another day, or to another place; and

(b) the debate will, on resumption, continue from the point at which it was adjourned.

(2) If debate is interrupted for want of a quorum and the meeting is then adjourned, the debate will, on resumption, continue from the point at which it was interrupted.

(3) Business adjourned from a previous meeting must be dealt with before any new business at

a subsequent meeting.

(4) The provisions of this clause may be varied at the discretion of the council pursuant to clause 7 of the Local Government (Procedures at Meetings) Regulations.

25. Short-term Suspension of Proceedings (1) If the presiding member considers that the conduct of a meeting would benefit from

suspending the operation of all or some of the provisions of this Division for a period of time in order to allow or facilitate informal discussions, the presiding member may, with the approval of at least two-thirds of the members present at the meeting, suspend the operation of this Division (or any part of this Division) for a period determined by the presiding member.

(2) The Guiding Principles must be taken into account when considering whether to act under

sub-clause (1).

(3) If a suspension occurs under sub-clause (1): (a) a note of the suspension, including the reasons for and period of suspension, must be

entered in the minutes; and (b) the meeting may proceed provided that a quorum is maintained but, during the period

of suspension: (i) the provisions of the Act must continue to be observed1.; and

1. See particularly Part 4 of Chapter 5 and Chapter 6 of the Act. (ii) no act or discussion will have any status or significance under the provisions which

have been suspended; and (iii) no motion may be moved, seconded, amended or voted on, other than a motion

that the period of suspension should be brought to an end; and (c) the period of suspension should be limited to achieving the purpose for which it was

declared; and (d) the period of suspension will come to an end if:

(i) the presiding member determines that the period should be brought to an end; or (ii) at least two-thirds of the members present at the meeting resolve that the period

should be brought to an end.

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26. Termination of Meetings in the Event of an Emergency (1) In the event of an emergency requiring evacuation of the building the meeting will be

deemed to have been suspended in accordance with the requirements of clause 26 (1).

(2) The Presiding Member or CEO (or relevant General Manager) will direct all staff and any visitors to the designated emergency assembly points.

27. Confidential Items (1) The conduct of all Council and committee meetings will be in accordance with

Council’s Code of Practice - Access to Council Meetings and Documents, which explains the use of confidential provisions under the Local Government Act 1999 at Council and committee meetings.

Part 3 – Meetings of Other Committees 28. Application of Part (1) The provisions of this Part apply to or in relation to the meetings of any Council committee

that is not subject to the operation of Part 2. 29. Notice of Meetings for Members (1) Pursuant to section 87(15) of the Act, section 87 is modified in its application in relation to

the meetings of a committee to which this Part applies as if subsections (4) and (7) to (10) of that section provided as follows: (a) that notice of a meeting of the committee may be given in a form determined by the

committee after taking into account the nature and purpose of the committee; and (b) that notice need not be given for each meeting separately; and (c) that if ordinary meetings of the committee have a set agenda then notice of such a

meeting need not contain, or be accompanied by, the agenda for the meeting; and (d) that it is not necessary for the CEO to ensure that each member of the committee at the

time that notice of a meeting is given is supplied with a copy of any documents or reports that are to be considered at the meeting.

30. Public Notice of Committee Meetings (1) Pursuant to section 88(7) of the Act, section 88 is modified in its application in relation to the

meetings of a committee to which this Part applies as if sub-sections (2), (3) and (4) provided as follows: (a) that public notice need not be given for each meeting separately; and (b) that public notice may be given by displaying a notice and agenda in a place or places

determined by the CEO after taking into account the nature and purpose of the committee.

31. Minutes (1) The minutes of the proceedings of a meeting must include:

(a) the names of the members present at the meeting; and (b) each motion carried at the meeting; and

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(c) any disclosure of interest made by a member; and (d) details of the making of an order under subsection (2) of section 90 of the Act (see

subsection (7) of that section); and (e) a note of the making of an order under subsection (7) of section 91 of the Act in

accordance with the requirements of subsection (9) of that section. (2) The minutes of the proceedings at a meeting must be submitted for confirmation at the next

meeting or, if that is omitted, at a subsequent meeting. Part 4 - Miscellaneous 32. Quorum for Committees (1) The prescribed number of members of a council committee constitutes a quorum of the

committee and no business can be transacted at a meeting unless a quorum is present. (2) The prescribed number of members of a council committee is:

(a) unless paragraph (b) applies, a number ascertained by dividing the total number of members of the committee by two (2), ignoring any fraction resulting from the division, and adding one (1); or

(b) a number determined by the council. (See also section 41(6) of the Act.)

33. Voting at Committee Meetings (1) Subject to the Act and these procedures, a question arising for decision at a meeting of a

council committee will be decided by a majority of the votes cast by the members present at the meeting and entitled to vote on the question.

(2) Each member of a council who is a member of a council committee and who is present at a meeting of the committee must, subject to a provision of the Act to the contrary, vote on a question arising for decision at that meeting.

(3) The presiding member of a council committee has a deliberative vote on a question arising

for decision at the meeting but does not, in the event of an equality of votes, have a casting vote.

34. Points of Order (1) The presiding member may call to order a member who is in breach of the Act or these

procedures. (2) A member may draw to the attention of the presiding member a breach of the Act or these

procedures, and must state briefly the nature of the alleged breach.

(3) A point of order takes precedence over all other business until determined.

(4) The presiding member will rule on a point of order.

(5) If an objection is taken to the ruling of the presiding member, a motion that the ruling not be agreed with must be moved immediately.

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(6) The presiding member is entitled to make a statement in support of the ruling before a

motion under sub-clause (5) is put. (7) A resolution under sub-clause (5) binds the meeting and, if a ruling is not agreed with:

(a) the ruling has no effect; and (b) the point of order is annulled.

35. Conduct of Members Council has adopted a Code of Conduct for Elected Members, which will be adhered to for all meetings. 36. Interruption of Meetings by Members (1) A member of a council or council committee must not, while at a meeting:

(a) behave in an improper or disorderly manner; or (b) cause an interruption or interrupt another member who is speaking; or (c) use offensive language.

(2) Sub-clause (1)(b) does not apply to a member who is:

(a) objecting to words used by a member who is speaking; or (b) calling attention to a point of order; or (c) calling attention to want of a quorum.

(3) If the presiding member considers that a member may have acted in contravention of sub-

clause (1), the member must be allowed to make a personal explanation.

(4) Subject to complying with sub-clause (3), the relevant member must leave the meeting while the matter is considered by the meeting.

(5) If the remaining members resolve that a contravention of sub-clause (1) has occurred, those

members may, by resolution: (a) censure the member; or (b) suspend the member for a part, or for the remainder, of the meeting.

(6) A member who: (a) refuses to leave a meeting in contravention of sub-clause (4); or (b) enters a meeting in contravention of a suspension under sub-clause (5), is guilty of an

offence. Maximum penalty: $1 250.

37. Interruption of Meetings by Others (1) A member of the public who is present at a meeting of a council or council committee must

not: (a) behave in a disorderly manner; or (b) cause an interruption. Maximum penalty: $500.

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38. Public Holidays on Scheduled Meeting Days (1) Council meetings will be held one (1) day later in the event of any public holiday

falling on any scheduled meeting day. (2) Committee meetings not undertaking a regulatory function will meet on an alternate

day as agreed by the committee members.

39. Annual Appointment of Committee Chairman, Deputy Chairman and Members The appointment of Committee Chairman, Deputy Chairman and Members will be in line with the Council endorsed Terms of Reference for the relevant Committee. 40. Use of Electronic Media

The Chairperson may deem appropriate for one (1) or more members to participate in committee meetings, covered by Section 6 Application of Part, via telephone or electronic means. In doing so the method must ensure that all members and any public member present are able to clearly hear the discussions.

41. Related Documents GO 27: Code of Practice – Access to Council Meetings and Documents Local Government Act 1999 Local Government (Procedures at Meetings) Regulations 2000 42. Records Management All documents relating to this Code of Practice will be registered in Council’s Record Management System and remain confidential where identified. 43. Document Review This Code of Practice will be reviewed annually to ensure legislative compliance and that it continues to meet the requirements of Council its activities and programs. The Council may, at any time, by resolution supported by at least two-thirds of the members of Council as a whole, alter, substitute or revoke this Code of Practice. 44. References Local Government Act 1999 Local Government (Procedures at Meetings) Regulations 2000 45. Further Information Members of the public may inspect this Code of Practice free of charge on Council’s website at www.mallala.sa.gov.au or at Council’s Principal Office at:

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http://www.mallala.sa.gov.au



2a Wasleys Rd, Mallala SA 5502 On payment of a fee, a copy of this policy may be obtained. Any queries in relation to this Code of Practice must be in writing and directed to the Governance Coordinator.

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12.10 Corporate

MONDAY, 27 MAY 2013 Items

12.10.1 Library Services Report (CON12/1198) Committee Recommendation “that Council, having considered Item 12.10.1 Library Services Report dated 20 May 2013, receives the report.”


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13. NEW ITEMS

MONDAY, 27 MAY 2013 Items:

13.1 Gawler Water Reuse Project Update 13.2 Salt Creek Remediation Working Party 13.3 LGFA Cash Advance Debenture – 2013/2014 Capital Projects 13.4 Gawler River Floodplain Management Authority – 2013/14 Budget and 2013-15

Business Plan 13.5 Virginia and Northern Adelaide Plains Horticultural Study - A Framework for

Future Action (Draft for Circulation)


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13.1 Gawler Water Reuse Project Update


Report Date: 27 May 2013 Prepared by: Chief Executive Officer


3.2.1 Promote and assess initiatives for water conservation and re-use 4.1.4 Support strategic alliances, stakeholder forums and advisory

committees that assist Council in policy development and service planning

Purpose:

To update Council on the Gawler River Water Project and seek endorsement for the Chief Executive Officer to be involved in the selection of a preferred contractor to negotiate the delivery of the project.

Recommendation 1:

“that Council having considered Item 13.1 Gawler Water Reuse Project Update, dated 27 May 2013 notes and receives the report.”

Recommendation 2:

“that Council having considered Item 13.1 Gawler Water Reuse Project Update, dated 27 May 2013 endorses the involvement of the Chief Executive Officer in the Gawler Water Reuse Project Steering Committee established to select a Preferred Partner for the Project to enable negotiations to proceed .”

Recommendation 3:

“that Council having considered Item 13.1 Gawler Water Reuse Project Update, dated 27 May 2013 notes the holding of the regional briefing on the 12 June 2013.”


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Impact Summary

Strategic

Economic Built Environment Community Organisational and Governance Financial Legislation . Risk Consultation Asset Management Plans Service Standards

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Background The Gawler Water Re-use Scheme is a major project involving the capture, storage and re-use of both stormwater and treated waste water across the Barossa Region comprising the Council’s of Barossa, Light, Gawler and Mallala. The Light Regional Council is the lead Council for the project securing $10.7m from the Commonwealth to partly fund the project. The District Council of Mallala has the potential to link future water projects, like the Northern Adelaide Irrigation Scheme to this project. In January 2013 Council considered a report that sought an initial investment of $15,000 from Council to assist in the initial stages of assessing private funding to make up the balance required for completion of the first stage of the project. This motion was lost. Establishment of Panel and Steering Committee Since January the Wakefield Group, which has been supporting the project has undertaken some work in assessing potential private partners. To facilitate this, a selection panel was formed made up of Mr Terry Bell – Executive Officer Wakefield Group, Mr Chris Kaufmann – Water Industry Expert/Consultant and Mrs Anne Moroney – Chief Executive Officer RDA Barossa. This panel has completed an initial assessment of potential providers. Further the Wakefield Group also established a Gawler Water Reuse Project Steering Committee comprising the Chief Executive Officers of the four Councils. The objective of the Gawler Water Reuse Project Steering Committee is to further analyse the recommendations of the selection panel who have reduced the potential providers to two (2) and make a decision of a single provider to continue negotiations. At this stage no commitment has been made by any party. Finalisation of a preferred partner and required agreements is a condition of the Commonwealth funding. The Chief Executive Officer has been involved in two meetings of the Gawler Water Reuse Project Steering Committee as the project when looked at from a regional perspective has the opportunity to enhance water security for the Council area along with what is being proposed directly within the Council area, for example the Northern Adelaide Irrigation Scheme, noting that this project has been deferred pending further review. The intent of the continued negotiations will result in refinement of the Business Plan and Prudential Report for the Gawler Water Reuse Project which is in line with a Council resolution (2011/683) at the September 2011meeting that noted:

“that Council, having considered Item 12.9.3 Gawler River Water Project – Regional Subsidiary dated 19 September 2011 endorses the establishment of a regional subsidiary, comprising the Council and one or more Councils as constituent Councils for an urban stormwater reuse scheme for areas within and/or adjacent to the constituent Councils subject to:

• securing funding from the Commonwealth Water for the Future fund; • reaching an agreement among the constituent Councils on a Business Plan and Charter for

the regional subsidiary; • the completion of a prudential report under Section 48 of the Local Government Act 1999 to

the satisfaction of the Council; and • satisfying all other relevant legislative and prudential requirements.”

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Future Involvement – Council This report is providing Council with an update on the project and also the endorsement of the Chief Executive Officer to be involved in the selection of a preferred provider and continued finalisation of information that will allow Council to consider its position on the project given its importance to the district and region to secure the water supply for both recreational and economic benefit. At this stage Council’s commitment is in-kind support through the involvement of the Chief Executive Officer attending meetings and reviewing documentation. The additional work of the Steering Committee and future discussions will also consider issues around: • Governance arrangements; • Risk and environmental assessment; • Contractual arrangement; and • Linkages to water projects within the District Council of Mallala. It is understood that a further report will be provided to Council at its June meeting which will include a recommendation of the preferred provider. A regional briefing of all participating Councils has been scheduled for the 12 June to assist Councils in gaining further information on the project and assisting in their deliberations of future involvement in the project. Councillors are encouraged to attend. Further information will be sent once details are finalised.

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13.2 Salt Creek Remediation Working Party




1.4.1 Provide and promote Council sport, recreation and leisure facilities and programs

Purpose:

To update Council on the proposal to establish a working party that will consider options to enhance the recreational use of a portion of Salt Creek, Middle beach.

Recommendation 1:

“that Council having considered Item 13.2 Salt Creek Remediation Working Party, dated 27 May 2013 supports the involvement of Council on the proposed Salt Creek Remediation Working Party.”

Recommendation 2:

“that Council having considered Item 13.2 Salt Creek Remediation Working Party, dated 27 May 2013, nominates Cr ....... ...... to sit on the Salt Creek Remediation Working Party.


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Impact Summary Strategic Economic Built Environment Community Organisational and Governance Financial Legislation Risk Consultation Asset Management Plans Service Standards

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Background In March 2013 Council considered a deputation by Mr John Drexel on behalf of the Mallala Foreshore Advisory Committee and the Two Wells Regional Action Team. The deputation updated Council on the potential to enhance the recreational use of Salt Creek adjacent to the existing boat ramp at Middle Beach. Following this deputation, the above community groups tabled a letter formally in April requesting the establishment of a Working Party to look into the proposal and seeking Council involvement and in-kind support. The resolution from the April meeting was:

“that staff report back to Council on the following: • Resource implications of involvement in the working party; • Proposed structure of the working party and proposed outcomes; and • Future potential resource implications for the delivery of the proposed outcomes.”

This report attempts to provide the required information and tables a draft Terms of Reference for the Working Party. Resource Implications The implications on Council resources initially will be staff time to attend meetings and following up any actions arising from meetings. Although staff have many projects currently in progress it will be possible to accommodate involvement in the Working Party and managed through existing resources. The only potential financial implication is the development of concept plans and designs that will be required to accurately cost the project. Some of the costing work has already been completed by the Foreshore Advisory Committee but will need further investigation and assessment to fully understand the total potential costs. Proposed Structure of Working Party The proposed structure of the Working Party is provided within the Terms of Reference. It is proposed that the following membership is endorsed: • Two (2) representatives of the Two Wells Regional Action Team • Two (2) representatives of the Mallala Foreshore Advisory Committee • Two (2) representatives of the District Council of Mallala, which must include one (1) Elected

Member • One (1) representative from an industry/educational institution Discussions are continuing to identify a potential industry/educational representative that may bring in specific expertise and/or resources that can be used by the Working Party in delivering on its objectives. The Working Party is also expected to operate on a consensus approach rather than formal voting.

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Proposed Outcomes The proposed outcomes are: • Consider and discuss options and proposals that will remediate and enhance the recreational

use of Salt Creek between the Middle Beach boat ramp and western edge of the Middle Beach lagoon, a distance of approximately 400 metres.

• Develop concept plans and general cost estimates of a preferred solution. • Consider projects that will utilise materials made available during the remediation process. • Develop grant applications that can capitalise on future funding opportunities. • Coordinate key stakeholder input into the preferred solution. • Identify potential funding sources that minimise community and Council funds. Future Resource Implications At this stage the full future resource implications are unknown and will be an outcome of the Working Party to identify such costs. Council and other stakeholders will have an opportunity to consider such costs following the Working Party outcomes. Existing Maintenance Costs Council currently maintains the existing boat ramp which is impacted by build up of silt and seaweed, minimising the use of the boat ramp. Council incurs some costs to clear the boat ramp and as at 30 April 2013 approximately $2,000 has been spent. This expenditure is minimal and is reflective of the current maintenance program. To maintain to a higher level, ie cleaning of boat ramp more often, will incur additional costs. It is noted that these costs are not additional to Council’s budget but merely a reallocation of resources form other maintenance programs. Implications of Adjacent Salt Operations Council is aware of the impeding closure of the salt operations that currently pumps water from Salt Creek into the existing salt fields. Staff are currently seeking further information on proposed plans for the salt fields so impacts on the environment and other factors can be understood and managed. There may also be implications on the proposed enhancement of Salt Creek from the closure of the salt operations. Summary As a growing community the need for appropriate recreational infrastructure and facilities is important. Historically Salt Creek was used by the local community for recreational purposes but over time silting of the creek has reduced this activity including reducing the ability for boats to use the creek.

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Council invested in 2010 funds to upgrade the boat ramp facilities but has struggled to maintain the boat ramps due to continual silting. The proposed work of the Working Party may identify a solution that enhances the use of Salt Creek for both general recreational use and boating. It will be important for Council to be party to the work of the Working Party so that it can contribute in-kind to the identification of a preferred solution. It is understood that any physical work will require funding either by Council or through a funding partner. Before these can be considered effort needs to be placed in identifying a solution that can be used to access other funding, minimising the impact on council and the community while enhancing a resource for the community. Council is asked to consider and support the involvement of staff and an elected member on the Working Party.

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TERMS OF REFERENCE WORKING PARTY – SALT CREEK REMEDIATION

Page 1 of 2

1. Purpose

The purpose of the Working Party – Salt Creek Remediation will be to:

Consider and discuss options and proposals that will remediate and enhance the recreational use of Salt Creek between the Middle Beach boat ramp and western edge of the Middle Beach lagoon, a distance of approximately 400 metres.

Develop concept plans and general cost estimates of a preferred solution.

Consider projects that will utilise materials made available during the remediation process.

Develop grant applications that can capitalise on future funding opportunities.

Coordinate key stakeholder input into the preferred solution.

Identify potential funding sources that minimise community and Council funds.

2. Specific Functions Assess options and proposals that will remediate and enhance the

recreational use of Salt Creek

Seek input from relevant stakeholders

Develop concept plans

Develop cost estimates for the preferred proposal

Seek support from relevant stakeholders

Report progress to Council through circulation of “”Meeting Outcomes”.

Develop grant applications that can be utilised for future funding opportunities

3. Membership 4.1 Members of the Working Party shall consist of

Two (2) representatives of the Two Wells Regional Action Team

Two (2) representatives of the Mallala Foreshore Advisory Committee

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Page 2 of 2

Two (2) representatives of the District Council of Mallala, which must include one (1) Elected Member

One (1) representative from an industry/educational institution 4.2 A Council representative will coordinate the meetings and provide

administrative support. 6. Quorum 6.1 As the intention for the Working Party will be to discuss options, it is not

intended that a formal quorum or meeting protocols are required and that general consensus outcomes will be the preferred approach.

7. Meeting Frequency 8.1 The Working Party shall meet at least monthly. 8. Delegations 10.1 Nil. 9. Council Support 12.1 Council will provide in-kind support to the Working Party through

administrational support and, where available, other in-kind services.

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13.3 LGFA Cash Advance Debenture – 2013/

2014 Capital Projects

Container No: CON12/419

Previous Ref:

Report Date: 27 May 2013 Prepared by: General Manager, Corporate & Community Services


5.6.2 Develop and maintain long term financial planning, management and reporting to ensure resources are provided to deliver services and manage Council’s assets.

Purpose:

To formally obtain endorsement from Council to apply for a Cash Advance Debenture Facility (CAD) from the Local Government Finance Authority (LGFA) for the funding of approved 2013/2014 Capital Projects.

Recommendation 1:

“that Council, having considered Item13.3 LGFA Cash Advance Debenture – 2013/2014 Capital Projects dated 27 May 2013, endorses that it secure a Cash Advance Debenture to the value of five million dollars ($5,000,000) from the Local Government Finance Authority. The Facility should be for a term of fifteen years (15 years) at the variable interest rate ruling over the period of the CAD on the balance of funds drawn. The purpose of the Facility is to fund approved 2013/2014 Capital Projects and manage short term cash flow.”

Recommendation 2:

“that Council, having considered Item13.3 LGFA Cash Advance Debenture – 2013/2014 Capital Projects dated 27 May 2013, endorses that authorisation be given for the Council Seal to be placed on the Debenture Documents and the Mayor and Chief Executive Officer be authorised to sign on Council’s behalf.”


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Impact Summary Strategic Economic Nil Built Environment To finalise budgeted Capital Community Nil Organisational & Governance

Financial Debenture loan through the LGFA as per the Long Term Financial Plan

Legislation Nil Risk Without the CAD Facility to fund these projects and purchases

Council would experience a cash flow shortfall Consultation Nil Asset Management Plans Nil Service Standards Nil

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Background As part of the adopted 2013/2014 Budget were a range of Capital Projects that were to be funded through Loan Borrowings. This report seeks approval to apply for a Cash Advance Debenture Facility. The benefits of a Cash Advance Debenture (CAD) are that the facility has no cost until drawn upon, it can be repaid when surplus funds are available and redrawn as the need arises. Both of Councils prior $500,000 CADs have now expired. A Facility term of 15 years is recommended as it provides the flexibility required to reasonably manage the total cost of funding Capital Projects without exerting too much pressure on Council’s resources and financial Key Performance Indicators (KPI’s). The Long Term Financial Plan also includes a term of 15 years for this loan. The current indicative interest rate on variable loans from the LGFA is 5.0%.

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13.4 Gawler River Floodplain Management Authority – 2013/14 Budget and 2013-15 Business Plan

D13/2809 Previous Ref:



Purpose:

To provide Council with a copy of the Gawler River Floodplain Management Authority – 2013/14 Budget and 2013-15 Business Plan.

Recommendation:

“that Council having considered Item 13.4 Gawler River Floodplain Management Authority – 2013/14 Budget and 2013-15 Business Plan receives and notes the information.”


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Impact Summary Strategic Economic No Impact Built Environment No Impact Community No Impact Organisational & Governance Financial No Impact Legislation Risk No impact Consultation No Impact Asset Management Plans No Impact Service Standards No Impact

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Summary The Gawler River Floodplain Management Authority is required to produce an Annual Business Plan and Budget for each financial year and consult with constituent Councils.

The Gawler River Floodplain Management Authority Annual Business Plan and Budget are provided as Attachments to this report for consideration by Council. It is noted that the Authority will be undertaking further work on assessing future works required to mitigate flood risk. At this stage, this is funded within the proposed budget, but no capital costs have been included to deliver any infrastructure.

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GAWLER RIVER FLOODPLAIN MANAGEMENT AUTHORITY

Adelaide Hills Council The Barossa Council

Town of Gawler Light Regional Council

District Council of Mallala City of Playford

Address : 3/58 Charles Street, Unley, South Australia 5061 Mobile: 0413 174 222 Email: [email protected] Web Site: www.gawler.sa.gov.au/grfma

F:\GRFMA\Standard\Personnel\EO\LETTERS\MC notice plan & budget 20130510.doc .../2

14 May 2013

Mr C. Mansueto Chief Executive Officer Mallala Council PO Box 18 Mallala SA 5502

Dear Charles,

RE: NOTICE OF BUSINESS PLAN AND DRAFT BUDGET 2013 – 2014

Please find enclosed the following documents, approved for consultation with the Constituent Council by the Board at its meeting held on Thursday 24 April 2013:

o GRFMA Business Plan 2012 – 2015, adopted pursuant to Clause 12.3 of the Charter, which sets out the program of the GRFMA for the next two years, and identifies the resources, targets, timings and performance indicators for the Plan.

The Plan also scopes the Gawler River Flood Mitigation Scheme Mark Two and an amount of $50,000 has been budgeted to commence this work.

o GRFMA Draft Budget 2013 – 2014, adopted pursuant to Clause 11.2 of the Charter.

The Draft Budget has been framed on the following:

o The estimated closing balance at 30th June 2013 is $275,000.

o Increase in Council subscriptions by CPI (estimated to be 2.1%).

o The commencement of work on Gawler River Flood Mitigation Scheme Mark Two (refer pages 7 & 8, draft Business Plan 2012 – 2015).

o The end of year closing balance is estimated at $234,000.

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mailto:[email protected]

http://www.gawler.sa.gov.au/grfma

- 2 -

F:\GRFMA\Standard\Personnel\EO\LETTERS\MC notice plan & budget 20130510.doc

The Constituent Council’s contributions for the year (paid by two instalments half yearly in advance) are proposed to be:

Subscription Class Council Share Annual $ Capital Each Council Nil Maintenance Adelaide Hills Council 1.73% $292.20 The Barossa Council 8.67% $1,464.40 Town of Gawler 17.34% $2,928.90 Light Regional Council 8.67% $1,464.40 District Council of Mallala 28.91% $4,883.20 City of Playford 34.68% $5,857.90 Total $16,891 Operational Each Council

$8,973.50

Total $53,841

Please place these documents before the Council for approval of the Draft Budget in accordance with Clause 11.2.3 of the Charter.

I advise that the Board, at its meeting on Thursday 20 June 2013, will consider recommendations to set subscriptions for the 2013 – 2014 year.

Please place these matters before your Council for its consideration.

Yours faithfully

Dean Gollan EXECUTIVE OFFICER

Enc: GRFMA Business Plan 2012 – 2015 for Consultation GRFMA Draft Budget 2013 – 2014 for Consultation

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GRFMA Business Plan 2012-2015 Page 1 of 10 3

GAWLER RIVER FLOODPLAIN MANAGEMENT AUTHORITY

Constituent Councils Adelaide Hills Council

The Barossa Council Town of Gawler Light Regional Council District Council of Mallala City of Playford

BUSINESS PLAN 2012 – 2015

Plan Adopted 3 April 2003 Amended 19 February 2004 Amended 15 June 2006 Amended 19 June 2008 Amended 25 June 2009 Amended 17 June 2010 Amended 16 June 2011 Amended 19 April 2012

Address: 3/58 Charles Street, Unley, South Australia 5061 Mobile: 0413 174 222 Email: [email protected]

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mailto:[email protected]

Gawler River Floodplain Management Authority – Business Plan 2012 – 2015 – Draft for Consultation

GRFMA Business Plan 2012-2015

The Gawler River Floodplain Management Authority (GRFMA) was formed in 2002 and is a Regional Subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999. The Constituent Councils are the Adelaide Hills Council, The Barossa Council, Town of Gawler, Light Regional Council, District Council of Mallala and the City of Playford. The Charter sets down the powers, functions, safeguards and accountabilities and a framework for the financial commitments of the GRFMA and each Constituent Council. Under the Charter, the Adelaide and Mount Lofty Ranges Natural Resources Management Board appoints the Chair of the Board of Management of the GRFMA.

The Gawler River has been subject to major flooding on average once every ten years over the last 150 years. Major flooding occurred as a result of three floods in 1992 and most recently in November 2005. Virginia and the surrounding area were flooded. In November 2004, a full Cost Benefit Analysis found that damages of $209m would occur from a 100 ARI flood event and the Benefit Cost ratio to construct the Scheme at its then current cost would be 2.9.

The GRFMA was established for the following purposes:

1. To co-ordinate the construction, operation and maintenance of flood mitigation infrastructure in the Gawler River area (‘the Floodplain’); 2. To raise finance for the purpose of developing, managing and operating and maintaining flood mitigation works within the Floodplain; 3. To provide a forum for the discussion and consideration of topics relating to the Constituent Council’s obligations and responsibilities in

relation to management of flood mitigation within the Floodplain; 4. To enter into agreements with Constituent Councils for the purpose of managing and developing the Floodplain.

Following the November 2005 flood, which flooded the Virginia district and township, that coincided with the public consultation of the State Government Stormwater Management and Flood Mitigation Policy, a series of meetings of the major stakeholders led to the approval of $20 million in funding from Federal, State and Local Governments to fund the Gawler River Flood Mitigation Scheme (Scheme Works) described in the June 2003 Business Plan. The Scheme Works had three parts:

One The construction of a flood control dam on the North Para River near Turretfield designed to control a 1 in 100 year flood. Two The modification the South Para Reservoir dam wall and spillway to provide 1 in 100 year flood control storage on top of full reservoir

storage. Three The formalization of controlled flow paths for floodwaters along the lower reaches of the Gawler River.

There have been six revisions to the Business Plan since it was first adopted in 2003 that have effected the following changes to the Scheme Works:

Year Scheme Works Estimated Cost $M

2003 o Three Part Scheme published by Northern Adelaide & Barossa Catchment Water Management Board and the Department of Water, Land & Biodiversity Conservation, October 2002.

$9.03

2004 o No change $9.03

2006 o No Change $20.0

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Gawler River Floodplain Management Authority - Business Plan 2012 – 2015 – Draft for Consultation


Year Scheme Works Estimated Cost $M

2008 o North Para Dam construction completed December 2007 resources reallocated to meet actual cost increases

o South Para Reservoir modifications estimate increased following assessment and design phase

o Lower Gawler River works identified as Strategy 6d following detailed assessment of the options.

o Following the receipt of the estimated Gawler Junction 100 year ARI flow (2007 estimate) a Mapping of the Floodplain project to identify the parts of the floodplain that will remain at risk of flooding, post works, in a 100 ARI flood event and to identify strategies to mitigate the impact of flooding.

o Priority for Works established to complete the North Para River Flood Control Dam and Flow gauge Weir, South Para Reservoir works and Gawler River Mapping Study ahead of other works identified on a cost benefit basis that will mitigate the impact of flooding identified by the Mapping Project (Table 6 below)

$24.8

$4.7 unfunded

2009 o Resources reallocated to meet actual cost increases and estimate increases following further design stages.

o Lower Gawler River works identified as Strategy 6d abandoned following the findings of the Mapping Study with $100,000 Developer and Councils contributions

o The development of a Gawler River Flood Mitigation Scheme Mark Two.

$20.751

2010 o Resources reallocated to meet actual cost increases and estimate increases following further design stages.

o Gawler River Mapping Study – South Para Addendum and Cost Benefit Study. Additional $1.067 million grant funding

o The development of a Gawler River Flood Mitigation Scheme Mark Two put on hold so that the South Para Reservoir Works can proceed without additional capital contributions from Councils.

$21.724

2011 o The development of the scope for the Gawler River Flood Mitigation Scheme Mark Two $21.722

This Plan has Four Parts:

Part A - Funding

Part B - The Flood Mitigation Scheme Works

Part C - Maintenance of the Scheme

Part D - Operation of the Regional Subsidiary.

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Part A: Funding The contributions of the Constituent Councils are based on the following percentage shares for capital works, maintenance of Scheme assets and operational costs of the Authority. (GRFMA Charter Clause 10)

Table 1 – Constituent Council Shares for Contributions

Constituent Council Capital Works Maintenance of Assets

Operational Costs

Percentage Share Percentage Share Percentage Share Adelaide Hills Council 1.73% 1.73% 16.66% The Barossa Council 8.67% 8.67% 16.66% Town of Gawler 17.34% 17.34% 16.66% Light Regional Council 8.67% 8.67% 16.66% District Council of Mallala 28.91% 28.91% 16.66% City of Playford 34.68% 34.68% 16.66% Total 100% 100% 100%

Gawler River Flood Mitigation Scheme Mark Two Capital contribution towards the required research studies and assessments to develop a Gawler River Flood Mitigation Scheme Mark Two as advised to Councils on 13 December 2011.

Table 2 – Capital Contributions to Gawler River Flood Mitigation Scheme Mark Two

Council % $ Adelaide Hills Council 1.73% $3,460 The Barossa Council 8.67% $17,340 Town of Gawler 17.34% $34,680 Light Regional Council 8.67% $17,340 District Council of Mallala 28.91% $57,820 City of Playford 34.68% $69,360 Total 100.0% $200,000

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Part B: The Flood Mitigation Scheme Works Described in the ‘Gawler River Flood Mitigation Scheme’, published by the Northern Adelaide & Barossa Catchment Water Management Board and the Department of Water, Land & Biodiversity Conservation, October 2002. Based on the Gawler River Flood Management Study - Flood Management Plan prepared for The Gawler River Flood Management Working Party, BC Tonkin & Associates, April 1994.

Works Priorities

The Business Plan 2008 – 2012 prioritised works with highest priority being given to works to mitigate peak flows (GRB 08/0040 19 June 2008). Works are to be undertaken in accordance with the following priorities:

Table 3 – Priority for Works

Priority Works

Priority One Works Modifications to the South Para Reservoir spillway and dam wall

Priority Two Works To undertake works identified on a cost benefit basis that will mitigate the impact of flooding identified by the Mapping Project. All stakeholders will be consulted and would need to agree to any additional contributions, in accordance with the provisions of the Charter, for these works to proceed.

Management and Supervision

The Stormwater Management Fund has facilitated a prompt reimbursement process that has contributed to the maintenance of positive cashflow.

All works and services will be undertaken by contract.

The Board has appointed a Technical Assessment Panel with delegated powers to manage and provide advice on a broad range of technical issues.

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Part C: Maintenance of the Scheme The following estimate of maintenance costs is based on the Operations and Maintenance Requirements table – Appendix D, Bruce Eastick North Para River Flood Control Dam July 2008.

Table 4 – Maintenance of the Scheme

Dam Inspection Regime Maintenance Program

Frequency GRFMA Nominated Inspector Dams Engineer Works $

Six Monthly (two) Inspection of site access roads, swales and culverts, gates, fencing and signage

Two site inspections $2,000

On initial filling then 6 monthly

Inspect of site access roads, swales and culverts Remove debris from dam land Where covered by easement repair fences to stock standard with breakaway provisions.

Dam wall, LLOP, HLOP Stilling Basin, Secondary Spillway wall, downstream rockwork.

Remove debris and logs from upstream of the dam wall Reinstall LLOP screens and repairs to railing Annual weed spraying program

$14,000

Estimated annual cost $16,000 Part D: Operation of the Regional Subsidiary To meet the statutory and operational responsibilities it will be necessary to appoint a part time Executive Officer, and an Auditor, on a contract basis. The Board is required to hold a minimum of 6 meetings per year and to provide the required, Business Plans, Budgets Reports and Audited Statements to its Constituent Councils required by the Charter and Local Government 1999. During the construction phase of the Scheme it is likely that more meetings, possibly by committees, to provide the necessary close supervision will be required.

The estimated cost of operations in a full year is in the range of $40,000 to $50,000.

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Evaluation of Performance against the Business Plan

The Board will conduct two reviews each year of its performance against the targets set in this Business Plan that will form part of the report to its Constituent Councils and will be included in its Annual Report.

Part A: Funding

Performance Targets: Timings: To be measured By:

Secure Additional Project Funding June 2013 All Councils, stakeholders and Governments agree to contribute to the project in accordance with the Plan

Grant Claims At all times Lodge claims monthly for the payment of Commonwealth and State Government Grants.

Maintain positive Cash Flow At all times Positive bank account balances at all times. Gawler River Flood Mitigation Scheme – Mark Two

The Mark Two Scheme The Gawler River Flood Mitigation Scheme - Mark Two will follow the completion of the Scheme Works listed in this Plan. The Board delayed the funding of this strategy so that the South Para Works could proceed without seeking a capital contribution from the Councils. However, this has caused a delay of two years, and with development pressures on the floodplain, the Board will seek up to $200,000 capital contribution from Councils to develop this strategy.

Why is a Further Scheme Required? The Gawler River Floodplain Mapping study identified that post the construction of the Bruce Eastick North Para Flood Mitigation Dam and modifications to the South Para Reservoir there will remain 3,750 properties at risk of flooding in a 1 in 100 year flood.

The Gawler River Floodplain Mapping Study Part Two December 2008 undertook a preliminary assessment of possible local area levees that may be able to be developed to reduce the number of properties at risk. Levees at Gawler, Angle Vale and Two Wells were identified. Further mapping will be required to identify levee locations to protect Virginia.

The Gawler River Floodplain Mapping Study Addendum in 2009 identified that due to the annual flood damage losses the cost of developing additional flood mitigation storage on the North Para River could possibly meet the required cost benefit test to gain capital funding.

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What will the Mark Two Scheme Include? (Note these steps may occur concurrently and not necessarily in the following order) One Reconfirm with the Constituent Councils that a 1 in 100 year level of protection is the protection standard that is to be pursued in the

development of the Gawler River Flood Mitigation Scheme - Mark Two Strategy.

Two Determine if a second dam on the North Para River is an option. The GRFMA Board is currently calling tenders for a Findings Report to undertake an assessment to determine if a second dam is required and feasible.

Three The Gawler River Floodplain Mapping Model should be maintained as the reference tool to demonstrate the level of flood protection and validity of design of land proposed for development as part of the approval process. To achieve this, the model should be upgraded to include recent works such as the Northern Expressway works and the additional floodplain mapping completed as part of the Light River Templers Creek Salt Creek Mapping Study by the District Council of Mallala.

Four To further develop the preliminary assessment of possible local area levees prepared in the 2008 Gawler River Floodplain Mapping Study at Gawler, Angle Vale and Two Wells and develop a levee strategy for Virginia to a robust design standard with a staging plan. Undertake a cost benefit study for each stage of the plan.

Five Establish a protocol with the Floodplain Councils that where development of land in areas identified as ‘at risk of flooding’ is planned to proceed by the implementation of a local area levee that mapping of the proposed levees on the Gawler River Floodplain Mapping Study Model will be required.

Six Maintain a working relationship with the Australian Rail Track Corporation to ensure that any changes to Railtrack infrastructure of culverts and rail heights are mapped on the Gawler River Floodplain Mapping Study Model to identify any changes to flooding impacts.

Seven Develop a funding strategy for flood protection that is delivered by local area levees on the questions of who should own and maintain the levees and whether local area levees are regional works that the GRFMA should fund or are they local works that are the responsibility of the local Council.

Eight Investigate opportunities for funding partners and grants to undertake the necessary assessments and designs.

Nine The Scheme will also seek to clarify, through the Local Government Association, the policy and legal framework around maintenance of rivers and creeks where those rivers and creeks are part of the regional flood management plan. Under current legislation a landowner is responsible for the condition of a creek or waterway on private land.

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What will be the Outcome of the Mark Two Scheme? The confirmation of a design standard and the identification of works that will reduce the number of properties at risk of flooding in a 1 in 100 year flood.


Finalisation of a Scope of Works and Consultants Brief

April 2013 Completion of documents

Clarification of Second Dam Option August 2013 Completion of Assessment

Updating of Gawler River Floodplain Mapping Model

December 2013 Completion of Study

Part C: Maintenance of the Scheme


Six monthly inspection June and December Completion of Inspection Report

Inspection following initial filling of the Dam Within one month of event Completion of Inspection Report

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Part D: Operation of the Regional Subsidiary


Reports to Stakeholders Twice yearly The publication and distribution of a Fact Sheet to all stakeholders and affected landowners.

Bi-Monthly Key Outcomes Summary to be published following each Board Meeting to include a summary of the progress of the development of the Scheme.

Maintain effective Regional Subsidiary

December The performance of the Executive Officer be reviewed annually

August The appointment of Auditor, Bank Operators, levels of insurance, appropriate registrations, delegations and policies be reviewed annually.

Review of the Business Plan By 31 March Review the Business Plan prior to preparing the Budget Forward to the Councils

Annual Budget By 31 March June October, December, April

Adopt for consultation forward to Councils Adopt Budget – copy to Councils in 5 days Conduct Budget Reviews

Subscriptions June December

Send half year subscriptions to Council Send half year subscriptions to Council

Report to Constituent Councils o After each Board meeting o By 30 September

The receipt of the following reports by Councils: � Board Meeting Key Outcome Summary � Annual Report including Annual Financial Statements

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Code BudgetBudget YTD 2013-2014 Notes Budget Actual

A B C C MINUS A C MINUS B

REVENUE

1,1 Local Government Cont'ns 52,734 52,734 53,841 1,107 1,1071,3 Interest LGFA 10,000 15,901 10,000 0 -5,9011,4 Interest BankSA 0 0 0 0 01,5 Open Space Strategy 0 0 0 0 01,6 Other 1,000 0 1,000 0 1,000

Total 63,734 68,635 64,841 1,107 -3,794

2,1 Local Government Cont'ns 0 0 0 0 02,3 State Grant 11,927 149,832 0 -11,927 -149,8322,4 Commonwealth Grant 75,093 276,681 0 -75,093 -276,6812,4 Sale of land 0 0 0 02,5 Other 0 0 0 0 0

Total 87,020 426,513 0 -87,020 -426,513

3,1 Local Government Cont'ns 16,544 16,544 16,891 347 3473,3 Other 0 0

Total 16,544 16,544 16,891 347 347

Variation P/Year

Administration of the GRFMA

Operation Flood Mitigation Scheme

Maintenance Flood Mitigation Scheme

2012-2013

Gawler River Floodplain Management Authority

Draft Budget - Functions and Items2013-2014

Page 1 GRFMA Financials 2013-2014 Budget117

REVENUE Budget

Budget YTD 2013-2014 Notes Budget Actual

4,1 Council Subscriptions 0 0 0 0 0

3 4,3 State Grant 0 0 0 0 0

4,4 Commonwealth Grant 0 0 0 0 0

4,5 Sale of land 0 0 0 0 0

4,6 Other 0 0 0 0 0

Total 0 0 0 0 0

5,1 Surplus C/ Forward 263,615 19,009 275,000 11,385 255,991

GST on Income 7,028 113,234 7,430

TOTAL INCOME 437,941 643,935 364,162 -74,181 -173,969

Capital Revenue Flood Mitigation Scheme

2012-2013 Variation P/Year


EXPENDITURE Budget

Budget YTD 2013-2014 Notes Budget Actual

6,1 Executive Officer Contract 40,000 23,063 40,000 0 16,938

6,2 Advt, Print, Stat, Postage 2,000 375 2,000 0 1,625

6,3 Travelling Expenses 2,000 1,120 2,000 0 880

6,4 Insurance - PL & PI 5,500 5,480 5,700 200 220

6,41 Audit Committee 7,500 650 2,600 -4,900 1,9506,5 Audit Fees 5,000 5,270 5,000 0 -2706,6 Bank Fees 50 27 50 0 236,7 Legal Advice 2,000 0 2,000 0 2,0006,8 Open Space Strategy 0 0 0 0 06,9 DPA Plan / Other 0 0 0 0 0

Total 64,050 35,985 59,350 -4,700 23,365

7,4 Replace Weir and Station 0 0 0 0 07,41 Construct monuments 0 0 0 0 07,5 Consultation 0 0 0 0 0

7,61 Easement consideration 0 0 0 0 07,62 Acquisition costs 0 1,766 0 0 -1,7667,9 EO Supervision 0 0 0 0 0

Total 0 1,766 0 0 -1,766

Variation P/Year2012-2013

Construction - North Para Works

Administration of the GRFMA


EXPENDITURE BudgetBudget YTD 2013-2014 Notes Budget Actual

8,2 Detailed Design 0 0 0 0 08,3 SA Water 93,945 188,660 0 -93,945 -188,6608,4 EO Supervision 0 0 0 0 0

Total 93,945 188,660 0 -93,945 -188,660

9,4 Consultancies 50,000 600 50,000 0 49,4009,5 0 0 09,5 EO Supervision 0 0 0 0

Total 50,000 600 50,000 0 49,400

10,2 Maintenance Works 10,000 4,000 10,000 0 6,00010,3 Property Maintenance 0 0 0 0 010,31 Rates - GST Free 0 101 0 0 -10110,4 EO Supervision 0 0 0 0 0

Total 10,000 4,101 10,000 0 5,899

GST on Expenditure 21,045 23,100 10,850 -4,700 27,498

ALL EXPENDITURE $239,040 $254,214 $130,200

SURPLUS/DEFICIT 198,901 389,721 233,962 35,061 -155,759

Budget Issues

Maintenance Flood Mitigation Scheme


Gawler River Mark Two

Construction - South Para Works


BudgetBudget YTD 2013-2014 Notes Budget Actual

Subscriptions 69,278 69,278 70,732 1,454 1,454Investment Income 10,000 8,371 10,000 0 1,629State Government Grants 11,927 0 0 -11,927 0Commonwealth Grants 75,093 0 0 -75,093 0Scheme other 1,000 0 1,000 0 1,000Total 167,298 77,649 81,732 -10,473 3,083

Contractual Services 133,945 28,313 40,000 -93,945 11,687Finance Charges 5,050 5,298 5,050 0 -248Other 29,778 8,842 24,300 -5,478 15,458Depreciation 191,510 0 191,510 0 191,510Total 360,283 42,453 260,860 -5,478 206,720

SURPLUS OPER'NS -192,985 35,196 -179,128 -179,128 -35,196

Subscriptions 0 0 0 0 0State G/Grants 0 0 0 0 0Commonwealth G/Grants 0 0 0 0 0Land Sales 0 0 0 0 0Total 0 0 0 0 0

SURPLUS/DEFICIT -192,985 35,196 -179,128 -179,128 -35,196

Gawler River Floodplain Management AuthorityDraft Budget - Operating Statement

2011-2012

2013-2014

Variation P/Year

OPERATING REVENUE

CAPITAL REVENUES

OPERATING EXPENDITURE



Cash 87,172 0 35,988 -51,184 35,988Investments 198,901 389,722 214,097 15,196 -175,625Debtors GST 21,045 -2,962 10,850 -10,195 13,812Accrued Grant Income 1 0 -1Total 307,118 386,761 260,935 -46,183 -125,826

Accounts Payable 0 132,543 132,543 132,543Accrued Expense 0 0 0GST Payable 7,028 0 7,430 402 7,430Total 7,028 0 139,973 132,945 139,973

Designs Infrastructure 50,000 0 50,000 0 50,000Infrastructure 15,129,283 15,320,793 15,129,283 0 -191,510Less: Accum Depreciation -191,510 -191,510 -191,510 0 0Land 326,364 326,364 326,364 0 0Total 15,314,137 15,455,647 15,314,137 0 -141,510

NET ASSETS 15,614,227 15,842,408 15,435,099 15,435,099 -15,842,408

Accumulated Surplus 15,807,212 15,319,139 15,614,227 -192,985 295,088Revaluation 488,073 0 -488,073Surplus B/Forward -192,985 35,196 -179,128 13,857 -214,324Total 15,614,227 15,842,408 15,435,099 -179,128 -407,309

EQUITY 15,614,227 15,842,408 15,435,099 15,435,099 -15,842,4080 0 check 0

CURRENT ASSETS

CURRENT LIABILITIES

NON CURRENT ASSETS

EQUITY


Draft Budget - Balance Sheet2013-2014




Balance at the Beginning 15,807,212 15,319,139 15,614,227 -192,985 295,088Net Surplus -192,985 35,196 -179,128 13,857 -214,324Transfers 0 0

0 0Balance at the End 15,614,227 15,354,335 15,435,099 -179,128 80,764

Value of land sold 0 0 0Revaluation 488,073 0 -488,073Total 0 488,073 0 0 -488,073

TOTAL EQUITY 15,614,227 15,842,408 15,435,099 15,435,099 -15,842,4080 0 check 0

ACCUMULATED SURPLUS

ASSET REVALUATION

2013-2014



Draft Budget - Change in Equity Statement



Receipts 678,012 601,495 79,162 -598,850 -522,333Payments 432,475 258,210 125,150 -307,325 -133,060Interest Receipts 10,000 15,901 10,000 0 -5,901Net Cash Operating 255,537 359,186 -35,988 -291,525 -389,273

Loans 0 00 0

Net Cash Finance 0 0 0 0 0

Payments Infrastructure 0 00 0

Total 0 0 0 0 0

NET CASH HELD 255,537 359,186 -35,988 -291,525 -389,273

CASH AT START 30,536 30,536 286,073 255,537 255,537

CASH AT END 286,073 389,722 250,085 -35,988 -139,6370 0 check 0

CASH FLOWS FROM INVESTMENTS

2013-2014



CASH FLOWS FROM FINANCING ACTIVITIES

CASH FLOWS FROM OPERATING

Draft Budget - Statement of Cash Flows



13. 5 Virginia and Northern Adelaide Plains

Horticultural Study - A Framework for Future Action (Draft for Circulation)

Report Date: 27 May 2013 Prepared by: Strategic Projects Coordinator


2.3.1 Market and promote the agricultural, aqua cultural and horticulture diversity of the region and its potential to the business and investment industries

Purpose:

To seek Council endorsement of the Virginia and Northern Adelaide Plains Horticultural Study- A Framework for Future Action (Draft for Circulation) and authorisation for the Chief Executive Officer to release the report for public consultation.

Recommendation 1:

“that Council having considered item 13.5 Virginia and Northern Adelaide Plains Horticultural Study- A Framework for Future Action Report (Draft for Circulation), dated 27 May 2013, endorses the report as being suitable for consultation, and authorise the Chief Executive Officer to undertake joint public consultation in collaboration with the City of Playford as described in the project timetable.”


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Impact Summary

Strategic Economic Once finalised, the Virginia and Northern Adelaide Plains

Horticultural Study will provide direction as to funds that need to be allocated to subsequent studies, programmes or future Development Plan Amendments (DPA’s) required to ensure the ongoing sustainability of the horticulture industry within the region.

Built Environment Once finalised, the Virginia and Northern Adelaide Plains Horticultural Study will provide policy recommendations with regard to planning and building compliance.

Community Once finalised, the Virginia and Northern Adelaide Plains Horticultural Study will provide recommendations to further develop and promote the area for horticultural / agricultural purposes.

Organisational and Governance Financial Implementation of the study recommendations will have

budgetary implications that will need to be addressed in the 2014/15 financial year.

Legislation Nil Risk Nil Consultation In accordance with Policy 4.8 Community Consultation, the

community will be provided with the opportunity to submit feedback on the draft Virginia and Adelaide Plains Horticultural Study- A Framework for Future Action prior to finalisation of the study.

Asset Management Plans Nil Service Standards Nil

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Background The Horticulture Blueprint identifies the Virginia Triangle and Northern Adelaide Plains (VNAP) as a key area for the expansion of Horticulture. The area is one of the most successful and productive horticultural areas in the State. The 30 Year Plan for Greater Adelaide identifies it as a major horticultural area that should be protected and large areas of land throughout VNAP have recently been designated by PIRSA as a Primary Production Priority area, further denoting its strategic importance. The VNAP area, particularly the area south of the Gawler River, is subject to significant pressures from urban development. The 30 Year Plan has also identified significant parts of the Virginia district for future urban growth. While the majority of the area will be retained as part of the horticultural district for the foreseeable future, the encroachment introduces additional interface issues and potential pressures such as increases in land values. There is also undesirable potential for the area to be seen as being in the ‘waiting room’ for future urban development, with the possibility that increasing levels of uncertainty will create a difficult climate for major investment for horticultural purposes. In the Lewiston area north of the Gawler River, the urban pressures experienced in the Virginia area are being reflected with an increase of hothouse development around Lewiston. These hothouses and their associated infrastructure are being built most often without development approval. These developments, due to their very size, have potential impacts of increasing flooding to properties within the Gawler River Floodplain. Concerns have been raised by sectors of the horticulture industry of the costs associated with seeking development approval and the opportunities of providing a variety of allotment sizes to respond to future economic drivers and niche markets. The District Council of Mallala and the City of Playford are keen to further develop and promote the area for horticultural / agricultural purposes. The two Councils have jointly engaged Jensen Planning and Design to undertake a study to develop a clear picture of the significant social, environmental and economic factors influencing the VNAP horticultural area. The Virginia and Northern Adelaide Plains Horticultural Study- A Framework for Future Action (Attachment 1) will make a major contribution to the investigations and definition of the policy and other key initiatives in regard to the horticultural district and will be utilised as a key information resource to inform future Development Plan Amendments (DPAs). Discussion The draft Framework Report begins by establishing a vision for the region as the ‘Premium Northern Food Bowl’ for South Australia. It continues with commentary and recommendations derived from the investigations undertaken, and engagement with key stakeholders in the horticulture industry. The recommendations are summarised in Section 8 Planning Ahead- The Priorities and Who Is Responsible? The recommendations are categorised under the headings of: • Representation • Training and information • Sustainable Land Management • Economic Returns and Contributions

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• Natural Resource Management • Branding, Profiling and Marketing • Infrastructure • Land Use Planning Policy and Building Code • Collaboration. The recommendations under each category are further prioritised a ‘High’, ‘Medium’ or ’Low’. An agency responsible for initiation is allocated to each of the recommendations. These agencies include the following: • Adelaide and Mount Lofty Ranges Natural Resource (AMLRNRM) Board • Primary Industries and Regions South Australia (PIRSA) • Regional Development Australia (Barossa) • SA Water • City of Playford • District Council of Mallala • VNAP Steering Committee • VNAP Representative Body. The District Council of Mallala and the City of Playford have jointly been nominated as the initiator of the following recommendations: Sustainable Land Management • That economic incentives be investigated in greater depth as a means for encouraging greater

levels of compliance. • That infrastructure or systems for the disposal of recyclable and other waste from horticultural

properties be located where growers will willingly use them and take responsibility for disposal of the waste they generate.

Economic Returns and Contributions • Partner with local residential developers to encourage support for localised food purchase

(including opportunities for marketing residential growth within and near the VNAP as offering ‘unmatched’ access to fresh, clean and green produce).

• Investigate creation of ‘greenhouse precincts’ and allow limited subdivision to 2.5 hectares in areas already displaying significant fragmentation of land parcels, proximity to centres and likelihood of efficiency gains. This is seen as a viable unit size for small-to-medium scale greenhouses that are likely to be attracted to the cluster but this assumes that this unit would not provide for a dwelling.

• Greenhouse clustering should occur in a location: o Which is in close proximity to the labour and living opportunities o Which will significantly improve changes of increasing levels of necessary infrastructure o Which is in close proximity to transport (primarily freight) o Which is in close proximity to packing and sorting facilities o Which is in close proximity to a district centre

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o Where existing patterns of land fragmentation are already displayed (i.e. where land is already significantly subdivided)

o Where there are minimal large allotments in between existing parcels of fragmented land • Initiate regional cluster development to ensure that regional infrastructure and industry

institutions are well aligned (Local Government/RDA). • Amend to Development Plan policy so to support clustering of industry and promote intensive

greenhouse uses in appropriate locations. • Encourage the private sector to co-invest in critical infrastructure provision.

Natural Resource Management • Industry collaboration for improved waste management guidelines • That a collaborative pilot project be initiated to explore the use of captured stormwater,

treatment and reuse on greenhouse sites. Ideally this should be located in proximity to the ‘greenhouse clusters’ to ensure potential for a collaborative approach and distribution of benefit amongst clustered greenhouses.

Infrastructure • Continue to support further research and investigations into stormwater capture reuse and

harvest associated with increasing urban development in the region, and way in which this water could be used economically and equitably by growers.

Land Use Planning Policy and Building Code • Provide a clear vision for the VNAP horticultural area (Adelaide’s Food Bowl) that is replicated

in both the City of Playford and District Council of Mallala’s Development Plan. • All Development Plan zones within VNAP should include Desired Character Statements that

reflect the shared vision. • Future Development Plan policy should be flexible and adaptable to respond to changes to the

industry. • Provide greater guidance regarding protective structures (such as greenhouses) with respect

to appropriate siting, appearance and management of stormwater within Development Plan policy.

• Initiate a joint task-force between the City of Playford, District Council of Mallala and Department of Planning, Transport and Infrastructure to consider the issues relevant to building compliance within the VNAP horticultural area.

• Ensure future Development Plan policy requires a shared responsibility for managing the interface between horticultural and residential land uses rather than relying on the industry to provide buffers and limit activities in close proximity to residential development.

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• Publish information (in several languages) for distribution throughout the nearby VNAP communities that describes the vision for the industry, the reasons why there is a strong desire to support the industry and what this means for residents and businesses. It should describe that there needs to be a shared approach to managing interface issues, and that some tolerance is required by residents choosing to live in a horticultural region. This action should be replicated every several years as communities change over time.

• Similarly, the industry should be informed that there needs to be a shared approach to managing interface issues, and that as part of this the industry should commit to a culture of continuous improvement of horticultural activities – specifically within closed proximity to sensitive land uses.

• Land division for the purpose of residential development within the VNAP horticultural area is completely at odds with the future needs of the industry and should not be supported. Hence, land division should be non-complying – other than in the proposed new cluster precincts – so to limit further fragmentation of land holdings (particularly within south of the Gawler River and within the Mallala Horticulture Zone).

• Policy regarding allotment sizing should secure the long-term interests of the industry and be consistent between Development Plans.

• Support land uses that complement the horticultural industry, including produce packing sheds, heating and cooling, water storage, transport associated with horticultural uses, shedding, storage, processing facilities associated with horticulture, education and training facilities, and demonstration farms.

• Future amendment to Development Plan policy through Development Plan Amendments (DPA) should be developed and jointly undertaken by Mallala DC and City of Playford, with investigations to include the consideration of relevant uses, clustering and built form considerations as per the recommendations.

• Uses such as horse-keeping and other animal keeping must be well managed to avoid compromising future land productivity or capability for horticultural pursuits.

• Lobby for additional clarification regarding the application of the Building Code of Australia with respect to the assessment of structures that provide protection to horticulture and their appropriate classification.

• Establish a baseline for levels of acceptability for greenhouse building compliance within the horticultural area.

• Build relationships with property owners to inform them of compliance requirements and to work collaboratively with them to ensure the structures on ever site appropriate manage stormwater, provide safe access and are structurally sufficient.

• Improve information available to the industry regarding building compliance and publish in a number of languages (including the development of a Growers Toolkit that provides information regarding gaining approvals and abiding to regulations).

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• Provide appropriate information (available in a number of suited languages) to potential greenhouse operators about the requirements to comply with the building code. This information should be easily available within the VNAP region – in key horticultural suppliers (such as Muir and Sons), in the local post office or general store. Council should be proactive in distributing the information within the community, rather than only providing it when an application is before them.

• Ensure envisaged uses are protected as a ‘right’ and do not require unreasonable consultation or procedural requirements.

It must be noted that the above are recommendations that will require consideration by Council at some point in the future. It is not the intention of this report to seek a Council resolution on which recommendations are to be implemented. The intention of this report is to seek Council’s endorsement of the draft Framework Report prior to its release for public consultation in accordance with Policy 4.8 Community Consultation Policy. Before finalisation of the draft Framework Report the consultant will conduct a public consultation information event followed by a two week period whereby the framework report will be on public display. The details of the public consultation information event have yet to be finalised by the Project Steering Committee, however it is programmed in the project timetable to occur early June 2013. Following the event the draft Framework Report will be on public display. During the event and the two week consultation period the consultant will engage with the community to gather feedback on the draft Framework Report and its recommendations. It is further proposed that the consultant will present the draft Framework Report at both the Informal Strategy Workshop and Environmental Management Advisory Committee (EMAC) meeting scheduled for 3 June 2013. This will provide opportunity for both Elected Members and Committee Members to discuss the study findings and recommendations with the consultant and provide feedback on the draft Framework Report during the programmed consultation phase of the project. Summary The District Council of Mallala and the City of Playford have engaged Jensen Planning and Design to undertake a study to develop a clear picture of the significant social, environmental and economic factors influencing the VNAP horticultural area. The Virginia and Northern Adelaide Plains Horticultural Study - A Framework for Future Action details the findings of the study, and proposes a number of recommendations derived from the investigations and the engagement undertaken with key stakeholders in the horticulture industry. The Project Steering Committee proposes to undertake community consultation in early June. Council’s endorsement of the report and authorisation for the Chief Executive Officer to release it for public comment is required in accordance with Policy 4.8 Community Consultation.

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Virgina and Northern AdelaideHorticultural Plains Study

A Framework forFuture Action

Draft for CirculationIn collaboration with:Econsearch�� Avante Mapping Solutions��

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The Northern Food Bowl – Virginia and Northern Adelaide Plains Horticultural Framework

J e n s e n Page iiP L A N N I N G + D E S I G N

A Framework for Future ActionDraft 9 May 2013 Prepared for: City of Playford

District Council of Mallala Adelaide Mount Lofty Ranges NRM Board Department of Primary Industries and Regions SA (PIRSA) Barossa Regional Development Australia

Prepared by: Jensen Planning + Design In collaboration with Econsearch Scholefield Robinson Horticultural Services Avante Mapping Solutions Wallbridge & Gilbert

Jensen Planning + Design Unit 6/259 Glen Osmond Road Frewville SA 5063 Telephone: 08 8338 5511 Facsimile: 08 8338 6866 www.jensenplanning.com.au

Document Quality Control Project Name Virginia and Northern Adelaide Horticultural Plains Study

Project Number P6512

Client City of Playford, District Council of Mallala, Adelaide Mount Lofty Ranges NRM Board, Department of Primary Industries and Regions SA (PIRSA), Barossa Regional Development Australia

Document Framework for Future Action

Document File Name P6512-V1-VNAP-Horticulture-Framework.30Apr2013.doc

Author of Document KF / DJ / PS / JM / AL

Version Date of Document Release

Name of Person/s documentwas released to

Method of Release Authorised By AuthorisationDate

V2 9 May 2013 Council (Playford and Mallala) Electronic KF 09.05.2013

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http://www.jensenplanning.com.au


J e n s e n Page iiiP L A N N I N G + D E S I G N

TABLE OF CONTENTS

1 FOREWORD 5

2 EXECUTIVE SUMMARY 6

3 WHO SHOULD USE THIS FRAMEWORK 8

3.1 THE HORTICULTURAL INDUSTRY – GROWERS, GROWER ADVISORS, GROWER REPRESENTATIVES, GROWER SUPPLIERS 9

3.2 POLICY MAKERS AND GOVERNMENT AGENCIES 10

4 HOW SHOULD THIS FRAMEWORK BE USED? 11

4.1 VISION 11

4.2 GOALS 11

4.3 Recommendations 11

5 A VISION FOR ADELAIDE’S NORTHERN FOOD BOWL 12

6 BACKGROUND TO THE FRAMEWORK 14

6.1 WHO PREPARED THE FRAMEWORK AND WHO HAD INPUT? 14

6.2 WHERE DOES THE VIRGINIA AND NORTHERN ADELAIDE PLAINS FRAMEWORK APPLY? 14

6.3 THE STATE OF PLAY REPORT 16

7 PLANNING AHEAD: THE FRAMEWORK ACTIONS 17

7.1 REPRESENTATION 18

7.2 INFORMATION AND TRAINING 22

7.3 SUSTAINABLE LAND MANAGEMENT 25

7.4 ECONOMIC RETURNS AND CONTRIBUTIONS 32

7.5 NATURAL RESOURCE MANAGEMENT 37

7.6 BRANDING, MARKETING, PROFILING 43

7.7 GAS, ELECTRICITY, WATER AND TELECOMMUNICATIONS INFRASTRUCTURE 46

7.8 LAND USE PLANNING AND BUILDING POLICY 49

7.9 COLLABORATION 59

8 PLANNING AHEAD – THE PRIORITIES AND WHO IS RESPONSIBLE? 63

8.1 REPRESENTATION 64

8.2 TRAINING AND INFORMATION 65

8.3 SUSTAINABLE LAND MANAGEMENT 66

8.4 ECONOMIC RETURNS AND CONTRIBUTIONS 67

8.5 NATURAL RESOURCE MANAGEMENT 68

8.6 BRANDING, PROFILING AND MARKETING 69

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J e n s e n Page ivP L A N N I N G + D E S I G N

8.7 INFRASTRUCTURE 70

8.8 LAND USE PLANNING POLICY AND BUILDING CODE 71

8.9 COLLABORATION 73

9 CONCLUSION 74

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J e n s e n 5P L A N N I N G + D E S I G N

1 FOREWORD

Some positive words from a leading person/chief exec/minister….that sets the scene for a positive and optimistic future for the horticultural industry

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2 EXECUTIVE SUMMARY This Virginia and Northern Adelaide Plains Horticultural Framework provides direction relating to the medium and long-term future of the industry that will assist to secure the long-term sustainability of the horticulture industry in this region.

The Virginia and Northern Adelaide Plains (VNAP) is an area worth preserving and protecting for the production of food. It is provisioned with accommodating climate, soils and access to water, and it is in close proximity to labour and easily accessible by freight movements. Furthermore, its proximity to urban areas places it in a commanding position as it can ensure:

� produce freshness � short supply chains (reduced food miles) � traceability � reduced cost to the purchaser

South Australian’s strongly value local produce that is fresh, that is grown by people who have interesting stories and cultural backgrounds, and that is grown close to our cities and towns.

The area provides a significant economic contribution to the State of South Australia. As a point of comparison:

� it brings double the gross value of production (at the farm gate) than tourists spend on Kangaroo Island

� it brings equivalent revenue as the Barossa horticultural industry � it brings equivalent revenue as South Australia’s wild-catch

fishing industry.

Despite this, the contribution of this region has, arguably, long been undervalued. There has been deviation from previous state government urban growth boundaries, there is less regional marketing and branding for the region compared to other highly productive regions (such as McLaren Vale or Kangaroo Island), and at times inappropriate levels of infrastructure supply to support ongoing investments (particularly electricity and alternative water supplies).

With pressures from the encroachment of urban development and food security a major issue facing the sustainability of our communities and cities – it is timely that something is done to not only support the region, but to secure its long-term productive capacity.

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There is a concern amongst industry and government representatives that the region is not reaching its full economic potential. There are also concerns regarding issues with land management and illegal development, unsightliness of activities, stormwater management and increased development pressures (as a result of urban sprawl).

Many recent commentators recognise the imperative of not only protecting but also nurturing our prime food producing landscapes by increasing their profile in policy, land use and design considerations. Previous research and investigations, including submissions received at the 2012 Parliamentary Select Committee on Sustainable Farming Practices, the Development of Horticulture Industries on the Adelaide Plains - A Blueprint for 2030 report (prepared by the Lucas Group in 2007 for Grow SA) and the Horticultural Development on the Northern Adelaide Plains research paper prepared in 1995, have already recognised this imperative.

This Framework is informed by the State of Play Report (Jensen Planning + Design, 2013) which collates and reviews previous work and investigations, and also introduces up-to-date physical, social and economic data in order to provide the horticultural industry with an up-to-date record of “where we are at”.

The framework begins by establishing a vision for the region as “Adelaide’s Premium Northern Food Bowl” – one that is green and fresh, with produce distributed locally, nationally and internationally, and grown using best-practice, sustainable farming techniques.

It continues by providing commentary and recommendations for elements pertinent to the long-term success of the industry.

A summary of the recommendations, priorities and nominated champions is found in Section 8.

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3 WHO SHOULD USE THIS FRAMEWORK

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3.1 THE HORTICULTURAL INDUSTRY – GROWERS, GROWER ADVISORS, GROWER REPRESENTATIVES, GROWER SUPPLIERS

This framework has been prepared first and foremost for the horticultural industry and their representatives within the Virginia and Northern Adelaide Plains. It will assist the industry by:

� Defining the nature and scope of the existing individual horticultural industries – their profiles, their diversity, their economic and social contributions

� Informing industry (providing greater clarity) about future government directions

� Creating greater confidence amongst growers and investors in the future of the horticultural industry

� Informing industry about investment decisions relating to their operations

� Informing industry about location decisions regarding future operations

� Providing industry with a range of ideas about the ways in which they can improve profitability and sustainability

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3.2 POLICY MAKERS AND GOVERNMENT AGENCIES

Secondary users of the framework are policy makers in both State and Local tiers of Government as well as economic development authorities. It will assist agencies in:

� Funding applications for future projects

� Boosting the profile of the region through providing a sound framework for action

� Future information provision and training

� State of play reporting requirements

� Conceiving and developing future projects

� Prioritising future projects

� Assigning responsibilities for initiation of projects

� Informing future research and policy direction

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4 HOW SHOULD THIS FRAMEWORK BE USED?4.1 VISION

An overall vision for the industry (see Section 6) provides a clear direction about the strengths of the industry, and where it seeks to be heading.

4.2 GOALS

This framework lists a series of goals (see Section 6 to 14). The goals address:

� industry representation � training and information � sustainable farm management � economic returns and contributions � natural resource management � branding, marketing, profiling � gas, electricity, water and telecommunications infrastructure � land use planning policy � collaboration

4.3 Recommendations

Each of the goals contains a series of recommendations for future action.

The recommendations provide future directions for policy, farm capital investment, land management, infrastructure investment, branding, and training initiatives that will support the region’s future as Adelaide’s Premier Food Bowl.

The recommendations are each given a priority and assigned to a relevant agency and/or stakeholder to assist in coordinated and timely framework implementation.

This vision should be used to inform all future discussions, negotiations and funding submissions for future building, land and infrastructure investment, policy decisions, marketing, branding and representation.

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5 A VISION FOR ADELAIDE’S NORTHERN FOOD BOWL

Adelaide’s Premium Northern Food Bowl is green and fresh, and distributes its produce to local, national and international markets. Its growers are committed to quality produce, best-practice and sustainable farming techniques, efficient use of water, and they are rewarded for their effort.

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Premium, green, chemical free

Committed to best practice and continuous improvement

Efficient use of natural resources

Environmentally sensitive

Quality produce

Reward for effort

Adelaide’s Premium Northern Food Bowl is green and fresh, and distributes its produce to local, national and international markets. Its growers are committed to quality produce, best-practice and sustainable farming techniques, efficient use of water, and they are rewarded for their effort.

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6 BACKGROUND TO THE FRAMEWORK 6.1 WHO PREPARED THE FRAMEWORK AND WHO HAD

INPUT?

This framework has been prepared by a consultant team, led by Jensen Planning + Design and in collaboration with Econsearch, Scholefield Robinson, Avante Mapping Solutions, and Wallbridge & Gilbert. The team was commissioned by the City of Playford, the District Council of Mallala, the Adelaide Mount Lofty Ranges NRM Board, the Department of Primary Industries and Regions SA (PIRSA) and the Barossa RDA.

The team has worked closely with a Steering Committee consisting of representatives of each funding party listed above, as well as industry representatives (Hortex and Grow SA) and some growers. Members of the consultant team and Steering Committee were also informed by a Reference Group consisting of a number of industry representatives from a range of horticultural agencies and businesses within the region.

This was complemented by a series of one-on-one interviews with local growers in the establishment of the Baseline (State of Play) Report.

6.2 WHERE DOES THE VIRGINIA AND NORTHERN ADELAIDE PLAINS FRAMEWORK APPLY?

The Study Area is located north of Adelaide, to the west of Gawler and Roseworthy, south of Mallala and north of Elizabeth. It is traversed by the Gawler River. It encompasses a variety of agricultural and horticultural land uses as well as a number of rural townships and residential growth areas. The Study Area is shown on the map overleaf (adapted from the 30-Year Plan for Greater Adelaide). The northern boundary of the Study Area has been derived from the theoretical extent of the potential supply of recycled water into the Northern Adelaide Plains (as identified in the 30-Year Plan), and to take into account potential opportunities for horticultural expansion north of the Gawler River. Nominated growth areas (as identified in the 30-Year Plan) have been excluded from the Study Area.

Within the Study Area, horticulture is largely concentrated adjacent to and south of the Gawler River. The areas around Virginia, Angle Vale and, more recently, Two Wells, collectively form the largest concentration of greenhouse vegetable production in Australia. The

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areas north of the River are more predominantly used for rain-fed field crop productions.

The Study Area (map adapted from 30-Year Plan for Greater Adelaide – D11 (SA Government 2010, p. 89))

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As shown in the map on the previous page, significant residential expansion will occur within and close to the study area. Notable growth areas include Buckland Park (an additional 33 000 people), Virginia, east of the Northern Expressway around Macdonald Park, Angle Vale and Two Wells.

The study area is in a strong position geographically – it has easy access to inner-metropolitan Adelaide, arterial roads and freeways for interstate distribution, suitable climate and soil , existing access to water (which may potentially be improved), access to local consumer markets and local employment. For these reasons, there is strong justification for a comprehensive framework that both protects and nurtures agriculture in this peri-urban region.

6.3 THE STATE OF PLAY REPORT

The State of Play Report is the precursor to this Framework. Its outcomes and findings have informed the observations and recommendations of this Framework. The State of Play Report:

� summarises the baseline findings related to the profile and characteristics of the horticultural industry in the Virginia and Northern Adelaide Plains Region

� informs future considerations of a range of land use planning, economic, marketing and environmental management approaches that aim to facilitate a vibrant and sustainable industry within the Study Area

It is broken down into the following baseline information: � economic � natural resources � physical infrastructure � land use � policy context � industry Character � land use planning approaches � industry requirements

A copy of the State of Play report is available [insert where].

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7 PLANNING AHEAD: THE FRAMEWORK ACTIONS

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7.1 REPRESENTATION

GOOD NEWS STORY The New Barossa Grape and Wine Association (BGWA)

The Barossa Grape & Wine Association (BGWA) is a highly respected association that strongly promotes the Barossa Brand. Its website is an example of the level of organisation and professionalism that comes with a strong revenue base from members.

The association serves as the guardian for communicating the Barossa Vision through highlighting its people and places. This involves collaborative regional branding, promoting self sustainability of the industry and region, and nurturing of the integrity and reputation of the Barossa.

Its success in part has been :

“to bring the key principal working groups closer than ever before to form a true and united industry association for the first time”

The united common goal is for collaborative regional branding, self sustainability of the industry and our region, and the integrity and reputation of the Barossa.

How was it formed? This association was borne out of a desire to strengthen grower’s unity, voice and spirit for the betterment of the region as a whole. It was formed through an amalgamation of two existing groups – the Barossa Gape Growers and Barossa Winemakers.

Membership Base Membership base is close on 800 strong. Members are diverse – with growers that grow less than 10 hectares to over 1000 hectares and winemakers producing wine from 10 tonnes to 15,000 tonnes.

Funding and Management Structure

Its funding is sourced through the Barossa Wine Industry Fund established under the Primary Industry Funding Schemes Act 1998.

The permitted uses of the fund are as described in the Barossa Wine Industry Management Plan prepared by the BGWA. Contributions to the fund are established based on crop tonnage (variable for crop types). There is a Board of Management comprising the Chair, 4 winegrowers and 4 winemakers.

Strategic Partnerships Initiative Strategic partnerships have been formed with like minded companies that will provide mutually beneficial value. These partnerships are dynamic in nature, providing ample opportunities for vital communications and potential business growth.

Engaging and informative website

http://www.barossa.com/barossa-grape-and-wine-associationImages supplies courtesy of the BWFG

(please confirm)

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http://www.barossa.com/barossa-grape-and-wine-association





7.1.1 Strong representation with a coordinated and meaningful voice

Observations

The horticultural community within the VNAP area consists of a complex and diverse group of growers ranging from very small, low technology greenhouses growing crops such as tomatoes and eggplants, cucumbers and capsicums, and field crops such as potatoes and carrots, through to large, multi-million dollar hydroponic greenhouses

Not only is there a broad spectrum of technology practised by these growers but there is also a wide diversity of cultural background including Cambodian, Vietnamese, Italian and Greek.

The complexity of differing horticultural types and growers means that singular, effective representation is challenging.

In 1978 PIRSA established an office and supported the industries in the Virginia area with an experienced extension officer as well as backup from researchers, plant pathologists, entomologists and soils/nutrition specialists from the nearby Northfield Research Centre. The office closed in 1996 when the Virginia Horticulture Centre (VHC) was established as a more permanent resource providing a broader range of services to the industry.

In 2013, there are a number of organisations that play a role in representing and supporting the VNAP growers in some way, including:

Grow SA, a not-for-profit organisation, which started as the Virginia Horticultural Centre and provides a range of services spread across a number of horticultural regions of the State. Grow SA provides political lobbying for the region, training and developed a vision for the Adelaide Plains as outlined in its Blueprint 2030. Grow SA is the South Australian representative of AusVeg, the national vegetable industry body.

Hortex, is also a not-for-profit organisation, formed within the last 3 years, which seeks to support and promote sustainable production systems in South Australia (with a focus on the Northern Adelaide Plains). The organisation currently supports a number of soil based glasshouse growers (the ‘Virginia Best’ group) as well as a number of high-tech hydroponic growers within the VNAP region.

City of Playford, DC of Mallala, Barossa RDA and other local government bodies play a supporting role to the industry such as funding, waste management and stormwater management.

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Adelaide Mount Lofty Ranges NRM Board oversees broader NRM matters like water resources, soil management, weed and exotic disease incursions and supports local projects to ensure management of the environment is undertaken at an acceptable level.

PIRSA, DEWNR, SA Water, DPTI and other state agencies provide technical support to the region and the industry with land management, water management, supply of treated waste water, produce marketing, horticultural statistics (for example the PIRSA ‘industry scorecard’), etc.

Vietnamese and Cambodian Grower Associations are present in the VNAP region and provide support to their members in the growing of crops and other related matters.

Supply houses providing chemicals, fertilisers and other materials for growers are arguably some of the most effective disseminators of production and industry information to growers.

However, currently there is no singular group that fully represents, nurtures, coordinates and lobbies on behalf of all diverse interests within the VNAP horticultural industry. This presents a significant challenge to the future of the industry as coordinated action, vision and momentum is often critical to securing new infrastructure and support from Federal, State and Local Government. Likewise, a lack of coordination can limit buying power and access to existing and potential new buyers.

An effective and highly representative body is required. Generally speaking, a new representative body may be formed by:

� Interested stakeholders creating a new organisation � An existing stakeholder organisation that adapts itself to

increase its ability to effectively represent the diverse array of growers and stakeholders

� Government authorities taking a lead role to charge a new or existing group, assisting with formulating initial scope, goals and framework – this could possibly transition to a private sector body after establishing itself

Recommended Actions

1. Conduct a review of representative organisations within the region to better clarify their role, status and effectiveness of their representation (through consultation with growers).

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2. Strengthen existing (or create new) representative bodies to ensure meaningful, accessible and effective representation that is supported by members. This body will need to be resourced, and work closely with local government, PIRSA and the NRM Board to ensure that their role and efforts are coordinated and consistent with other state, local and regional goals, policies and projects.

3. The creation of a sustainable and robust representative body should consider the following questions: � What should the make up of the representative body look like? � What is the best way to engage growers and organisations to

be actively involved in the representative body? � What does “balanced” representation mean and what does it

look like? � How can appropriately broad representation be ensured? � Where do resources come from? � What should be the structure? � What structures can support the technical, policy, legal,

operational aspects of the body’s roles? � What structures can support (and not stifle) innovation? � What are the core roles of the group? � Are there function s that should not be part of the group’s

activities? � To what extent does the representative group need to support

different horticultural industry’s or sectors differently? � How should local and state government be involved in the

representative body? What are the advantages and disadvantages of different levels of government involvement?

� What types of arrangements may allow for both an initial government role, and then a possible transition to a private sector leadership?

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7.2 INFORMATION AND TRAINING

GOOD NEWS STORY

Existing opportunities

There are a number of existing training opportunities available to farmers within the VNAP region and local ‘champions’ that should be recognised for the work they do and supported for the work they wish to do.

These include (to name a few):

Grow SA runs a number of courses as advertised on their website. Grow SA is well positioned with the premises in Virginia to provide training for the industry.

Tom Lioulios, a good capsicum grower, wants to share his growing knowledge with smaller growers. He made a submission to the Select Committee on Sustainable Farming Practices at the Virginia hearing in October 2012. He sees the industry needing to produce higher yields, better quality and safer produce in a cost effective way. Tom has a teaching philosophy of showing people what to do rather than just telling them. He is interested to develop a working greenhouse on his property that growers can come and spend an afternoon with him showing them what he is doing throughout the life cycle of the crop.

Hortex recently conducted the “Step Up Soil Condition” project with funding from the Federal “Caring for Our Country” program. This project was designed to expose growers to the benefits and ways to improve soil health and increase soil carbon levels. This project has been very successful and we have seen the benefits on the property of Phuong Vo.

Trevor Linke of BizWize is working with a group of medium size hydroponic growers to share information and improve their production and business skills. Trevor is also working with a small group of Vietnamese and Cambodian growers to collectively market their high quality produce under the banner “Virginia Best”. The expectation is that by marketing the growers and their high quality produce that better prices will be achieved more consistently.

Hieu Ly, a second generation hydroponic tomato grower at Virginia, was awarded a Nuffield Australia Farming Scholarship in 2010 to investigate “Converting soil grown production methods to Hydroponics in protected cropping.” He visited greenhouse production regions in Holland, France, United Kingdom and Japan. His report (Project No 1014) is available on the Nuffield Australia website.

The AMLRNRM Board conducts irrigation and soil field days to show growers the benefits of good soil and water management as well as the environmental benefits.

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7.2.1 A smart and informed industry

Observations

There are a number of grower profiles within the VNAP region which exhibit a range of understandings about the various aspects of the industry.

A number of common knowledge gaps have been identified and include:

� climate change � drainage and potential for water reuse � packing � marketing � soil management (for long-term sustainability) � compliance

While a number of training options are currently available to growers within the region (as canvassed in the preceding ‘good news’ story), it is clear that there is still more capacity for farmers to refine their practices and continue to improve their contribution to the industry. Changes in practice require behavioural change, as well as improved knowledge and understanding.

Key to this is the ability for organisations to effectively engage with the various industry growers and provide training that is sensitive to their current levels of understanding, language barriers and working limitations.

Recommended Actions

1. Develop an overall training plan for the region that identifies key knowledge gaps, appropriate modes of learning suitable for the target participants, priorities, resources and responsibilities for delivery

2. Provide training about the ‘ins and outs’ of getting produce to market and techniques for securing a higher return, including the need to understand: � sorting � packing � quality control � marketing � collaborations � relationship building (with buyers and markets) � long-term business strategy (rather than ‘best price for today’)

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3. Ensure that content and method of delivery not only builds knowledge but also creating and maintaining relationships and collaborative opportunities.

4. Ensure that training is provided locally, and is interactive and relevant to the diversity of growers’ needs (with a focus on “hands on” training rather than “classroom” learning).

5. Develop a Purchasers Toolkit that provides information to potential purchasers and prior to the development of new crops. The toolkit could provide information such as: � realistic and verifiable costs and returns for growing the proposed

crop� discount factors (such as 1-year-in-10 chance of crop failure) � predicted climate changes implications � interest rate implications � importance of financial safeguards � importance of market ‘homework’ (for example, understanding

of what is happening with the proposed crop elsewhere in the VNAP, interstate and overseas)

� new technology relevant to the crop

6. The toolkit should be relevant to diverse cultures, languages, cropping systems, and existing level of knowledge/competency in the region (and may need to be developed in a number of differing ways and in collaboration with the various representative bodies).

7. Promote the training opportunities through a variety of communication methods – representative bodies, information in local horticultural suppliers, on pin up boards in local shops, cafes and post office.

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7.3 SUSTAINABLE LAND MANAGEMENT

GOOD NEWS STORY

Virginia Greenhouse Growers Reducing Chemical Use and Converting to “Beneficial Insects”

Horticulturalists have always struggled with how to deal with pests. Introduced weeds in particular often provide an ideal breeding site for pests such as western flower thrips which are common on many horticultural farms. The thrip transmits Tomato Spotted Wilt Virus (TWSV), a serious disease that causes major horticultural crop losses.

Currently, the control of thrips and other pest insects relies heavily on insecticides as well as the use of herbicides to manage the weeds that provide a refuge for them. However increasingly, there is a strong demand for chemical free “green” produce.

“Beneficial Insects” – which encourages the good bugs to breed up in sufficient numbers to feed on the bad bug - have great potential to manage insects and reduce reliance on chemicals. This method has been successfully trialled with capsicum growers in Virginia and now includes a number of growers who are well into their first growing season and very happy with the program.

Outcomes from the AMLRNRM supported trials so far is showing that pests are well controlled using about 5 different bio-control agents for thrips, mites, aphids and whitefly.

The good bugs (or bio-control agents) are being supplied by two businesses who visit every month or two to stay in touch with the program and discuss strategies and any issues with growers. This collaborative approach has been important in order to ensure that biological control must be supported with an initial pesticide program to keep pests very low until the plants are flowering and can support these key predators.

What are growers saying? The most common comment is probably the relief growers experience from not spraying in terms of time saved and personal health. They also tend to remark on the greatly improved plant vigour once the bio-control agents are released and pesticides are largely withheld.

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GOOD NEWS STORY FREE, EASY TO USE SOFTWARE TO HELP GROWERS AND REPRESENTATIVE BODIES DETERMINE WHICH LAND MANAGEMENT INNOVATION IS MOST USEFUL AND ACCEPTABLE!

It is often difficult to determine which kind of improved land management practices are going to bring the greatest benefits, or be most acceptable and used by growers.

One tool to assist in the adoption of agricultural innovations has been recently developed by a group based at CSIRO in Adelaide. The approach is based around ADOPT (Adoption and Diffusion Outcome Prediction Tool), an MS Excel-based tool that evaluates and predicts the likely level of adoption and diffusion of specific agricultural innovations with a particular target population in mind.

The tool uses expertise from multiple disciplines to make the knowledge surrounding the adoption of innovations more available, understandable and applicable to researchers, extension agents and research managers.

ADOPT is structured around four categories of influences on adoption:

� characteristics of the innovation � characteristics of the target

population � relative advantage of using the

innovation � learnings of the relative

advantage of the innovation.

ADOPT users respond to questions about each of these categories. Going through this process helps users build their knowledge about how the categories relate to each other, and how they influence how easily the land management innovation can be adopted or used more broadly in the region.

ADOPT is particularly useful for people and organisations with an interest in the adoption of agricultural innovations such as:

� Agricultural R&D organisations � Government departments � Catchment management

boards, NRM groups � Agriculture extension officers

Given the low level of adoption of innovative practices in the VNAP, this approach would be extremely useful for grower representative bodies, the NRM Board, etc. and provide the impetus for more effective uptake of new ideas and technology.

The great news is that the software is freely available from CSIRO and training is available from the developers.

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7.3.1 Promote improved agricultural methods and suited crop types

Observations

There are simple things that could be done better to improve performance and long-term sustainability of horticultural practices within the VNAP Region.

For example, Hortex have initiated a program to improve soil organic matter levels by using composted animal manures or green waste material. This program has demonstrated benefits to soil structure, water and nutrient retention in the root zone, and better plant growth and production.

The use of beneficial insects in greenhouses is increasing (as per the Good News story). It is interesting that the highly technical hydroponic growers are strong advocates of the use of beneficial insects as part of their integrated pest management (IPM) programs in their greenhouses. They are not necessarily aiming for production systems that are chemical free but rather a system that uses all of the pest control tools available, including beneficial insects and “soft” chemicals that are compatible with beneficial insects. Fungal and bacterial plant diseases cannot be controlled by beneficial organisms but breeding of new varieties with some resistance to major diseases has made control easier and chemical use less frequent.

The bottom line is that innovative and best-practice agricultural methods can result in lower costs to producers, a reduced risk of a build up of resistance in pests and diseases to some chemical control methods, and a lower level of chemical residues in produce. This equates to better business.

Recommended Actions

1. Promote improved horticultural production methods through supporting and profiling champion growers in the VNAP.

2. Develop specific programs covering the wide range of grower skills in the VNAP related to soil management and pest and disease control. The focus should be on the smaller greenhouse growers.

3. Initiate medium term extensions to training programs to ensure that growers are aware of the best practices and understand how to implement them on their properties.

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4. Given the low level of adoption of innovative practices in the VNAP, consider using the ADOPT software to assist in the decision making process about what sorts of land management innovations are most appropriate to the VNAP growers. This software would be extremely useful for grower representative bodies, the NRM Board, etc. and provide the impetus for more effective uptake of new ideas and technology.

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7.3.2 Improve land management

Observations

One of the catalysts for this study was the generally poor landscape management within the VNAP, which has resulted in issues of unsightliness, waste disposal, illegal dumping and stormwater damage.

In South Australia, there is traditionally a reliance on rules and regulations to promote management of land. This presents significant challenge to the relevant authorities within the VNAP region (including the Councils and EPA) due to resourcing limitations and the question of responsibility (with the SA regulations generally requiring that owners take responsibility for land management, but many farms are managed through leases, etc). The high number of lessees arguably also limits the care and concern for the proper management of land.

There have been a number of community programs in the VNAP to encourage and assist growers in the disposal of used chemical containers, plastic irrigation lines, cladding from greenhouses and plant residues after the crop has finished. Grow SA and City of Playford have supported these programs. Feedback received from growers indicated that these programs did not meet the grower expectations as they wanted a program that would resolve their waste management issues for them rather than assist them to solve the waste problems for themselves. This suggests that greater education regarding the shared responsibility of these issues is needed.

Voluntary improvements

Involvement in “aesthetic clean up” programs is often voluntary. They try to appeal to a landholders’ altruistic desire or appeal to their self-interest to maintain the land in good condition and tend to rely on self regulation which land managers find less invasive than coercion. However, programs that rely on altruism but bestow few direct short term financial benefits on primary producers, or where the benefits are difficult to quantify, are unlikely to be widely adopted.

Codes of Practice

One example of a voluntary incentive is an industry code of practice (CoP). This is a collection of voluntary rules or procedures drafted by an industry to communicate to its members how to apply best management practices. Compliance with a CoP is voluntary. Benefits of adherence to a CoP may include more efficient use of farm resources, reduction of wastes, recognition by the community and purchasers as

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an environmentally sustainable industry, and improved aesthetics. In Europe, for example, farmers are encouraged to adopt landscape management practices and environmentally friendly farming procedures that comply with Good Agricultural and Environmental Condition CoPs – in short, farmers are given financial incentives to keep their land in better aesthetic and environmental condition.

Economic Incentives

As well as voluntary incentives and CoPs, the last decade has seen several economic incentive schemes provided by the State and Commonwealth Governments to South Australian landholders in order to promote land management activities with environmental benefits. There has been a move away from making fixed payments for specific actions (such as fencing), towards competitive market based incentive systems such as auctions for the provision of different services.

Biodiversity benefits have been the focus of many of the incentive programs conducted in South Australia and interstate (e.g. Bushbids, Caring for our Country). Other programs have focused on soil quality (Soil conservation tenders on the Eyre Peninsula), water quality (River Tender, Victoria) and carbon capture (River Murray Forestry, SA). Improved aesthetics are a co-benefit of many of the programs listed above, although they are not directly targeted.

It would be possible to create an economic incentive scheme for provision of aesthetic benefits. A requirement for this would be a clear definition of ‘aesthetic benefits’ which is unlikely to currently exist. Work may also have to be done to justify expenditure of Government funds on improving aesthetic values of private agricultural properties. Payments to landholders for the provision of environmental benefits are justifiable because environmental benefits are primarily a public good. Whether this justification can be extended to aesthetic benefits may be a cause for some contention. While benefits of improving the aesthetic of an agricultural region are likely to be felt more diffusely, there is likely to be a significant component of private benefit owing to improved landscape aesthetics i.e. improved capacity for regional branding and value adding, or increased tourism opportunities. This merits more exploration.

Recommended Actions

1. That relevant authorities partner to consider the issues of land management and methods for encouraging improved management, endeavouring to develop a culture of grower

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responsibility for waste management.

2. That economic incentives be investigated in greater depth as a means for encouraging greater levels of compliance to land management and improved aesthetics of the region.

3. That infrastructure or systems for the disposal of recyclable and other waste from horticultural properties be located where growers will willingly use them and take responsibility for disposal of the waste they generate.

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7.4 ECONOMIC RETURNS AND CONTRIBUTIONS

7.4.1 A robust and economically viable industry that is a strong contributor to the local, regional and state economy

Observations

Growers seek certainty in their industry’s future such that they would be prepared to invest in its land resource and products. Economic certainty is also required for future infrastructure and resource investment.

A viable and sustainable horticulture industry should significantly contribute to the local, regional and state economy through the generation of employment and income earning opportunities, the demand for inputs and services from associated businesses along the supply chain and the creation of investment opportunities for both industry participants and potential investors currently outside the industry.

Currently, economic contributions are strong (as a point of comparison, the contribution of the VNAP horticultural industry to the VNAP region is very similar to the contribution of the horticultural (or viticultural?) industry in the Barossa and the wild-catch fishing industry to the state, and industry gross value of production (at the farm gate) is double the total annual expenditure by tourists on Kangaroo Island). However, the industry has poor representation, a poor profile and brand, significant infrastructure limitations, poor levels of collaboration, and is perceived to be located in an area earmarked for future urban growth. Therefore it is economically fragile.

Measures to strengthen its economic viability and growth are required.

Recommended Actions

1. Support development of a local packing and storage facility, promote its use amongst growers, and offer incentives to use.

2. Encourage the private sector to co-invest in critical infrastructure provision.

3. Develop a clear picture of cost of production and contribution to economy so that it can be used in seeking funding opportunities – a role for RDA.

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4. Partner with local residential developers to encourage support for localised food purchase (including opportunities for marketing residential growth within and near the VNAP as offering ‘unmatched’ access to fresh, clean and green produce).

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7.4.2 Promote future clustering of soil and hydroponic greenhouses

Observations

The benefits of clustering are widely known in the western economy, particularly in the European Union and the United States of America. The benefits of clustering are detailed extensively, and are high on economic development agendas. Benefits relate very clearly to collaborations, marketing, branding, economic infrastructure provision, improved chains of production, research and training – all identified within this framework as key components of a sustainable VNAP horticultural region.

The European Commission Innovation Policy states that:

“Clusters are powerful engines of economic development and drivers of innovation in the European Union. They provide a fertile business environment for companies, especially SMEs, to collaborate with research institutions, suppliers, customers and competitors located in the same geographical area”.

The US EDA Misison states that clustering should:

“lead the federal economic development agenda by promoting innovation and competitiveness, preparing American regions for growth and success in the worldwide economy”.

There is much merit in further exploring opportunities for clustering of horticultural activities within the VNAP region – particularly for soil and hydroponic greenhouses. The benefits include:

� an improved recognition of horticulture as a core wealth creator in the region and improved chances of attracting investment (when alignment of infrastructure and institutions is tight)

� discouraging further fragmentation of large allotments that currently provide opportunities for field cropping for greenhouses within the region (outside of the cluster) because there are more advantages to the grower to locate within the cluster than elsewhere.

Cluster strategies have the potential to significantly accelerate regional economic growth, but only if they are properly understood. The US EDA Investment Priority #1 states that the prerequisities to successful clustering includes:

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� real and accessible engagement of stakeholders – growers, suppliers of inputs and infrastructure, policy makers, representative bodies, investors, buyers

� collaboration, particularly long term intergovernmental and public/private collaboration

� support for existing and emerging horticultural industries and technologies

� open and effective “social infrastructures” are required which foster social interaction, trust and a shared vision in order to be effective.

The proponent of a regional cluster is likely to be Council or RDA with support from the State Government.

Recommended Actions

1. Further explore the opportunities of formalised regional clustering of protected horticulture around Virginia in accordance with the guiding principles of clustering through a Development Plan Amendment (DPA). This exploration may occur through the investigations phase of a DPA.

2. Greenhouse clustering should occur in a location which: � is in close proximity to the labour and living opportunities � will significantly improve changes of increasing levels of

necessary infrastructure � is in close proximity to transport (primarily freight) � is in close proximity to packing and sorting facilities � is in close proximity to a district centre � existing patterns of land fragmentation are already displayed

(ie where land is already significantly subdivided) � there are minimal large allotments in between existing parcels

of fragmented land

3. Initiate regional cluster development to ensure that regional infrastructure and industry institutions are well aligned (Local Government/RDA)

4. Industry associations (e.g. Grow SA) to encourage development of commercial clusters

5. Amend to Development Plan policy so to support clustering of industry and promote intensive greenhouse uses in appropriate locations

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6. Investigate creation of ‘greenhouse precincts’ and allow limited subdivision to 2.5 hectares in areas already displaying significant fragmentation of land parcels, proximity to centres and likelihood of efficiency gains. This is seen as a viable unit size for small-to-medium scale greenhouses that are likely to be attracted to the cluster but this assumes that this unit would not provide for a dwelling (refer to Recommendation 3 of Section 7.8.2)

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7.5 NATURAL RESOURCE MANAGEMENT

GOOD NEWS STORY

Thriving Aquifers

DEWNR reports at there are “no adverse trends” observed with respect to groundwater levels and salinity within the T1 and T2 aquifers.

The 2011 report produced by the department considers the health of the aquifers of the Northern Adelaide Plains and notes a “stable or improving” situation.

This is in contrast to the position in the 1980s when water levels were falling due to over-pumping from bores and observations of influx of highly saline sea water from the west.

The investment by SA Water and the WRSV in the treatment plant at Bolivar and the pipeline distribution system throughout the Virginia area have provided a dual source of water for irrigators, both of which are sustainable in the long term.

In addition, soil and irrigation management practices have been steadily improving with a range of projects aimed at increasing soil organic carbon levels and developing more efficient irrigation methods.

In short, the use of natural resources within the VNAP region is in a better state than 30 years ago, which is good news for the long-term sustainable future of the industry and region.

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7.5.1 Improve resilience and facilitate adaptation to climate change

Observations

A changing climate could have the following resource implications within the VNAP:

� drought and reduced availability of water � increases in the incidence of heatwave, hail or flooding � reduced soil moisture due to reduced water run-off and

increased evaporation � temperature variation and increased temperatures � a change in presence, frequency and severity of pest and

disease outbreaks

Understandably, some implications may have less significance than others. For example, warmer temperatures may allow for earlier planting of some crops or for multiple crops in a season (for instance, lettuces, French bean, tomato, etc).

If these changes occur, producers of annual crops will be better placed than vine or tree crop growers to respond to these changes in climate. The most serious impacts that growers will have to face are related to:

� faster ripening crops � shorter growth periods for individual crops (due to higher

temperatures) � an increase in demand for water for crops � higher water use by crops because of higher temperatures � the need for reliable irrigation supplies � increased energy costs associated with pumping of water,

fertilizers, heating greenhouses, transport and storage of produce or disposal of waste.

In summary, although often within more controlled environments than field crops, horticultural crops will still be affected by limitations in water supplies, increases in the incidence of heatwave, hail or flooding and increased energy costs associated with pumping of water, fertilizers, heating greenhouses, transport and storage of produce or disposal of waste.

The industry seeks certainty in its future such that it is prepared to invest in its land resource. Accordingly, it is important that state agencies engage with the industry to assist it to adapt to the implications of climate change. A current example of this in practice is the DEWNR project titled “Building Adaptive Capacity in Adelaide’s Food Bowl”. The project seeks to build capacity through assisting the horticultural industry in the VNAP respond to the risks and opportunities of climate

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change. It aims to engage with the horticultural industry and provide growers with information on the future impacts of climate change and provide tools that will equip them to adapt to climate change.

Recommended Actions

1. Promote the benefits and learnings of taller greenhouse structures amongst growers as one way of adapting to climate change. Taller structures provide greater opportunity for air circulation and minimise risk of heat damage

2. Develop a climate change adaptation toolkit that focuses on improving growers understanding of the risks of climate change, and improves their capacity to adapt.

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7.5.2 Improve ability to protect against biosecurity threats

Observations

Plant biosecurity is about managing our land and agricultural livelihood. Sharing biosecurity responsibility (with government) demands collaboration. In a regional sense that means collaboration within and across enterprises, governments and the community. Coordinated efforts to address biosecurity are more likely to be effective than individual efforts, but every effective step requires that responsible and aware individuals are involved.

There are many threats to biosecurity in the region. These include biological pests, diseases and weeds yet to arrive (exotic) and those already present, contaminated inputs and/or those with or limited availability, poor practices related to hygiene, waste removal, lack of human and financial resources, and limited surveillance .

Recommended Actions

1. That state agencies commit to work with the industry to improve the management of imports of plant material into the VNAP that pose a potential biosecurity risk to the local industries.

2. That improved agricultural methods and suited crop types that reduce the biosecurity risk are promoted through industry representative bodies, state agencies and champion growers.

3. Elevate awareness of the issue of biosecurity amongst farmers and visitors to the region.

4. Industry collaboration for improved waste management guidelines.

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7.5.3 Wise use of natural water resources

Observations

There is a significant reliance on groundwater, recycled wastewater and mains water, and in particular the Bolivar recycled water. There are a number of opportunities for better use of water through the capture, storage and reuse on site, and through alternative use and pricing of the Bolivar recycled water. However all options are extremely complex, costly, and require significant further investigation.

Storing the water in open lagoons requires a large area, which represents a big loss of productive land, losses of stored water due to evaporation, and the potential for the development of algal blooms. The recognition that subsurface storage could solve these problems triggered the initiation of the Bolivar Recycled Water ASR project which was conducted in 2004. At this stage there are no active ASR projects by SA Water, WRSV, or growers.

The management of rainwater run-off from many properties is poor, with the water from the gutters between the greenhouses being discharged onto the side of the road for someone else to manage. Good quality water is a valuable resource that should not be wasted in this way.

There are some good examples of methods of water collection and re-use from greenhouses using gutters and storing the water in the on-farm dam for mixing with the WRSV water for irrigation. If a grower has 2 hectares of greenhouses, this could provide 9 million litres of water capture, assuming an average rainfall, which could be re-used (less evaporation losses). The summer season price for WRSV water is $140/ML, which would mean that the 9MLs could save over $1,000 per season (notwithstanding the capital costs for guttering, pipes and storage of the water, such as a larger dam). More so than monetary savings, onsite capture and reuse is a more sustainable method and will assist stormwater management within the VNAP.

There are also opportunities for improved soil management through training and better practice techniques (including leeching, crop rotation and use of organic soil conditioners, etc).

The Bolivar Recycled distribution system is at full capacity in peak season - 24 000ML (95% is being used throughout the Virginia Horticulture Area). One issue relates to the “take or pay” clause in reclaimed water agreements which results in water being taken and not used (i.e. it is irrigated out although it is not required so that growers avoid penalty costs). This results in water logging.

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Another issue is that the salinity of the reclaimed water may pose a risk to the productivity of some crops (particularly beans, carrots, onions and lettuce) without improved management practices.

Recommended Actions

1. That a collaborative pilot project be initiated to explore the use of captured stormwater, treatment and reuse on green-house sites. Ideally this should be located in proximity to the ‘green-house clusters’ to ensure potential for a collaborative approach and distribution of benefit amongst clustered greenhouses.

2. Promote careful management through training and best practice model farms of soils and irrigation practices to minimise potential impacts of salinity on some crops. These strategies may include improved: � irrigation scheduling � irrigation timing � irrigation method s � mulching of plants � irrigation of seedlings � maintenance of soil structure

3. Support ongoing research and investigations into improvement of leaky wells which has been identified as a significant problem for growers

4. Promote and support improved management of soils through training and best practice model farms. Improved practices may include: � leeching � crop rotation� use of organic soil conditioners

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7.6 BRANDING, MARKETING, PROFILING

GOOD NEWS STORY The Barossa Wine and Grape Association successfully tell and promote a wide range of Local Barossa Food Stories through its marketing and profiling activities. The benefits of telling the food story as part of the marketing, branding and profiling are numerous and well documented.

The Barossa Food story is a multi-faceted, continually evolving ode to seasonality and regionality.

“It tells of fruit ripened to perfection and vegetables bursting with real flavour. Of milk and cheese that taste of goodness and of poultry, pork and lamb that are fed well and nurtured with kindness. Of artisan food prepared with care and passion. And of time-honoured recipes passed down through six generations.

It is a story that weaves tradition and innovation into an edible, timeless tapestry.

Inspired by the Barossa’s culinary pedigree, a fresh crop of talented and energetic food producers are on the scene with products as diverse as cheese, pastry, bread and olive oil. Now the Barossa shopping list has expanded further to include unpredictable offerings such as chocolate, coffee and tea”

Image and stories courtesy of BWGA (confirm)

“YOUR CUSTOMERS LOVE A GOOD STORY – SO TELL ONE!”

The Steicke’s beautiful 32 acre property has been in their family for fifty years. Just outside of Angaston, it is a traditional mixed farm, with 8 acres devoted to fruit orchards, the source of Gully Gardens dried fruit and natural confectionary.

Rick and Rosemary sold all their fruit to large companies for many years but in 2006, as market changes occurred, they began to produce their own dried fruits. That year, they opened the Farm Shop offering dried and fresh fruit. As their popularity increased, they added new lines, all produced on their Gully Gardens property.

The Steickes continue to source fruit from their own orchards, hand picked, hand cut, dried and packaged on site, maintaining a treasured Barossa tradition.

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7.6.1 Strong branding and marketing that improves the industry profile as fresh, green, local industry. An industry that tells stories about the grower families – their culture, their history, their place in Adelaide’s Food Bowl

Observations

The profile of the VNAP in the wider community is not high and many consumers would not know where their fruit and vegetables are grown. The area is flat and un-vegetated, hot, dry and windy, and not well known. It lacks the “sophisticated” or “trendy” marketing image of more attractive well known regions such as McLaren Vale, the Adelaide Hills and the Barossa Valley.

There is no single body in the VNAP representing the diversity and full extent of the industry that can tackle improved profiling and marketing. The growers are also generally uncoordinated in these marketing approaches.

The positives are that the region is extremely accessible to metropolitan Adelaide and therefore is a natural contributor to the loca voremovement - one often cited, but not universal, definition of "local" food is food grown within 100 miles of its point of purchase or consumption.

There is significant opportunity to promote a “green product” both to Australian consumers as well as overseas markets, especially China.

Telling the story behind the produce is essential. In order for the VNAP horticulture brand to survive and grow, messaging and content that tells growers stories will connect and draw in customers. Consumers want to know more than what products the business is selling, they want to know who grows them, where the growers come from, what business philosophy inspires them. This is a significant opportunity for the VNAP region.

Recommended Actions

1. Build upon the strengths of the SA Grown brand but recognise that marketing needs to single out and build upon the characteristics of the VNAP region (rather than the generic ‘SA’ brand). This may require development of a new, unique VNAP brand.

2. Consider alternatives for creating a brand ‘linked to place’ that builds upon the strengths and localism offered by the VNAP region.

3. Build a range of compelling stories that are attractive to the increasing numbers of food consumers who want to know more

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about where the products come from, the journey that the products have taken from the farm gate to the table, and that the growers themselves will directly benefit from the sale.

4. Use these stories in a range of promotional and branding activities – websites, print media, interviews, point of sale, in sales negotiations.

5. Learn from successful marketing and profiling activities that have been built around other SA food cultures/landscapes such as: � Italians (Southern Vales - association with wine, pasta, tomatoes) � German (Hahndorf, Adelaide Hills - Beerenberg Jam, wine,

mettwurst) � Kangaroo Island – green, organic.

6. Promote grower’s stories amongst growers – spread the word, help growers understand how to use the stories to their advantage.

7. Inform consumers about the local, fresh, “green” produce and the growers stories – at the checkout and in the media.

8. Investigate industry funding opportunities (existing levy arrangements or PIFS scheme) to assist the resourcing of “collective” activities such as branding and marketing.

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7.7 GAS, ELECTRICITY, WATER AND TELECOMMUNICATIONS INFRASTRUCTURE

7.7.1 Improved planning for an appropriate supply of gas, electricity and telecommunications infrastructure that is physically and financially accessible and responds to future needs

Observations

The electrical, gas and telecommunications services are provided on a demand basis (generally based on urban demands). Should a greater demand be required, a group must submit usage information to the service provider to determine the scope of upgrades required.

There are many examples where demand is not appropriately met. In some instances, growers have required additional gas or electricity requirements, however generally they have been unsuccessful in their individual representations to infrastructure providers in getting additional infrastructure to support their operations. In other instances, a group of growers/advocates who collectively have presented a coordinated and justified case to infrastructure providers have had success in getting additional infrastructure.

Future demand for electricity, gas and telecommunications must be met if industry viability is to be guaranteed. A coordinated, collaborative and well justified case for further energy provision seems to be a pre requisite for a favourable outcome.

Recommended Actions

1. Identify future requirements based on anticipated increased number of growers in particular clusters.

2. Present well justified business cases to state agencies, highlighting the value of the VNAP region to the State economy, and the benefit of improved resource allocation and new infrastructure investment (such as expansion of recycled waste-water schemes).

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7.7.2 Provide certainty about availability of recycled water

Observations

Currently, the primary water source to the VNAP region is treated wastewater from Bolivar. At peak seasons, the capacity of the system cannot meet demand. Whilst there is also access to mains water, this supply is very expensive. There is currently also a number of stormwater harvesting and reuse schemes administered through regional Council initiatives but these schemes do not yet extend into the VNAP region. Individual property stormwater harvesting is also limited – although there is a lot of potential for onsite capture, storage of water can be challenging and is always expensive.

Demand for water is currently fragmented and the case for increased supply is not well justified in a coordinated manner that is representative of the wide and diverse interest group in the VNAP.

There is scope to increase the supply of water through extension of the Bolívar pipeline’s capabilities, extending existing stormwater harvesting (either regional or on site) through the Gawler reuse scheme, or through a number of other regional schemes (at various stages of planning and implementation).

The key for supply is ensuring a strong business case by demonstrating the demand throughout the region; otherwise infrastructure is less likely to be extended.

Recommended Actions

1. That an increased supply of recycled water is secured for the VNAP region, for roll-out in a coordinated and integrated way, resulting in equitable and efficient access the diverse range of grower types.

2. That a feasibility study be initiated for investment into addition pipeline and water storage (either through aquifer recharge or similar) for winter-generated recycled Bolivar water to increase the availability of water for irrigation in summer.

3. By 2018 SA Water will take over the distribution of reclaimed water from WRSV to growers. This presents an opportunity explore alternatives to the “take or pay” clause that is unpopular amongst some growers.

4. Continue to support further research and investigations into stormwater capture reuse and harvest associated with increasing

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urban development in the region, and ways in which this water could be used economically and equitably by growers.

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7.8 LAND USE PLANNING AND BUILDING POLICY

GOOD NEWS STORY

The interface between the VNAP and the surrounding urban areas is important to the long-term sustainability of the industry.

In British Columbia, rather than simply abutting primary production zones against residential, a model is used whereby both uses share responsibility for the interface. The farmers have a right to farm up to their boundary but are expected to maintain high quality management techniques to limit impacts of noise, spray drift and storm-water, while residential development transitions to lower densities at the edge with integrated buffers within the residential developments. This method is then complemented with widespread marketing and information that highlights both parties commitment to sharing the responsibility for managing the interface.

There are a range of tools used successfully in North America by planning departments to improve awareness and understanding of what it means to live close to a productive landscape. These include signage, property disclosure statements provided when purchasing, information packages and buffers.

.

“The property owner acknowledges that the lots are in close proximity to the Agricultural Land Reserve where some or all of the following impacts arising from agricultural practices may occur:

- noise from farm operations at various times of the day, including propane cannons and other devices used to deter wildlife - farm smells and chemical spray; - aesthetic appearance of fields (unkempt fields, storage of materials, etc. - light from greenhouses.”

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7.8.1 Planning policy that presents a strong and clear vision for the horticulture industry

Observations

Planning policy provides guidance and clear direction about the future character, look, feel and function of an area. It is one tool (amongst many others) that assists to promote a desired character, to build industry and investment confidence in the future. Strong policy statements assist to secure finance, encourage long term planning and investment decisions, and direct non horticultural land uses (such as housing, rural living, light industry) to more appropriate areas.

There is currently no clear statement about the desired future for the VNAP region. This desired future should relate firmly to the region being part of Adelaide’s Food Bowl and support the future brand and longevity of the industry.

Currently, there is limited direction provided by either the District Council of Mallala or City of Playford within their Development Plans regarding the desired character sought within the VNAP horticultural area.

The benefits of an improved character statement not only will support the industry but may assist to limit property speculation. For example, there remains a strong perception amongst many growers that their land will one day become used for housing. They rely on land values reflecting this use for future economic gain. With no strong policy statement to the contrary, this perception is not unsurprising.

Recommended Actions

1. That one Zone (or Policy Area of the Primary Production Zone) be established and replicated within both the City of Playford and District Council of Mallala to encompass the VNAP core horticultural area (including all existing Primary Production areas south of the Gawler River and all Horticulture Zones north of the Gawler River).

2. That the vision for the area be described through a strong Desired Character Statement that is replicated in each Development Plan and sets a vision of the area being “Adelaide’s Food Bowl”.

3. Likewise, that the existing zoning of land outside of the core horticultural area (ie north of the District Council of Mallala’s Horticultural Zone) be reviewed for its consistency with this vision and to ensure that, while it must allow for other forms of productive

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uses in the short-to-medium term, that it does not limit the expansion of horticultural pursuits when water (and other infrastructure) becomes available.

4. Future Development Plan policy should be flexible and adaptable to respond to changes to the industry.

7.8.2 Clear direction about location of future horticultural uses

Observations

More could be done to direct uses with particular synergies and form to discreet areas within the VNAP – specifically greenhouse, glass house and hydroponic operations. These uses do not require large land parcels and, in the case of hydroponics, are not reliant upon soil conditions.

What they do require is infrastructure (including access to water, electricity and gas). Encouraging the clustering of these uses in appropriate areas may limit further fragmentation of larger allotments best suited for field crops and unprotected farming techniques, whilst providing a critical mass and demand for infrastructure.

Recommended Actions

1. Provide a clear vision for the VNAP horticultural area (Adelaide’s Food Bowl) that is replicated in both the City of Playford and District Council of Mallala’s Development Plan (see 12.1.1).

2. All forms of horticultural uses should be supported within the VNAP region but clustering should be encouraged.

3. There should be no further development of housing and/or rural living within the VNAP other than already earmarked by the 30-Year Plan. This should be made explicitly clear by Development Plan policy.

4. The Development Plan’s Strategic Setting Statement (recognising limitations of use in assessment) should be utilised to establish the vision for horticulture within the VNAP.

5. All Development Plan zones within VNAP should include Desired Character Statements that reflect the shared vision.

6. Uses such as horse-keeping and other animal keeping must be well managed to compromise future land productivity or capability for

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horticultural pursuits.

7. Ensure envisaged uses are protected as a ‘right’ and do not require unreasonable consultation or procedural requirements.

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7.8.3 Improved building compliance and design guidance for greenhouses

Observations

Many structures within the VNAP horticultural area are constructed without required Council consent and without due regard to engineering, access and stormwater management standards. This has created issues for the area with respect to flooding, general stormwater management and unsightliness. To date, there are no reported incidences of injury or property damage due to poor construction techniques but there are frictions noted that are caused by plastics from greenhouses / shadehouses pulling away from their supporting structures and creating a nuisance to adjoining property owners.

There is a need for greater assistance within the industry to understand the requirements for seeking appropriate Council consents for structures to be built to support horticultural pursuits. Likewise, a streamlined process for assessment may be required to further support the industry pursuits.

Recommended Actions

1. Provide greater guidance regarding protective structures (such as greenhouses) with respect to appropriate siting, appearance and management of stormwater within Development Plan policy.

2. Initiate a joint task-force between the City of Playford, District Council of Mallala and Department of Planning, Transport and Infrastructure to consider the issues relevant to building compliance within the VNAP horticultural area.

3. Lobby for additional clarification regarding the application of the Building Code of Australia with respect to the assessment of structures that provide protection to horticulture and their appropriate classification.

4. Establish a baseline for levels of acceptability for greenhouse building compliance within the horticultural area.

5. Build relationships with property owners to inform them of compliance requirements and to work collaboratively with them to ensure the structures on every site appropriate manage stormwater, provide safe access and are structurally sufficient.

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6. Improve information available to the industry regarding building compliance and publish in a number of languages (including the development of a Growers Toolkit that provides information regarding gaining approvals and abiding to regulations).

7. Provide appropriate information (available in a number of suited languages) to potential greenhouse operators about the requirements to comply with the building code. This information should be easily available within the VNAP region – in key horticultural suppliers (such as Muir and Sons), in the local post office or general store. Council should be proactive in distributing the information within the community, rather than only providing it when an application is before them.

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7.8.4 Shared responsibility of managing interface

Observations

There are inconsistencies between Development Plans relevant to the VNAP horticultural area regarding the approach to managing the interface between a horticultural use and other uses (specifically, residential land uses).

Experiences in British Columbia, Canada have shown that a thriving peri-urban horticultural area (such as the study area) should be a collaborative effort between the industry and the communities that adjoin these horticultural / agricultural uses. This is referred to as a ‘shared responsibility’ and has been established in Canada through planning processes as well as marketing and community information.

This approach requires the industry to commit to improving its ongoing management of activities to limit, where practicable, the impact of their activity on nearby residential uses (such as noise, lighting, spray drift, hours of operation, etc). Conversely, the adjoining residential areas are designed with vegetative buffers and larger, ‘lifestyle’ allotments at the interface of the two uses.

Recommended Actions

1. Ensure future Development Plan policy requires a shared responsibility for managing the interface between horticultural and residential land uses rather than relying on the industry to provide buffers and limit activities in close proximity to residential development.

2. Publish information (in several languages) for distribution throughout the nearby VNAP communities that describes the vision for the industry, the reasons why there is a strong desire to support the industry and what this means for residents and businesses. It should describe that there needs to be a shared approach to managing interface issues, and that some tolerance is required by residents choosing to live in a horticultural region.

3. Similarly, the industry should be informed that there needs to be a shared approach to managing interface issues, and that as part of this the industry should commit to a culture of continuous improvement of horticultural activities – specifically within close proximity to sensitive land uses.

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7.8.5 Planning policy strongly discourages further land division

Observations

The food bowl status of this region is strongly justified. It exhibits special soil and climate characteristics pertinent to the vegetable industry, and that are well recognised and valued. The productivity potential of the region is heightened because of its vicinity to Adelaide consumers, vicinity to a strong employment base, and accessibility to services and infrastructure. Whilst it is recognised that further land division will create economic benefits for individual land owners, it does not benefit a vibrant and sustainable horticultural industry.

Land division will further fragment the existing allotments and increase the possibilities of non-horticultural development on the productive landscape. Once that land is built upon, it can not be returned to horticulture, and so the productive potential is lost. Fragmentation will also exacerbate the challenges already faced by field crop operators relating to farm management on productive units that are too small to farm efficiently.

There is some demand for land division for the purpose of developing a house on a horticultural allotment. However, given the plethora of diverse and affordable housing in the nearby (and future) townships of Virginia, Two Wells, Buckland Park and Angle Vale, further housing outside of townships is not supported.

It is recognised that some further fragmentation on land that is already severely fragmented and therefore is too small and expensive to be used for field cropping (around Virginia) poses some potential for further land division to support greenhouse development that requires smaller parcels of land. This is discussed in Section 12.1.

Recommended Actions

1. Land division should be non-complying – other than in the proposed new cluster precincts – so to limit further fragmentation of land holdings (particularly within south of the Gawler River and within the Mallala Horticulture Zone).

2. Land division for the purpose of residential development within the VNAP horticultural area is completely at odds with the future needs of the industry and should not be supported.

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7.8.6 Planning policy supports industry requirements for a diverse range of allotment sizes

A “one size fits all” approach to allotment sizes does not reflect the highly diverse nature of the differing horticultural pursuits. Over time, technology, farm management, knowledge, investors, markets, productivity rates and resources will change. Policy must be flexible to accommodate and facilitate changing industry requirements.

At the same time, policy should be clear and consistent throughout the region. Currently, there are varying approaches between Councils and zones ranging from minimum allotment sizes of 4 ha (in the Rural Zone in Gawler) to 8 ha (in the Horticulture Zone in Mallala) to 33 ha (in Primary Industry Zone in Light) through to 40 ha (in the General Farming zone in Mallala). This differentiation does not support a cohesive and facilitative approach to industry growth.

Recommended Actions

1. Policy regarding allotment sizing should secure the long-term interests of the industry and be consistent between Development Plans.

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7.8.7 Planning policy supports allied horticultural land uses

Recommended Actions

1. Support land uses that complement the horticultural industry, including produce packing sheds, heating and cooling, water storage, transport associated with horticultural uses, shedding, storage, processing facilities associated with horticulture, education and training facilities, and demonstration farms.

7.8.8 Amendments to the Development Plan

Recommended Actions

1. Future amendments to Development Plan policy through Development Plan Amendments (DPA) should be developed and jointly undertaken by Mallala DC and City of Playford, with investigations to include the consideration of relevant uses, clustering and built form considerations as per the recommendations.

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7.9 COLLABORATION

GOOD NEWS STORY

“Virginia’s Best”

VIRGINIA BEST is a collective of highly skilled soil based vegetable growers farming in the VNAP Region. It was formed through the assistance of Hortex and partnerships formed with local growers committed to quality and their industry.

The growers appreciate the benefits of a collaborative approach. Their experience is that by working collectively- sharing ideas, supporting each other, adopting best practice and implementing high levels of quality control they can offer “buyers” of their produce a superior product.

They are collectively committed to working in a way to produce the highest quality vegetables they can. This means they can provide buyers with the ability to source fresh “in season” superior tasting produce, and also buy larger volumes of excellent quality produce sorted into premium lines.

In the case of commercial buyers they offer the opportunity to develop a strong, professional and mutually beneficial relationship with an expanding group of the best “produce growers” in Virginia-South Australia.

Meet the growers:

Sen Thac – Sen began twenty years ago when he established his farm on some very tough soil. He has learnt a great deal from the constant challenges that his soil creates, but it does produce some truly exceptional tasting capsicums and cucumbers under his experienced hand. Sen believes in growers helping each other and is now supported by his highly motivated son Vyras. In recent years Sen has been involved in various training programs and has a Diploma of Horticulture. Sen and Vyras operate a medium scale glasshouse operation on soil and only grow high quality produce for the top end markets.

Vryas Thac - Vryas has rejoined the family farm full time and committed him to the farms future through horticultural training, innovative thinking and hard work. He has set himself the task of helping his father Sen to conquer their challenging soil, improve their production infrastructure and achieve the longer term goals of presence in the market that his father has cherished for 20 years. He is researching all technical options that can make their business more productive and profitable in its output of top quality produce for discerning markets. This includes close observation and travel to international farming regions of excellence.

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Phoung Vo – Phoung is a highly experienced and skilful grower. He specialises in capsicums and eggplants. Over recent years has put a lot of emphasis on soil and plant management with outstanding successes. The improvement of his soil with compost and natural fertilisers has allowed a big reduction in synthetic fertilisers and an increase in plant spacing, with overall improved soil and plant health and higher yields of quality fruit. His outstanding results have seen his farm become a benchmark for other growers and industry observers and his produce is highly sought after. Phoung is a highly skilled farmer and has a Diploma of Horticulture.

Van Nguyen – Van has farmed in Virginia for over 20 years. He has grown premium tomatoes (“old style”) for the eastern state markets almost since he began. He also grows capsicums or cucumbers to provide some crop rotations to assist soil health. He minimises chemical use (fertilisers and pesticides) by only applying them when required. He stresses that the quality is the main thing and good growers know this, but consumers rarely get the chance to see what they are missing. His produce is in high demand especially his “old style tomatoes” which have an amazing taste. Van has a Diploma of Horticulture and is committed to growing his skills.

Giang Tu- Giang came to Australia around 20 years ago and has steadily built up his glasshouse operation from around 16 originally to nearly 100 now. Giang specializes in capsicums and cucumbers and puts a lot of emphasis on improving his soil with compost and reducing chemical inputs based on soil test results. He has watched these changes make a big difference to plant health and reduce disease levels, with savings on fertilizers enabled by healthier, more efficient plant roots. Giang has a Diploma of Horticulture and is committed to building business capacity and the quality of his produce. Giang is a committed grower with a strong understanding and ability to produce superior produce.

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7.9.1 Collaborative and partnership arrangements facilitate a sustainable and robust horticultural industry

Observations

In addition to legislative approaches to supporting the industry, there are a myriad of other opportunities that are supportive and non-legislative in nature. Educational and training partnership between government, non-government and private growers is one of these opportunities.

For example, in Milwaukee, USA, not-for-profit Growing Power Inc establishes such partnerships and provides opportunities for struggling youths to gain training and employment within peri-urban agricultural regions – learning new life skills and providing accessible labour. Model and best practice horticultural farms that showcase best practice techniques can also be collaborative arrangements between growers, and supported by government or industry.

Commercial clustering is one type of collaboration whereby alliances between small groups of companies network to achieve aims they cannot realise alone. The cluster will have a strong commercial focus and the proponent of this cluster could be an individual company but more likely an industry association/organisation.

Benefits include enabling growers to develop the critical mass to compete more effectively - through input supplies and servicing, technical aspects of production, logistics (transport, storage & distribution) and marketing.

Recommended Actions

1. Explore education and training partnerships available through TAFE, local secondary schools and other training facilities that can promote fresh food amongst youths, elevate the status of the region and provide an informed employment base.

2. Establish a demonstration farm(s) that can incorporate a range of activities relevant to the long-term sustainability of the industry including methods of stormwater capture, storage and reuses, alternative soil conditioning, advanced high-tech growing techniques and experimental crop types (specifically to fill niche markets locally, nationally and internationally).

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3. Provide a local training centre / centre for excellence that facilitates ‘hands on’ collaboration with local industry, research and development.

4. Develop a demonstration project to showcase best practice industry approaches and techniques. The demonstration project should be a collaborative one that nurtures and supports local growers and industry stakeholders involved in the project.

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8 PLANNING AHEAD – THE PRIORITIES AND WHO IS RESPONSIBLE?

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8.1 REPRESENTATION

Recommendation Priority Responsibility for Initiation

Conduct a review of representative organisations within the region to better clarify their role, status and effectiveness of their representation (through consultation with growers).

H Regional Development Australia (Barossa) through the VNAP Horticulture Framework Steering Committee)

Strengthen existing (or create new) representative bodies to ensure meaningful, accessible and effective representation that is supported by members. This body will need to be resourced, and work closely with local government, PIRSA and the NRM Board to ensure that their role and efforts are coordinated and consistent with other state, local and regional goals, policies and projects. � What should the make up of the body look like? � What is the best way to engage growers and organisations

to be actively involved in the representative body? � How can appropriately broad representation be ensured? � Where do resources come from? � What is the best way to engage growers and organisations

in the representative body? � What does “balanced” representation mean and what

does it look like? � How can appropriately broad representation be ensured? � What should be the structure? � What structures can support the technical, policy, legal,

and operational aspects of the body’s roles? � What structures can support (and not stifle) innovation? � What are the core roles of the group? � To what extent does the representative group need to

support different horticultural industry’s or sectors differently?

� How should local and state government be involved in the representative body?

� What types of arrangements may allow for both an initial government role, and then a possible transition to a private sector leadership?

H VNAP Steering Committee

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8.2 TRAINING AND INFORMATION

Recommendation Priority Who is Responsible for Initiation?

Develop an overall training plan for the region that identifies key knowledge gaps, appropriate modes of learning suitable for the target participants, priorities, resources and responsibilities for delivery.

H VNAP Representative Body

Provide training about the ‘ins and outs’ of getting produce to market and techniques for securing a higher return, including the need to understand: � sorting � packing � quality control � marketing � collaborations and relationship building (with buyers and

markets) � long-term business strategy (rather than ‘best price for

today’).

M/L VNAP Representative Body

Ensure that content and method of delivery not only builds knowledge but also creating and maintaining relationships and collaborative opportunities.


Ensure that training is provided locally, and is interactive and relevant to the diversity of growers’ needs (with a focus on “hands on” training rather than “classroom” learning).


The toolkit should be relevant to culture, language, cropping systems, existing level of knowledge/competency (and may need to be developed in a number of differing ways and in collaboration with the various representative bodies).


Promote the training opportunities through a variety of communication methods – representative bodies, information in local horticultural suppliers, on pin up boards in local shops, cafes and post office.


Develop a Purchasers Toolkit that provides information to potential purchasers and/or prior to the development of new crops. The toolkit could provide information such as: � realistic and verifiable costs and returns for growing the

proposed crop � discount factors (such as 1-year-in-10 chance of crop

failure) � predicted climate changes implications � interest rate implications � importance of financial safeguards � importance of market ‘homework’ (for example,

understanding of what is happening with the proposed crop elsewhere in the VNAP, interstate and overseas)

� new technology relevant to the crop.

L VNAP Representative Body

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8.3 SUSTAINABLE LAND MANAGEMENT


Promote improved horticultural production methods through supporting and profiling champion growers in the VNAP.


That economic incentives be investigated in greater depth as a means for encouraging greater levels of compliance.

H Playford, Mallala Councils

That infrastructure or systems for the disposal of recyclable and other waste from horticultural properties be located where growers will willingly use them and take responsibility for disposal of the waste they generate.

M Playford, Mallala Councils

Given the low level of adoption of innovative practices in the VNAP, consider using the ADOPT software to assist in the decision making process about what sorts of land management innovations are most appropriate to the VNAP growers. This software would be extremely useful for grower representative bodies, the NRM Board, etc. and provide the impetus for more effective uptake of new ideas and technology.

M/L AMLRNRM Board

Develop specific programs covering the wide range of grower skills in the VNAP related to soil management and pest and disease control. The focus should be on the smaller greenhouse growers.


Initiate medium-term extensions to training programs to ensure that growers are aware of the best practices and understand how to implement them on their properties.


That relevant authorities partner to consider the issues of land management and methods for encouraging improved management, endeavouring to develop a culture of grower responsibility for waste management.

M/L AMLRNRM Board

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8.4 ECONOMIC RETURNS AND CONTRIBUTIONS


Support development of a local packing and storage facility, promote its use amongst growers, and offer incentives for its use.


Develop a clear picture of cost of production and contribution to economy so that it can be used in seeking funding opportunities.

H Regional Development Australia (Barossa)

Partner with local residential developers to encourage support for localised food purchase (including opportunities for marketing residential growth within and near the VNAP as offering ‘unmatched’ access to fresh, clean and green produce).

H Playford and Mallala Councils

Investigate creation of ‘greenhouse precincts’ and allow limited subdivision to 2.5 hectares in areas already displaying significant fragmentation of land parcels, proximity to centres and likelihood of efficiency gains. This is seen as a viable unit size for small-to-medium scale greenhouses that are likely to be attracted to the cluster but this assumes that this unit would not provide for a dwelling.


Greenhouse clustering should occur in a location: � which is in close proximity to the labour and living

opportunities � which will significantly improve changes of increasing levels

of necessary infrastructure � which is in close proximity to transport (primarily freight) � which is in close proximity to packing and sorting facilities � which is in close proximity to a district centre � where existing patterns of land fragmentation are already

displayed (ie where land is already significantly subdivided) � where there are minimal large allotments in between

existing parcels of fragmented land


Initiate regional cluster development to ensure that regional infrastructure and industry institutions are well aligned (Local Government/RDA).


Industry associations (e.g. Grow SA) to encourage development of commercial clusters.


Amend to Development Plan policy so to support clustering of industry and promote intensive greenhouse uses in appropriate locations.


Encourage the private sector to co-invest in critical infrastructure provision.

M Playford and Mallala Councils

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8.5 NATURAL RESOURCE MANAGEMENT


Develop a climate change adaptation toolkit that focuses on improving growers understanding of the risks of climate change, and improves their capacity to adapt.

H AMLRNRM Board

Industry collaboration for improved waste management guidelines.


That a collaborative pilot project be initiated to explore the use of captured stormwater, treatment and reuse on green-house sites. Ideally this should be located in proximity to the ‘green-house clusters’ to ensure potential for a collaborative approach and distribution of benefit amongst clustered greenhouses.


Support ongoing research and investigations into improvement of leaky wells which has been identified as a significant problem for growers.

M

Promote and support improved management of soils through training and best practice model farms. Improved practices may include leeching, crop rotation and use of organic soil conditioners.

M VNAP Representative Body

Promote the benefits and learnings of taller greenhouse structures amongst growers as one way of adapting to climate change. Taller structures provide greater opportunity for air circulation and minimise risk of heat damage.

M AMLRNRM Board

That state agencies commit to work with the industry to improve the management of imports of plant material into the VNAP that poses a potential biosecurity risk to the local industries.

M PIRSA

That improved agricultural methods and suited crop types that reduce the biosecurity risk are promoted through industry representative bodies, state agencies and champion growers.

M AMLRNRM Board

Elevate awareness of the issue of biosecurity amongst farmers and visitors to the region.

M AMLRNRM Board

Promote careful management through training and best practice model farms of soils and irrigation practices to minimise potential impacts of salinity on some crops. These strategies may include improved: � irrigation scheduling � irrigation timing � irrigation method s � mulching of plants � irrigation of seedlings � maintenance of soil structure.

M/L AMLRNRM Board

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8.6 BRANDING, PROFILING AND MARKETING


Build upon the strengths of the SA Grown brand but recognise that marketing needs to single out and build upon the characteristics of the VNAP region (rather than the generic ‘SA’ brand). This may require development of a new, unique VNAP brand.


Consider alternatives for creating a brand ‘linked to place’ that builds upon the strengths and localism offered by the VNAP region.


Investigate industry funding opportunities (existing levy arrangements or PIFS scheme) to assist the resourcing of “collective” activities such as branding and marketing.


Build a range of compelling stories that are attractive to the increasing numbers of food consumers who want to know more about where the products come from, the journey that the products have taken from the farm gate to the table, and that the growers themselves will directly benefit from the sale.


Use these stories in a range of promotional and branding activities – websites, print media, interviews, point of sale, in sales negotiations.


Learn from successful marketing and profiling activities that have been built around other SA food cultures/landscapes such as Italians (Southern Vales - association with wine, pasta, tomatoes), German (Hahndorf, Adelaide Hills - Beerenberg jam, wine, mettwurst); Kangaroo Island (green, organic).


Promote growers stories amongst growers – spread the word, help growers understand how to use the stories to their advantage.


Inform consumers about the local, fresh, “green” produce and the growers stories – at the checkout and in the media.


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8.7 INFRASTRUCTURE


Identify future requirements based on anticipated increased number of growers in particular clusters.

M Regional Development Australia (Barossa)

Present well justified business cases to state agencies, highlighting the value of the VNAP region to the State economy, and the benefit of improved resource allocation and new infrastructure investment (such as expansion of recycled waste-water schemes).


By 2018 SA Water will take over the distribution of reclaimed water from WRSV to growers. This presents an opportunity to explore alternatives to the “take or pay” clause that is unpopular amongst some growers.

M SA Water

Continue to support further research and investigations into stormwater capture reuse and harvest associated with increasing urban development in the region, and ways in which this water could be used economically and equitably by growers.

M/L Playford and Mallala Councils

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8.8 LAND USE PLANNING POLICY AND BUILDING CODE


The Development Plan’s Strategic Setting Statement (recognising limitations of use in assessment) should be utilised to establish the vision for horticulture within the VNAP.

H

Provide a clear vision for the VNAP horticultural area (Adelaide’s Food Bowl) that is replicated in both the City of Playford and District Council of Mallala’s Development Plan.


All Development Plan zones within VNAP should include Desired Character Statements that reflect the shared vision.


Future Development Plan policy should be flexible and adaptable to respond to changes to the industry.


Provide greater guidance regarding protective structures (such as greenhouses) with respect to appropriate siting, appearance and management of stormwater within Development Plan policy.


Initiate a joint task-force between the City of Playford, District Council of Mallala and Department of Planning, Transport and Infrastructure to consider the issues relevant to building compliance within the VNAP horticultural area.


Ensure future Development Plan policy requires a shared responsibility for managing the interface between horticultural and residential land uses rather than relying on the industry to provide buffers and limit activities in close proximity to residential development.


Publish information (in several languages) for distribution throughout the nearby VNAP communities that describes the vision for the industry, the reasons why there is a strong desire to support the industry and what this means for residents and businesses. It should describe that there needs to be a shared approach to managing interface issues, and that some tolerance is required by residents choosing to live in a horticultural region. This action should be replicated every several years as communities change over time.


Similarly, the industry should be informed that there needs to be a shared approach to managing interface issues, and that as part of this the industry should commit to a culture of continuous improvement of horticultural activities – specifically within close proximity to sensitive land uses.


Land division for the purpose of residential development within the VNAP horticultural area is completely at odds with the future needs of the industry and should not be supported. Hence, land division should be non-complying – other than in the proposed new cluster precincts – so to limit further fragmentation of land holdings (particularly within south of the Gawler River and within the Mallala Horticulture Zone).


Policy regarding allotment sizing should secure the long-term H Playford and

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interests of the industry and be consistent between Development Plans.

Mallala Councils

Support land uses that complement the horticultural industry, including produce packing sheds, heating and cooling, water storage, transport associated with horticultural uses, shedding, storage, processing facilities associated with horticulture, education and training facilities, and demonstration farms.


Future amendments to Development Plan policy through Development Plan Amendments (DPA) should be developed and jointly undertaken by Mallala DC and City of Playford, with investigations to include the consideration of relevant uses, clustering and built form considerations as per the recommendations.


Uses such as horse-keeping and other animal keeping must be well managed to avoid compromising future land productivity or capability for horticultural pursuits.


Lobby for additional clarification regarding the application of the Building Code of Australia with respect to the assessment of structures that provide protection to horticulture and their appropriate classification.


Establish a baseline for levels of acceptability for greenhouse building compliance within the horticultural area.


Build relationships with property owners to inform them of compliance requirements and to work collaboratively with them to ensure the structures on every site appropriate manage stormwater, provide safe access and are structurally sufficient.


Improve information available to the industry regarding building compliance and publish in a number of languages (including the development of a Growers Toolkit that provides information regarding gaining approvals and abiding to regulations).


Provide appropriate information (available in a number of suited languages) to potential greenhouse operators about the requirements to comply with the building code. This information should be easily available within the VNAP region – in key horticultural suppliers (such as Muir and Sons), in the local post office or general store. Council should be proactive in distributing the information within the community, rather than only providing it when an application is before them.


Ensure envisaged uses are protected as a ‘right’ and do not require unreasonable consultation or procedural requirements.


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8.9 COLLABORATION


Explore education and training partnerships available through TAFE, local secondary schools and other training facilities that can promote fresh food amongst youths, elevate the status of the region and provide an informed employment base.


Establish a demonstration farm(s) that can incorporate a range of activities relevant to the long-term sustainability of the industry including methods of stormwater capture, storage and reuses, alternative soil conditioning, advanced high-tech growing techniques and experimental crop types (specifically to fill niche markets locally, nationally and internationally). Ideally the demonstration projects should be collaborative ones that nurtures and supports local growers and industry stakeholders involved in the project.


Provide a local training centre / centre for excellence that facilitates ‘hands on’ collaboration with local industry, research and development. This may be part of the demonstration farm.

L VNAP Representative Body

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9 CONCLUSION

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[to be added]

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15. CONFIDENTIAL ITEMS

MONDAY, 27 MAY 2013 Items:

15.1 Development Assessment Panel – Appointment of Independent Members -Confidential


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