how you can contact us 22 · management & use of council’s open space facilities. annual...

Mayor’s Message 1

Tatiara District Council Area 2

Strategic Framework 3

Council Vision 4

Goals and 4 Year Actions

Strategic Objective 1: A Safe and Connected Community 5

Strategic Objective 2: Infrastructure & Assets 7

Strategic Objective 3: Economic Development 9

Strategic Objective 4: Natural Environment & Sustainable Living 11

Strategic Objective 5: Governance & Leadership 13

Strategic Resource Plan 2016/17 to 2019/20 15

How You Can Contribute 21

How You Can Contact Us 22

Contents Page

1

As the custodian of community resources, the Council must

seek to engage, understand and work with, and on behalf

of, its people to improve community well-being.

People live, work and recreate in the Tatiara to take

advantage of our region’s special qualities – it offers the

best rural living in a setting where residents and visitors can

enjoy clean air, open spaces and natural beauty. Residents

and business owners are typically aspirational and are

acutely aware of the need to nurture what is unique.

The culture of the District is heavily influenced by its rural

past and Council looks to ensuring that farming remains a

strong part of the future.

Social networks are often based around sporting or

recreational pursuits or special interests such as the arts,

biodiversity conservation and sustainable living. There is a

mix of new and long term residents, with diverse views and

varied expectations of Council in the District.

Through our community engagement process to develop

this plan, we know the things that our community values,

the things that they are concerned about and the

opportunities that they see.

We know that our community want us to embrace the future

and do our best to build prosperity, community wellbeing

and resilience.

This Strategic Plan introduces a new planning framework

and associated planning processes. The underlying

planning framework is that there is a clear line of sight from

this high level strategic plan and vision for the District down

to the day to day operations of Council. The framework

includes the long-term vision, objectives and strategies

contained within this document.

There is much to be proud about and many reasons to be

confident that our region will build on its strengths and

attributes to become one of the most liveable places

Cr Graham Excell

Mayor

E: [email protected]

M: 0428 534 096

Mayor’s Message

Mayor Graham Excell

Councillors David Edwards

E: [email protected]

M: 0413 601 283

Liz Goossens E: [email protected]

M: 0448 292 821

Miles Hannemann E: [email protected]

M: 0429 952 327

Jamie Jackson E: [email protected]

M: 0427 799 504

Ken McInerney E: [email protected]

M: 0407 793 938

Robert Mock (Deputy Mayor) E: [email protected]

M: 0429 944 213

Mark Murphy E: [email protected]

M: 0408 055 025

Maureen Oliver E: [email protected]

M: 0428 164 691

Diana Penniment E: [email protected]

M: 0419 546 037

mailto:[email protected]










2

Tatiara District Council Area

Region’s History

The Tatiara area has been occupied since

1845 by pastoralists holding occupational

licences and then, after 1851, by pastoral

leases. The first wheat farmers in the upper

South East settled in the area in 1872. The

fertile soil, reliable rainfall and good quality

underground water have enhanced the

production of cereal crops, vines, vegetables,

lucerne and other small seeds, as well as

sheep and cattle breeding. Industries are

based on primary production and the district

has a major export abattoirs, seed processing

and oat milling plants.

The District sits across several highways and

main roads with Dukes Highway/Western

Highway to Adelaide and Melbourne; Riddoch

Highway and Rowney Road servicing the lower

South East and Ngarkat Highway providing

access to the Riverland. As a result of this road

network, the district is the hub of a significant

transport industry.

The name “Tatiara” is derived from an

aboriginal word meaning “good country” and

the district is a truly great place in which to live,

work, invest and visit.

Region’s Profile

According to the 2011 Census, in August

2011 the Tatiara District Council had an

estimated resident population of

approximately 6,556 people and is one of the

largest Local Government areas in South

Australia (6,527 square kilometres). The

Council is part of the Limestone Coast and is

situated in the Upper Southeast region of

South Australia. It has two main service

centres, these being Bordertown and Keith,

and three smaller townships of Mundulla,

Padthaway and Wolseley.

The Tatiara District is becoming an

increasingly broad multicultural community,

where the people are entirely unique, they are

friendly and welcoming despite many of the

challenges and hardship that define their past

and present. The Tatiara Region provides

visitors, tourists and residents with an

opportunity to explore the world in one unique

location, where the cross fertilization of

residents and new people has led to the

discovery of new places – new social,

environmental and cultural places of

appreciation

3

Strategic Framework The Strategic Plan is a high level planning document which is supported by a number

of other plans. Together these plans form the Council’s strategic planning framework.

This framework can be seen in the following diagram. The Strategic High Aspirations

Sustainable Actions Plan will provide the focus for Council’s service deliver over the

next four years while aspiring towards a longer term vision.

4

Council’s Vision for the District is:

“Shaping a sustainable future by realising the potential of our

people and region”

To achieve this we have prepared the Strategic Plan with an emphasis on our community, community

assets, environment, economy and governance. The goals that are central to achieve this are:

The following pages outline the strategies and actions relating to the Strategic Plan’s 4 year goals. For

each of the five goals, it includes the following:

A brief description and context for the goal;

A number of key theme topics;

The Strategic objective for each theme topic;

A number of actions to contribute to the objective; and

Further information on the key services that Council is currently delivering and will continue to

improve.

Prioritisation and resourcing of the actions occurs in the planning and development of the Annual

Business Plan.

Council Vision

1. A Safe and Connected Community

2. Infrastructure & Assets

3. Economic Sustainability

4. Environmental Sustainability

5. Governance & Leadership

5

Community Participation

Create opportunities for the community to

participate in programs and activities to

connect, engage and collaborate.

The Council area has established communities

that provide support and social engagement

with a strong tradition of volunteering. These

volunteers are crucial to the ongoing

management of activities and community

events, facilities and projects. Continuing

support from Council is a high priority and will

maximise the potential to build our

community’s capacity.

Services, Programs & Infrastructure

The community will have access to a range of

services and programs delivered in a

coordinated and collaborative manner, and in

partnership with agencies and service

providers.

Wherever, Council builds partnerships with

service providers to deliver services, programs

and infrastructure for a diverse community.

This important goal will continue to plan,

collaborate and investigate opportunities to

enhance services and programs in response to

changing policy and funding decisions.

Culture, Arts & Heritage

Council has a strong foundation for promoting,

supporting and celebrating culture, arts and

heritage across the Tatiara.

The Tatiara has a vibrant arts community and

a culture that supports, promotes and delivers

cultural activities, arts and heritage across the

region. This strong and growing network has

been successful in securing a funding

partnership with Country Arts SA, which has a

significant impact on the delivery of local and

regional arts and community development

projects and activities. Council will continue to

support the growth of cultural networks by

facilitating events, providing networking

opportunities and promoting achievements.

Lifelong Learning

The Tatiara community will have the

opportunity to participate in activities that

promote and enhance lifelong learning within

Council’s community centres, libraries and

facilities.

Lifelong learning has become an integral part

of our community. The aim is to ensure that

learning opportunities are available at

different times and places, are flexible and

diverse to meet the needs of the community

and are available throughout life. Council will

continue to provide support and promote

accessible community centres and libraries in

engaging all levels of the community to extend

and enhance their knowledge of and

experience with digital learning and

communication.

1. A Safe & Connected Community

7

Objective: 1.1 Provide innovative and effective community services.

No. Strategy No. Activity Timeframe

1.1.1.

Build community capacity & participation

in community services, culture &

recreation.

1.1.1.1.

Acknowledge the contribution made by community members through their individual

areas of excellence, through appropriate avenues such as Australia Day Awards,

Volunteer of the Year, ANZAC Day celebrations & other events.

Annual

1.1.2. Create a safe community environment.

1.1.2.1.

Participate in & promote community safety & wellbeing through a number of forums (e.g.

Road Safety initiatives, Cybersafety, Drug & Suicide Prevention, & Dry Zone Regulation).

Annual

1.1.2.2.

Promote & support recreational & cultural activities that encourage community

participation (e.g. libraries, cinemas, men’s sheds, walking trails, recreation & sporting

venues).

Annual

1.1.3. Contribute to building a vibrant & diverse

community.

1.1.3.1.

Encourage & facilitate, where appropriate, a range of flexible, diverse & affordable

housing options (e.g. retirement villages & independent living units).

Annual

1.1.3.2. Further expand the opportunities for members of multi-cultural communities to gather

together through Council programs to support their sense of belonging & participation. Annual

1.1.3.3. Create opportunities for all regional stakeholders to contribute to the district's

promotion, growth & enhancement as part of community engagement. Annual

Objective: 1.2. Provide community leadership through accessible, open & consultative government.


1.2.1.

Health & social wellbeing services in the

Tatiara meets regional community needs.

1.2.1.1. Implement the recommendations / actions of Council’s Regional Health Plan. Annual

1.2.1.2. Facilitate the development of health services by building a close working relationship

with the region’s hospitals, medical centres & health services. Annual

1.2.1.3. Advocate support for a Health Hub in Bordertown, Keith and Padthaway. Annual

1.2.2.

Develop & implement a range of

communication strategies to strengthen

relationships between Council &

community groups.

1.2.2.1.

Identify & implement communication strategies (e.g. online social media, group

presentations etc.) that improve engagement with all segments of our community (e.g.

youth, aged, migrant communities).

Annual

Objective: 1.3.Develop and support sport, recreation and community activities to promote healthy lifestyles and community wellbeing.


1.3.1.

Promote community health and well-

being through the provision of recreation

space, facilities & programs.

1.3.1.1. Implement the recommendations of the Parks & Gardens Master plan to enhance the

management & use of Council’s open space facilities.

Annual

1.3.1.2. Optimise recreation opportunities by co-locating, where viable, sports facilities with

community / family recreation places / space. Annual

1.3.2.

Promote the Region’s library services as

an information resource that is

accessible & responsive to community

need.

1.3.2.1. Consolidate Tatiara Libraries planning under a Libraries Strategy Group.

Annual

1.3.2.2. Implement the Tatiara Libraries Forward Plan to establish a cooperative & collaborative

relationship between Bordertown Library & Keith Community Library. Annual

1.3.2.3. Identify opportunities to engage with the community, funding bodies & other agencies to

support library & community development programs, activities & services. Annual

1.3.3 Collaborate with Country Arts SA to

deliver a Regional Arts and Culture Plan. 1.3.2.4

Collaborate with Country Arts SA to compliment & implement the Tatiara Arts & Culture

Plan 2016-19. Annual

8

Community Planning

Community needs are addressed through planning

for the provision of infrastructure, accommodation,

community facilities, programs and services.

Council’s changing population brings both

challenges and opportunities. Council engages

with the community, funding bodies, service

providers and volunteers to plan services that

address the changing needs of the community,

including older people, young people, families and

children.

Facilities & Built Form

Council is committed to providing well used and

maintained facilities that provide a community

focus.

Public spaces and facilities provide the focus for

community involvement and activities. Council

recognises the importance of these facilities,

specifically community centres and halls for

community interactions and will continue to plan

and maintain facilities with regard to community

needs.

Landscape Character and Activity Centres

Council is committed to the conservation and

enhancement of the District character to maintain

the combination of a rural landscape, scenic beauty,

natural character and iconic villages.

The Tatiara landscape is a mosaic of primary

production areas, native vegetation, waterways and

built form. This character attracts tourists to the

region and provides a desirable lifestyle. The

community has exhibited a desire to preserve the

landscape character and its associated benefits

through the retention of primary production land,

conservation of biodiversity and preservation of built

heritage. The challenge for Council and community

is to ensure a balance of competing land uses and

in doing so prioritise its effort, resources and

finances.

2. Infrastructure & Assets

9

Objective: 2.1 Plan for & provide infrastructure appropriate to the community’s needs.


2.1.1 Prudently review & manage

Council’s AMPs with its LTFP.

2.1.1.1.

Complete the development of Asset Management Plans for Council’s core asset groups to

ensure there are sufficient funds in the long term to renew infrastructure that is vital to

Council’s service delivery.

2016/17

2.1.1.2. Review & update Asset Management Plans (AMPs) on a regular basis & define condition,

service & performance standards for each asset class. Annual

2.1.1.3. Deliver works to develop & maintain Council’s physical assets for long-term sustainability,

amenity & safety. Annual

2.1.1.4. Continue to look for opportunities to rationalise & dispose of surplus assets in order to reduce

long-term operating & capital costs. Annual

2.1.2 Improve the safety of the

community.

2.1.2.1

Review & improve lighting provided to public facilities, roads & open spaces to improve public

safety.

Annual

2.1.2.2. Provide & promote walking & cycling trails for the health & wellbeing for recreation &

commuter use. Annual

2.1.3 Improve telecommunication for

both residents & local business..

2.1.3.1.

To work in conjunction with state & federal government departments to provide internet

(mobile BB) & mobile phone coverage to black spots within the district.

Annual

2.1.4

.

Maintain & manage Council

owned & managed land to

improve the amenity &

functionality of the area.

2.1.4.1.

Plan & develop the Old Shell Depot in Bordertown & the Railway lands in Keith for "tourist"

parking of larger vehicles & so that heritage information, arts & vegetation can be established

to "beautify" the area.

2017/18

2.1.4.2. Undergrounding of power, development/improvement of parking & the improved amenity of

parks (i.e. along Heritage Street, Keith; Padthaway). 2017/18

10

Economic Development

Council is committed to facilitating and

advocating for a strong, diverse and sustainable

economy.

Our community can be strengthened by an

economy which builds on its strengths. Further

development of the District’s economy will be

based on an economic development strategy

which understands external pressures, and

employs practical economic development

methods.

An important objective is to prepare an

Economic Development Strategy to establish

the Council’s role, function and key activities in

respect to supporting economic activity within

the District.

Sustainable Agriculture

Agriculture is the traditional economic strength

of the Tatiara.

To allow agriculture to remain as a productive

sector, which value adds its product and

supports the Council’s population, productive

farm land must be protected from local and

international impacts and preserved from the

incursion of other competing uses.

Tourism

Council is committed to a well-promoted,

innovative and sustainable tourism industry

which complements our rural setting.

Tourism could become one of the Region’s key

economic areas. Proximity to the Dukes

Highway and Riddoch Highway provides a solid

basis for “day tourists”, and the areas natural

and rural scenery, and a growing calendar of

events is an attraction for visitors and the local

population.

A key objective is to identify a model through

which Council can make the most effective use

of available resources to encourage, promote

and support tourism in the District. This

includes identifying options for branding,

marketing and promoting the Tatiara Tourism

Offer.

3. Economic Development

11

Objective: 3.1 Create an environment which encourages new & existing businesses to achieve their aspirations for growth.


3.1.1.

To have a strong & prosperous

economy built on diversifying our

established industries, businesses

& enterprises & attracting new

industries & investors.

3.1.1.1. Develop & implement an Economic Development Strategy. 2016/17

3.1.1.2.

Develop & implement a strategy to foster economic development & tourism, which includes

partnering with Government bodies (like the RDA) to seek out & attract potential new

industries.

2016/17

3.1.1.3.

Work in partnership with the business community in the development & promotion of

business growth & employment opportunities, which includes Council visiting Tatiara

businesses annually.

Annual

3.1.1.4. Maintenance & data updates of the Tatiara Community Profile on its website, which can be

accessed by community groups, investors, business, students & the general public Annual

3.1.1.5.

Advocate to Government, in conjunction with the RDA and industry, to ensure that the

supply of energy to the region caters for current & future demand levels (e.g. cold storage,

bio-energy).

Annual

3.1.1.6.

Embrace technology as a key enabler of economic development & social networking by

advocating for appropriate Information Communication Technology (ICT) infrastructure to

support industry, business & the community. (e.g. mobile phone coverage).

Annual

3.1.1.7.

Coordinate long term strategic land use planning & infrastructure that assists economic

development across the Tatiara with particular emphasis on the retail & commercial

precincts, such as the Bordertown & Keith Industrial Estates, & the development of new

homes on surplus blocks.

Annual

Objective: 3.2 Implement effective strategies to grow & retain the region's population.


3.2.1. Develop strategy to attract & retain

people in the Tatiara.

3.2.1.1

Facilitate the provision of transport services for the aged & young families by a community

bus system, encouraging local operators to provide a bus service & lobbying State/Federal

Governments for transport services.

Annual

Objective: 3.3 To support and encourage a sustainable, innovative and resilient tourism sector.


3.3.1. To have a vibrant & growing

tourism industry.

3.3.1.1. Prepare and implement a Tourism & Marketing Plan for the region. 2016/17

3.3.1.2. Identify models through which Council can make the most effective use of available

resources to encourage, promote & support tourism in the District. 2016/17

3.3.1.3. Support & work with local & regional tourism groups, including the Tatiara Business

Association. Annual

3.3.1.4. Support, facilitate & promote major & unique events to regional & wider audiences. Annual

3.3.1.5. Identify ways to functionally & promotionally link accommodation activities with tourism

attractions, tourism businesses, farms & other rural activities. Annually

3.3.1.6. Encourage the community to be involved in preserving & promoting the history of their town

& the region. Annual

3.3.1.7. Developing the Bob Hawke Galley as a major regional tourism attraction through a

partnership with the Bob Hawke Ministerial Museum, University of SA. 2016/17

12

Natural Systems

The natural environment of the Tatiara is greatly

valued by the local community and visitors.

Conservation of biodiversity, protection of the

watershed and the impacts of climate change

are key concerns. Council has a responsibility to

manage biodiversity and stormwater on land

owned or under its care and control and

regulate water polluting activities. Important

partnership opportunities exist with State

Government and other organisations to achieve

region-wide environmental objectives.

Climate Change & Energy Use

Our community and Council are well informed

and participate in climate change adaptation,

energy efficiency measures and is continuing to

reduce its greenhouse gas emissions.

Council has installed solar PV panels on a

number of its buildings and will continue to

reduce its carbon footprint and contribute

towards climate change mitigation. A regional

approach to climate change adaptation will

provide information to Council and the

community about local implications.

A key objective is for Council to take a role

model approach and develop an ongoing

corporate greenhouse gas reduction program

for Council facilities and operations based on

previous energy audits and matched to

available funding.

Waste Management

Council key objective is to manage waste

through increased diversion from landfill and re-

use options.

Sustainable action is a key for Council and the

community. Council is leading by example in

reducing waste from its facilities, services,

activities and programs. Council is committed to

reducing waste to landfill through the continual

provision of collection and recycling services

and facilities.

4. Natural Environment & Sustainable Living

13

Objective: 4.1 Protect & enhance the natural landscape, urban treescapes & waterways.


4.1.1. Support a clean, green & healthy

environment.

4.1.1.1.

Promote sustainability & conservation of Council’s bushland & waterway reserves through

information, education & public events (e.g. Clean Up Australia Day).

Annual

4.1.1.2. Investigate projects to preserve & enhance areas of remnant vegetation or significant native

flora & fauna on public & private land. Annual

4.1.1.3. Support community based climate change & sustainability initiatives. Annual

Objective: 4.2 Support our community to experience & appreciate a healthy, diverse & exciting natural environment.


4.2.1.

Maintain Council’s commitment to

the Coorong & Tatiara Local Action

Plan (LAP) Committee & staff.

4.2.1.1. To achieve a better informed community on key NRM issues and actions to help protect &

enhance biodiversity across our region.

Annual

Objective: 4.3 Establish Council leadership as a sustainability & environment steward.


4.3.1.

To reduce impact of Council’s

activities & provide leadership in

sustainability by demonstrating

best practice.

4.3.1.1.

Assess the potential impacts of Climate Change in relation to Council operations & services

& implement adaption strategies.

Annual

4.3.1.2. Develop a business case for the conversion of street lights to energy efficient lights. Annual

Objective: 4.4 Council will continue to develop best practice waste management strategies


4.4.1.

Ensure waste services are

managed according to a long-term

waste management strategy which

is consistent with waste

minimisation principles.

4.4.1.1. Develop a Waste Management Strategy & Plan for the District. 2016/17

4.4.1.2. Encourage & promote waste reduction, recycling & reuse through community education &

public awareness programs. Annual

4.4.1.3. Continue to investigate cost effective ways to manage waste & recycling within the district. Annual

14

Strategic Planning & Performance

Leadership

Our communities are confident, as a result of

strong, fair and accountable leadership.

People can become community leaders by driving

community initiatives, advocating for a cause,

coordinating community groups or by being an

elected representative. The community wants

leaders to act in a way that encourages

collaboration and cooperation for the good of the

broader community, while being accountable to the

communities and organisations they represent. In

the role as the peak District governance body, the

Council must ensure the community has confidence

in the integrity of its leadership and decision making

processes.

In meeting its legislative, regulatory and good

governance responsibilities and obligations, an

important leadership objective is to undertake an

ongoing review of Council’s overall governance

structure and explore opportunities to enhance the

decision making processes at all levels of the

organisation, including:

Elector representation;

The role and function of committees and

advisory groups;

Community access, including via technology;

Meeting procedures, agendas and minutes;

Community forums; and

Policies and associated procedures.

Managing Risk & Responsibility

Council is committed to creating a stable, sustaining

and relevant organisation.

The Council has both legislative and moral

responsibilities to mitigate risks to itself and the

community. This goal must be balanced with a

proactive approach by the Council which takes place

in accordance with contemporary business practice.

Community Engagement

Council is committed to ensuring our community is

informed, consulted and involved with Council

business and decision.

Council is responsible for allocating pooled

resources and making decisions for the entire

community. The community expects to be engaged

in making significant decisions and to be kept aware

of the ongoing operations of Council, regardless of

its scale and extent. Council must clearly define the

circumstances and situations, which the community

will be informed, consulted, involved, partnered and

empowered to ensure the community is confident in

the decisions and resource allocations made by

Council.

Council’s key objective is to create a sustainable

and high performing organisation that achieves its

goals and objectives for the benefit of current and

future generations.

Council must operate as a sustainable and

accountable organisation. This means managing

community resources now in a way that benefits

current and future members of the community.

Council’s impact on community well-being and the

environment must not only be well managed, but

also achieve positive and measurable

improvements.

Organisational Culture

Council is creating an agile, cohesive, customer

focused organisation that provides value for money.

The Council has a responsibility to build an

organisation that understands its community and

refines Council functions and priorities accordingly.

To this end, Council staff needs to be engaged, with

goals and work priorities that are aligned to strategic

objectives.

5. Governance & Leadership

15

Objective: 5.1 Provide community leadership through accessible, open & consultative government.


5.1.1.

Provide accountable, open, &

transparent communication with

the community.

5.1.1.1.

Develop a Community Engagement Framework which establishes mechanisms to inform,

consult and involve the community in Council business & decision making.

Annual

5.1.1.2. Provide information to the community via newsletters, website, local media & other

avenues.

Annual

Objective: 5.2 Maintain a clear & effective short, medium & long term planning framework.


5.2.1. Council's operations are effective,

efficient & customer focused.

5.2.1.1.

Pursue the integration & management of information, communication & technology

systems.

Annual

5.2.1.2. Continue to undertake service review processes to ensure efficient & effective service

delivery. Annual

5.2.2.

To continuously improve the health

& safety of people within our

workplace.

5.2.2.1.

Implement & monitor health, safety & injury management services to provide a safe

working environment for all workers & volunteers.

Annual

5.2.2.2. Council's WH&S performance is at or above the regional average. Annual

5.2.3. Manage risk to the Council.

5.2.3.1.

Update the Risk Management Framework, which addresses workplace health & safety,

emergency management, business continuity, financial management, public liability &

legislative accountability.

Annual

5.2.3.2. Undertake an annual legislative compliance audit, commencing with key areas of risk

identified under the Risk Management Framework. Annual

5.2.3.3. Foster improved organisational probity, practices & risk management through effective

operation of Council’s Audit Committee. Annual

5.2.3.4. Council's risk management performance is at or above the regional Local Government

average. Annual

Objective: 5.3 Ensure that Council’s plans and budgets are both responsible and sustainable.


5.3.1.

To implement prudent &

professional financial &

operational management.

5.3.1.1.

Maintain & implement prudent financial policies & practices to ensure long term financial

sustainability, including the provision of quality internal control & audit procedures.

Annual

5.3.1.2. Review the financial assumptions & planning parameters applied to the Long Term

Financial Plan to achieve long term financial sustainability. Annual

5.3.1.3. Develop & implement a comprehensive rating strategy that balances the needs of

Council with community interest. Annual

5.3.1.4. Improve service efficiency & effectiveness through regular service reviews & process

improvements. Annual

5.3.2.

Provide leadership & advocacy to

improve the financial position of

the Tatiara Council.

5.3.2.1.

Advocating for legislative change including constitutional recognition for local

government & improved funding models to lessen the reliance on rates as an income

stream.

Annual

16

Council is required by the Local Government Act

1999 to prepare a Strategic Resource Plan

covering both financial and non-financial

resources for at least the next four financial

years to support the Council plan. Council has

prepared a Strategic Resource Plan for the

years 2016/17 to 2019/20 as part of its

ongoing financial planning to assist in adopting

a budget within a longer term framework. The

Strategic Resource Plan takes the strategic

objectives and strategies as specified in the

Council Plan and expresses them in financial

terms for the next four years.

The key objective, which underlines the

development of the Strategic Resource Plan, is

financial sustainability in the medium to long

term, whilst still achieving Council's strategic

objectives as specified in the Council Plan. The

key financial objectives, which underpin the

Strategic Resource Plan, are:

Continuous improvement of service delivery

within available resources.

Effectively manage Council’s risk.

Increase capital projects funding to manage

Council’s renewal gap.

Improve the liquidity of Council.

In preparing the Strategic Resource Plan,

Council has also been mindful of the need to

comply with the following principles of sound

financial management as contained in the Local

Government Act 1999:

Prudently manage financial risks relating to

debt, assets and liabilities.

Provide reasonable stability in the level of

rate burden.

Consider the financial impacts of Council’s

decisions on future generations.

Provide full, accurate, and timely disclosure

of financial information.

The Strategic Resource Plan is reviewed

annually through detailed sensitivity analysis to

achieve the key financial objectives of the

Strategic Resource Plan. The following

strategies which underpin the Strategic

Resource Plan have been prepared for the

period 2016/17 to 2019/2020 to assist.

Council in implementing the principles of sound

financial management;

Rating Strategy.

Asset and Infrastructure Strategy.

Treasury Management Strategy.

Human Resource Management Strategy.

Financial Sustainability Analysis.

Four standard statements are presented within

this Strategic Resource Plan which relate to

income, balance sheet, cash flow and capital

works.

Key Strategic Resource Plan Outcomes

The key outcomes of the key strategic resource

plan are as follows:

Rating Strategy: Council will always attempt

to identify other sources of revenue to

alleviate any further rate increases where

possible. Modest rate increases are

forecast over the next four years.

Infrastructure Strategy: Council’s annual

renewal gap is projected to increase over

the next four years.

Debt Management Strategy: New loans to

part fund capital works are projected over

the next four years. Reduced dependence

on loans provides Council with the ability to

take out new loans to meet special project

needs or opportunities in the future.

Human Resource Strategy: No increases to

staff levels are budgeted for the term of this

plan. The organisational structure is subject

to annual review based on the current and

projected functions of the Council to be

carried out.

Financial Sustainability Strategy: The

underlying debt is projected to increase as

a result of increasing funds to fund capital

works.

Strategic Resource Plan 2016-2020

17

Finance Expenses: Finance costs represent

interest payments on loans. Council‘s

Treasury Management Policy encourages

the use of cash reserves over loan

borrowings to fund capital works and for

the management of cash flow. However,

loan borrowing have been utilised where

necessary to fund appropriate capital works

and the costs associated with the loans

factored into the operational expenses of

Council.

Depreciation, Amortisation and Impairment:

Although depreciation is not a cash

expense to Council it is an expense that

represents the wear and tear of Council‘s

asset base and which reflects the

consumption of the assets being used. All

things being equal an equivalent amount

should be spent on the renewal and

replacement of such assets.

Depreciation expense is calculated using

the straight line method with increases

occurring every 5 years to allow for the

revaluation of assets.

Employee Costs: This expenditure line

includes all expenditure relating to the

employment of Council‘s staff and includes

on-costs such as superannuation, workers

compensation insurance and accrued leave

entitlements. Any of the above costs

associated with capital works is not

included.

It has been assumed an increase in line

with the CPI will apply for the term of the

plan. It has also been assumed that staffing

levels will remain relatively static over the

10 year period.

A number of external influences have been

taken into consideration as they are likely to

impact significantly on the delivery of Council’s

services. They include:

Negotiation of new Enterprise Workplace

Agreements in 2016, with salaries to be

maintained in line with these agreements.

Rates to increase by the CPI.

Inflation is projected to increase by 3% per

annum.

Council’s Infrastructure and Asset

Management Plan is to increase annually

by the CPI.

Funds will be borrowed for Road

Construction.

Continued receipt of the Federal

Government’s Roads to Recovery Funding.

Legislative compliance including Work

Health and Safety.

18

Account Description

2016/17 Budget 2017/18 Budget 2018/19 Budget 2019/20 Budget

$ $ $ $

Inc. Exp. Inc. Exp. Inc. Exp. Inc. Exp.

10 Administration

1000 Revenue NEC (General Ops) 1,400 0 1,400 0 1,400 0 1,400 0

1020 Revenue NEC (Rates) 8,270,187 10,000 8,434,591 5,000 8,644,206 5,000 8,902,032 5,000

1050 Governance - Elected Members 500 594,477 500 603,584 500 628,193 500 610,690

1051 Governance – Other 0 272,977 0 258,964 0 262,103 0 265,610

1055 Revenue NEC (Financial Services) 2,648,006 0 2,696,284 0 2,757,621 0 2,833,065 0

1070 Revenue NEC ( Keith Office) 17,437 2,000 19,743 2,000 20,119 2,000 20,507 2,000

1080 Ss-Accounting/Finance Services 1,409,032 1,369,582 1,378,850 1,380,511 1,378,850 1,412,021 1,378,850 1,449,889

1081 Ss-Information Technology 235,839 269,094 265,616 260,196 265,616 330,622 265,616 280,366

1082 Ss-Communications 33,000 33,000 23,000 23,000 23,000 23,000 23,000 23,000

1083 Ss-Rates Administration 38,000 38,000 38,000 38,000 38,000 38,000 38,000 38,000

1085 Ss-Bordertown Occupancy 78,361 75,127 123,156 109,148 123,156 82,780 123,156 77,447

1089 Ss-Payroll/Hr. 0 8,000 0 8,000 0 8,000 0 8,000

1091 Ss-Keith Occupancy 81,860 97,576 101,736 84,536 101,736 86,496 101,736 88,761

Program Total 12,813,622 2,769,833 13,082,875 2,772,939 13,354,203 2,878,214 13,687,862 2,848,762

11 Public Order & Safety

1100 Dog Control 33,400 67,288 34,700 66,047 34,700 66,255 34,700 66,523

1110 Fire Protection 2,000 67,773 2,000 64,336 2,000 64,497 2,000 64,705

1130 Impounding Livestock 0 1,000 0 1,000 0 1,000 0 1,000

1140 Other public Order & Safety 500 57,120 500 58,161 500 58,958 500 59,967

Program Total 35,900 193,181 37,200 189,544 37,200 190,710 37,200 192,196

Strategic Resource Plan 2016-2020

19

Account Description


$ $ $ $


12 Health

1250 Health Immunisations 4,500 8,100 4,500 8,100 4,500 8,100 4,500 8,100

1260 Health Inspection 70,100 110,960 72,300 114,823 74,391 117,652 76,545 120,566

1270 Vertebrae Pests 0 0 0 1,700 0 1,700 0 1,700

1280 Noxious Insects 0 200 0 200 0 200 0 200

1290 Other Health Services 0 13,000 0 13,000 0 13,000 0 13,000

Program Total 74,600 132,260 76,800 137,823 78,891 140,652 81,045 143,566

13 Social Security & Welfare

1320 Senior Citizens 0 10,700 0 11,700 0 11,700 0 11,700

1330 Other Social Services & Welfare 51,500 189,877 52,738 195,135 54,260 196,690 55,827 198,597

Program Total 51,500 200,577 52,738 206,835 54,260 208,390 55,827 210,297

14 Health & Community Amenity

1400 Cemeteries 57,000 225,568 57,000 228,309 57,000 230,051 57,000 231,864

1411 Effluent Drainage – Bordertown 538,560 326,001 565,403 178,792 593,588 154,264 623,183 196,750

1412 Effluent Drainage - Keith 240,828 332,529 252,646 100,669 265,055 101,033 273,616 94,408

1413 Effluent Drainage - Mundulla 33,120 17,630 34,776 16,497 36,515 16,602 38,341 28,209

1414 Effluent Drainage - Wolseley 22,770 63,011 23,909 22,575 25,104 22,626 26,359 22,540

1420 Public Conveniences 0 210,084 0 208,236 0 215,540 0 219,042

1430 Sanitary & Garbage 647,280 1,006,408 684,900 974,821 714,360 1,001,889 754,620 1,029,769

1440 Street Cleaning 0 75,000 0 76,875 0 79,181 0 81,161

1450 Street Lighting 0 184,000 0 131,500 0 146,575 0 137,742

1460 Town Planning 0 66,885 0 73,296 0 71,982 0 73,481

1465 Flood Prevention 0 10,000 0 10,000 0 10,000 0 10,000

1477 Land Development 221,600 55,730 600 12,012 600 12,012 600 12,012

1485 Wolseley Water Supply 14,000 7,347 10,000 7,551 10,000 7,778 10,000 8,011

Program Total 1,775,158 2,580,193 1,629,234 2,041,132 1,702,222 2,069,532 1,783,718 2,144,989

20

Account Description


$ $ $ $


16 Sport & Recreation

1600 Halls 81,588 636,695 90,088 626,155 87,588 608,794 90,588 635,857

1610 Bordertown Library 24,132 391,774 24,000 400,585 24,050 407,112 24,100 415,248

1615 Keith Community Library 3,900 20,063 3,900 20,063 3,900 20,063 3,900 20,063

1620 National Estate 2,000 46,561 2,000 45,686 2,000 46,111 2,000 46,548

1630 Parks & Gardens 0 764,896 0 706,482 0 724,620 0 737,742

1640 Sport & Recreation 46,300 123,692 35,494 63,732 35,495 63,949 35,495 64,172

1650 Swimming Pool – Bordertown 70,955 231,189 69,155 221,375 64,200 220,197 64,200 223,447

1660 Swimming Pool – Keith 31,800 192,994 32,500 178,400 32,500 180,853 32,500 204,757

1670 Other Cultural Services 0 14,500 0 14,500 0 14,500 0 14,500

Program Total 260,675 2,422,364 257,137 2,276,978 249,733 2,286,200 252,783 2,362,335

18 Agricultural Services

1800 Land Management - Conservation 16,000 581,827 4,000 595,374 4,120 611,690 4,244 628,495

1820 Land Management – Agricultural Pests 0 1,500 0 2,500 0 2,500 0 2,500

Program Total 16,000 583,327 4,000 597,874 4,120 614,190 4,244 630,995

19 Mining, Manufacturing etc.

1900 Development Act 41,400 218,977 43,200 224,437 43,200 228,557 43,200 233,724

1920 Quarries 500,000 746,000 500,000 796,000 500,000 796,000 500,000 796,000

Program Total 541,400 964,977 543,200 1,020,437 543,200 1,024,557 543,200 1,029,724

20 Transport & Communication

2000 Construction Works (Capital) 0 3,702,925 0 3,111,082 0 3,128,884 0 3,112,096

2010 Maintenance Works 0 1,770,434 0 1,785,111 0 1,810,785 0 1,841,975

2020 Road Grants 2,189,082 0 1,442,282 0 1,283,545 0 1,300,297 0

2030 Parking 300 3,100 300 2,100 300 2,100 300 2,100

2040 Aerodrome 800 29,641 800 30,382 800 31,293 800 32,232

2050 Rural Addressing 0 0 0 0 0 0 0 0

2070 Other Transport & Comm. 0 9,223 0 11,316 0 12,430 0 13,548

Program Total 2,190,182 5,515,322 1,143,382 4,939,991 1,284,645 4,985,492 1,301,397 5,001,951

21

Account Description


$ $ $ $


21 Economic Affairs

2100 Economic Development 4,824 81,179 4,824 77,381 4,824 73,721 42,870 74,071

2110 Area Promotion 0 0 0 0 0 0 0 0

2120 Caravan Park 11,221 22,960 11,501 26,523 11,846 23,523 12,202 26,523

2150 Saleyards 7,800 2,730 8,800 2,798 8,800 2,882 8,800 2,969

2160 Tourism 10,000 68,999 0 43,078 10,000 58,466 0 43,867

Program Total 33,845 175,868 25,125 149,780 35,470 158,593 63,872 147,430

22 Other Purposes NEC

2210 Plant Operations 1,148,000 1,428,300 1,140,000 1,387,108 1,140,000 1,476,471 1,140,000 1,468,565

2220 Depot & Overhead

Expenses 673,045 1,893,240 689,329 1,870,761 703,055 1,943,770 717,061 1,950,980

2230 Vandalism 0 3,000 0 3,000 0 3,000 0 3,000

2250 Other Property & Services 58,000 88,460 56,000 91,523 56,000 91,523 56,000 91,523

2260 Other General Service 8,640 7,200 12,000 10,000 12,000 10,000 12,000 10,000

Program Total 1,887,685 3,420,200 1,897,329 3,362,391 1,911,055 3,524,764 1,925,061 3,524,068

Grand Total 19,680,567 18,958,102 18,749,019 17,695,724 19,254,999 18,081,293 19,736,208 18,236,312

Surplus / Deficit 722,465 1,053,296 1,173,706 1,499,897

Reserves – Transfers From 0 0 0 0

Reserves – Transfers To 706,009 728,318 795,854 789,709

Total – Surplus / Deficit 16,456 324,977 377,852 710,188

22

Strategic Plan 2016/17-2019/20 expresses Council’s commitment to the community.

Council however cannot achieve these aspirations alone – it needs your help! Listed

below are just some of the ways each resident within the region can contribute to

achieving these aspirations.

We look forward to everyone’s participation

and contributions as we strive to make the

Tatiara the best place to live.

Join a club. The Tatiara district has

hundreds of sporting, recreation, special

interest and social clubs. This is a great way

to connect with other people in the region

who share your interests.

Volunteer at a council-run facility or special

event. The Tatiara has an extensive

volunteer network.

Ride your bike to work or car pool with

others in your local area.

Walk your children to school.

Purchase products and services locally.

‘Go Green’ – there are many ways to reduce

your carbon footprint and save our regions

precious resources.

Get active – take advantage of one of our

areas of open space, or one of our

playgrounds.

Attend a community festival or major event.

Encourage a healthy lifestyle.

Take care on our roads.

Embrace our diverse community.

Support local artists and exhibitions.

Visit your local library.

Employ locally.

Be welcoming to visitors and tourists.

Take a local education course.

Value and respect our local heritage.

Get to know your neighbours.

Get involved in a local community project.

Be water wise.

Get involved in environmental initiatives

such as:

o Respect our community assets.

o Be a responsible pet owner.

o Report damaged council property and

assets such as footpaths, roads,

street furniture or buildings to one of

our Council offices.

How You Can Contribute

23

If you need any further assistance or information on a service or a facility listed in this

Strategic Plan, simply contact us via one of the following easy ways:

Web

The Council’s website is a great source of

information available to you 24 hours a day,

365 days a year.

Log on to the web at www.tatiara.sa.gov.au

Telephone

Pick up the phone between 8.30am and 5pm

weekdays to call us on 8752 1044. Your

questions can be answered by just dialling one

number (and, if we can’t help you, we’ll do our

best to tell you who can).

Post

Write to us at:

Tatiara District Council

PO Box 346

BORDERTOWN 5268

Fax

Send us a fax on 8752 1442

Email

Don’t forget the speed of email. Get online and

drop us an email at [email protected]

Mayor & Councillors

There’s also a hotline to the Mayor and

Councillors if that’s who you’re looking for. To

contact them directly, please refer to their

contact details on page 2.

In Person

You can always visit us for personal over-the-

counter service at any one of our two

conveniently located Customer Service Centres:

Bordertown

43 Woolshed St

Keith

34 Hender St

How You Can Contact Us

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


how you can contact us 22 · management & use of council’s open space facilities. annual...

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