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_______________________________________________________ Mid Murray Council – Annual Report 2017/18 Page 1

INDEX

ANNUAL REPORT Pages 1 - 65 APPENDIX 1

Mid Murray Council Financial Statements for the Year Ended 30 June 2018

APPENDIX 2

Murraylands & Riverland Local Government Association Annual Report 2017-2018


MAYOR’S REPORT A report from Mayor Dave Burgess has not been included in the Annual Report due to the Local Government election period

LOCATIONS

Principal Office & Administration Office:

49 Adelaide Road, Mannum, SA 5238

PO Box 28, Mannum SA 5238 Telephone: (08) 8569 0100 Facsimile: (08) 8569 1931

Email: [email protected] Website: www.mid-murray.sa.gov.au

Development & Environmental

Services:

(Development/Building/Health) Main Street, Cambrai SA 5353

Telephone: (08) 8564 6020 Facsimile: (08) 8569 1931

Morgan & Districts Community Hub

(the Morgan Hub):

Corner of Fourth & Eighth Streets, Morgan, SA 5320 Telephone: (08) 8540 0060 Facsimile: (08) 8509 1931

Open Monday to Friday 9am – 5pm Open Saturday 8am – 11am

mailto:[email protected]

http://www.mid-murray.sa.gov.au/


General Statistics

Assessments & Rates Details of the Mid Murray Council’s Assessment and Rates Information for 2017/18: Assessed capital value $2, 250,794,760.00 Valuer Valuer General

Date of last new valuation 2017 Number of rateable properties 10,353 General rate income $12 ,370,272 (includes $195,799 Rate Rebates) NRM Levy $540,257 Effluent drainage & other separate rates $1,203,583 Percentage of rateable assessments affected by the minimum rate 25.6% Rate income gained by minimum rate $762,687


MID MURRAY COUNCIL The Mid Murray Council was formed on 1 July, 1997 through the amalgamation of the District Council of Mannum, District Council of Morgan, District Council of Ridley-Truro and part of the District Council of Mount Pleasant. VISION, MISSION & VALUES


MID MURRAY AREA STATISTICS (2017/2018) (based on 2016 census data) People 8,642 Male 4,617 Female 4,020 Median age 51 Population growth rate 1.28% Families 2,273 Average children per family 1.8 All private dwellings 6,754 Average people per household 2.2 Median weekly household income $839 Median monthly mortgage repayments $1,000 Median weekly rent $175 Economy Unemployment Rate 6.5% Gross Regional Product $0.40 billion No. of Businesses 919 Major Employers by Industry Agriculture, Forestry and Fishing is the largest employer in Mid Murray Council, making up 26.4% of total employment All statistics from www.censusdata.abs.gov.au and http://profile.id.com.au/mid-murray

http://www.censusdata.abs.gov.au/

http://profile.id.com.au/mid-murray


MID MURRAY COUNCIL CONT’D Elected Members Structure Mid Murray Council is a corporate body consisting of a Mayor and nine Councillors. MAYOR Dave Burgess SHEARER WARD Cr Kelly Kuhn (Deputy Mayor) Cr Peter Raison Cr Brian Taylor Cr Steve Wilkinson MURRAY WARD Cr Jeff Hall Cr Adriaan Sakko EYRE WARD Cr Mardi Jennings Cr Kevin Myers Cr Brenton Schmitt – Resigned January 2018 The last full Council elections were held in November 2014. The next periodic election will be held in November 2018.

Rear L to R Cr Adriaan Sakko, Cr Kelly Kuhn, Cr Steve Wilkinson, Cr Jeff Hall, Cr Peter Raison Front L to R Cr Brenton Schmitt, Cr Mardi Jennings, Mayor Dave Burgess, Cr Kevin Myers, Cr Brian Taylor


MID MURRAY COUNCIL CONT’D Senior Officers at 30 June 2018 Chief Executive Officer Mr Russell Peate Acting Director, Infrastructure Services Mr David Hassett Acting Director, Corporate & Financial Services Mr Clive Hempel Acting Director, Development and Environmental Services Mr Jake McVicar Acting Director, Community Services Ms Amy Loechel Professional Associations at 30 June 2018 Solicitors Norman Waterhouse Level15, 45 Pirie Street Adelaide SA 5000 Wallmans Lawyers Level 5, 400 King William Street Adelaide SA 5000 Kelledy Jones Lawyers Level 6, 19 Gilles Street Adelaide SA 5000 HWL Ebsworth Lawyers Level 21, 91 King William Street Adelaide SA 5000 DMaw Lawyers Pty Ltd Level 5, 400 King William Street Adelaide SA 5000 Banker and Auditor Commonwealth Bank of Australia Shop T1 Murray Bridge Marketplace, 23-51 South Terrace Murray Bridge SA 5254 Bentleys SA Audit Partnership Level 2, 139 Frome Street Adelaide SA 5000


CIVIC CELEBRATIONS AND AWARDS The Council awarded its 2018 Australia Day Citizen of the Year Award to Bill McGhie. The Young Citizen of the Year Award went to Stephen Hausler. The Community Event of the Year was awarded to the Bowhill Progress Association for their Fundraising Dinner and Auction for the Bowhill Anzac Memorial Upgrade.

From L to R – Australia Day Ambassador Neil Kerley OAM, Bill McGhie, 2018 Australia Day

Citizen of the Year and Stephen Hausler, Young Citizen of the Year


CHIEF EXECUTIVE OFFICER’S REPORT

Over the last 12 months we have continued to improve on how we do business with our towns, communities, residents and ratepayers. One of the major initiative has involved a town plan for each town, so that we can partner better with our towns and communities in achieving Council, joint and town/community projects. We have progressed and have undertaken many projects; often with State or Federal Government funding assistance. This also means that not only can the projects be undertaken, the cost is reduced. But we have only been able to achieve many other projects with the assistance of the Progress

Association and community organisations. The Council assisted financially or in kind for a number of events or festivals through out the Council area including:- Swan Reach Country Music, Sounds by the River, Mannum SA Truck and Ute Show, True Grit, Cadell Harvest Festival, Australia Day Celebrations, Christmas Pageants and Street Parties at Mannum and Morgan, Mannum Riverside Markets, Palmer and Mannum Hot Rod events, Mannum Annual Rowing Regatta, Cadell Pumpkin Festival, Morgan and Districts Lions Club Easter Bazaar, Games Obsession Expo, Craft Fair Mannum and All Steamed Up Festival. Council assistance involved the event permits, road closures, waste collection, media publicity and sometimes financial assistance. These events provide a significant benefit to towns and communities. We are very appreciative for their coordination, time and effort made by our volunteers in undertaking these festivals and events. We have continued to implement the Organisational Review to better align not only our Organisational Structure with our new Community Plan, but also to provide more streamlined services and savings. The recommendations in the Organisational Review will be continued to be implemented in 2018/2019. The Council presently has over $2 billion worth of development completed, underway or development applications lodged. Some of these include the Mannum Solar Farm, Palmer Wind Farm, Riverland Free Range Chicken Farm, SA Water upgrade of the Morgan Water Treatment Plant, a new Optus mobile base station at Blanchetown, Mannum Waters Marina, the Mannum BP On The Run and many others. During the year, we also recognised the achievements of 20 years since amalgamation of previous Councils. We also continue to progress our Asset Management Plans and have revised a number of our Policies We are keen to continue to work with all our communities and Progress Associations and other clubs in progressing Council projects, joint projects and projects that such Associations are undertaking. We also try to communicate and engage with our communities, residents and ratepayers through various means including the three local newspapers in our area, River News, The Barossa Leader and the Murray Valley Standard, five Community newsletters, Mannum Mag, Tungkillo Gazette, Truro Newsletter, BCM Triangle and Palmer Pipeline, media releases, Facebook postings and our website. We look forward to the next 12 months working in a collaborative manner to implement each of the town plans.

Russell Peate Chief Executive Officer

https://www.google.com.au/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjvmfSrpqHXAhVBsJQKHQHoDpwQjRwIBw&url=https://openclipart.org/detail/139351/pins&psig=AOvVaw2b3IAHx3C3OiYoZ-o6Sukf&ust=1509760486091036


CORPORATE SERVICES AND FINANCE STATEMENT The Corporate Services and Finance Department is responsible for rates administration, preparation of financial statements, debtors, creditors, stock control, financial management, financial management reporting, records management, human resources, and telecommunication and information technology. The Council received an unqualified audit report from our external auditors for Council’s financial statements and a qualified report for internal financial controls. We continue to review all policies and operations, analysing cost savings, analysing efficiencies and income generation throughout Council operations with the aim of continuous improvement. The budget adopted by the Council for 2017/18 was prepared in the manner prescribed under the Local Government Regulations in operation at the time. By legislation Council is required to review the annual budget at least three times, during the year budget reviews were presented to council on seven occasions. Capital Works 2017/18 The Capital works actually completed in 2017/18 totalled $8.9 million and included:

• Maritime Wharf Project; • Palmer Oval Irrigation; • Further sealing of Murraylands Road; • Eudunda Road Upgrade; • An extensive bitumen reseal and rubble resheet program for our road network; • PS Canally restoration; and • Cadell Boat Ramp – Upgrade & reconstruction finalised

Summary of Budget Movements 2017/18 Council initially budgeted for an operating deficit of $1.782 million in 2017/18. Through the year the accumulated budget adjustments have increased the forecasted budget deficit to $2.029 million. Forecasts of Operating Revenues to increase by a total of $364,000 mainly due to increase of Grants of $733,000 offset by a reduction of User Charges of $431,000. Forecast Operating Expense increased by a total of $611,000 mainly due to $452,000 increase of Depreciation, Interest on loans $100,000 and Employee costs and Material & Contracts overall by $59,000. Funding for capital expenditure increased from the original budget amount of $7.7 million to an expected budgeted amount of $12.6 million the increase of $4.9 million included the following projects:

• Smart Cities Project (Kiosk & Beacons); • Bowhill Transfer Station Upgrade; • Maritime Wharf Project National Stronger Regions Funding; • Deep Moorings of Swan Reach, Hermanns Landing & Mannum Dock Wharf; • Boat Ramp High Street (Morgan); • Eudunda Road Upgrade (Stage 1); • Design of Dutton & Milendella Bridges; • Leisure Centre Roof Replacement; and • Murray Coorong Trail.

(As mentioned previously the actual Capital Works completed in 2017/18 was $8.9 million).


CORPORATE SERVICES AND FINANCE STATEMENT CONT’D


CORPORATE SERVICES AND FINANCE STATEMENT CONT’D Financial Indicators Whilst financial indicators provide a ready assessment of financial performance and sustainability, they are to be interpreted in the context of a Council’s operating environment. It is important to consider trend data, both historic and projected from Council’s long term financial plan in decision making and in reviewing financial performance.

2018 2017 Operating Surplus/(Deficit) $(2.748m) deficit

$(1.445m) deficit

Operating Surplus/(Deficit) Ratio (12%) deficit (6%) deficit

Adjusted Operating Surplus/(Deficit) (11%) deficit (15%) deficit

Net Financial Liabilities Ratio 59% 40%

Asset Sustainability Ratio 68% 46% The operating difference of $1.2 million from the two years are due to a reduction of income of $1.9 million and a decrease of income of $0.7 million. Reduction of Income was partly due to the advance payment from the Grants Commission (FAG) grant $2.3m paid in 2016/17 along with decreases of User Charges of $360,000 mainly due the leasing of the Mannum Caravan Park and invoice timing, Statutory Charges of $54,000 due to a reduction of Planning income and Reimbursements reduction of $144,000 primarily due to income received in 2017 for the Mannum Helipad. General Rates and Services Charges (Other Rates) increased by $716,000. Operating expenses reduced by approximately $0.7 million with Material & Contractual expenses reducing by $1 million this was partly offset by Employee costs increasing by $365,000 due to less than expected costs being allocated to Capital Works, this was offset by a reduction of $1.3 million of Materials and Contractual costs. When the Operating Surplus Ratio is adjusted to take into account the advance payment the Operating deficit improved in 2017/18 from (15%) to (11%). Total loan borrowings increased by $3.0 million due to Expenditure on New and upgraded assets of $5 million less associated grants of $1.1 million and the sale of assets $0.7 million. This increase of $3 million loans has increased the net Financial Liabilities Ratio from 40% to 59%. Council’s asset sustainability ratio has increased due to an increase of the amount spend on renewing existing assets by $623,000 or 22%. Council continues to address this ratio as it reviews its asset management plans. Further information on financial indicators can be obtained from Council’s Annual Business Plan and Council’s Annual Financial Statements for 2017/18. Rate Rebates Rate rebates are granted in accordance with provisions contained within Council’s Rating Policy. For the financial period 2017/2018, 120 properties were given mandatory or discretionary rate rebates amounting to $195,799. These rebates related to hospitals, education facilities, religious, community organisations and Mid Murray Homes for the Aged Inc. Thirty six (36) rebates amounting to $8074 were granted to those ratepayers whose rates had increased by over 10% above the previous year’s rates.


CORPORATE SERVICES AND FINANCE STATEMENT CONT’D Audit Committee The Audit Committee focuses on issues relevant to verifying and safeguarding the integrity of the Council’s financial reporting processes. The Audit Committee operates under the direction of Council. The members of the Audit Committee are David Whitbread (Presiding Officer and independent member), Mayor Dave Burgess, Cr Jeff Hall, Cr Steve Wilkinson, Cr Peter Raison, Cr M K Jennings, Mr Peter Fairlie-Jones (independent member) and Mr R J Peate, Chief Executive Officer. Agenda items and reports considered during the period included:

• Roads to Recovery (R2R)-Assurance & Compliance Assessment • Audit of Royalty Returns (Rubble) • Major Project Status Reporting • Internal Financial Controls Updates • Asset Management Plan Update (Transport, CWMS, Bridges & Major Culverts) • Audit Committee Work Program & Reviews • Budget 2017/18 Process & Long Term Financial Plan • Draft Long Term Financial Plan 2018/19 to 2027/28 • Local Government Insurance Scheme – Risk Evaluation • Report on Financial Results (Budget to Actual) for the 2016/17 period • Review of Annual Financial Statements for 2016/17 • Auditor Management Letter 2016/17 • Interim Auditor Management Letter 17/18 • Budget Updates and Review for 2017/18 • Draft Annual Business Plan and Budget for 2018/19 • Review of Financial Policies and Procedures.

o Risk Management Policy & Framework o Whistle Protection Policy o Fraud & Corruption Policy o Rating Policy o Procurement Policy o Credit Card Use Procedure Review

Procurement

Council continues to focus on procurement improvements during 2017/18 to reduce potential risk to Council. This is achieved through improved process consisting of formal request for quotations, tenders and contracts in accordance with the Procurement Policy thresholds. Twenty one major contracts were awarded during the year, which included Rural Road Network Tree maintenance, Paving, Eudunda Road Upgrade, Cambrai landfill, Security Services, Supply of Personal Protective Workwear and the refurbishment and replacement of Major Plant.

Savings of over $250,000 was obtained with the replacement of Major Plant that has enabled additional plant to be replaced that was previously scheduled in future years.


CORPORATE SERVICES AND FINANCE STATEMENT CONT’D Process improvement

Council continues to improve automation of process to ensure efficient and effective service delivery has resulted in a reduction of monthly processing time. Initiatives that were introduced or fully implemented during the current year included :

• Electronic authorisation of invoices now with direct link to electronic copies of the invoice. Estimated Saving of 20% to review invoices for payment electronically;

• Electronic timesheets for all office staff Estimated Saving of 30% to process and authorise ready for payroll;

• Electronic timesheets, plant usage and quarry tonnages for outside staff. Estimated Savings of 50% to process timesheet information and authorise for payroll; and

• Electronic lodgement and processing of Property Searches by real estate agents, processing time has now been reduced by 75%.

Future initiatives include the Electronic lodgement and authorisation of Leave Applications and the Electronic allocation of Customer Service requests to outside workforce via tablet notification.

New Reporting Obligation

New legislative required that the Council comply with the requirements of the Single Touch Payroll, being the fortnightly electronic lodgement of payment information to the Australian Taxation Office, including salary or wages, allowances, deductions, withholding

amounts, superannuation liability information or ordinary times earnings (OTE). The Council was also required for the first time to comply with the Australian Taxation Office, Taxable Payments Annual report. This new reporting requirement applies to business in the building and construction industry and all government entities (including Local Government).

The Taxable payments annual report contains payments that the Council has made to contractors for providing services. Contractors include subcontractors, consultants and independent contractors trading as sole traders (individuals), companies, partnerships or trusts.

Information required to be reported:

• Name and address • Australian business number (ABN); and • Gross amount you paid to them for the financial year (including any GST).

The Australian Taxation Office will use this information to identify contractors who haven't met their tax obligations.


CORPORATE SERVICES AND FINANCE STATEMENT CONT’D Work Health and Safety (WHS) and Risk Management The Local Government Workers Compensation Scheme(LGAWCS) and Local Government Mutual Liability Scheme(LGAMLS) provide a Risk Evaluation service to their Members, every two years. The Risk Evaluation is an amalgamation of the :-

• Risk Management Review; • Work Health Safety(WHS); • Injury Management(IM); and • Return to Work(RTW).

The Key Performance Indicator audits were held onsite at the Mannum Council Offices in November 2017. The aim of the Risk Evaluation process is to review each Member’s risk management systems (including WHS and IM) against both LG Industry agreed Sector Baselines and other external requirements. The objective of the evaluation is to assist Members to recognise and share LG risk management excellence, identify where opportunities for system improvements exist and to work in partnership with them to implement identified improvements. The new evaluation has changed from previous years and is now divided into the following categories;

• Mandatory Modules - Risk Management, Roads and Footpaths, Planning and Development Administration; and

• A select only two Elective Modules – Playgrounds, Event Management, Volunteers, Tree Management, Procurement, Contracts and Tenders

The action plans are endorsed, monitored and reviewed quarterly by the Senior Management Team and the Work Health and Safety Committee. Local Government Risk Services also review the action plan and provide a monthly progress report to the Chief Executive Officer. Due to the Council’s improved previous claims record and achievements against the action plans received the following rebates on the 2017/18 insurance premiums :-

Gross Premium Less Rebates Net Premium Workers Compensation 360,188 (100%) 119,457 (32%) 240,731 (68%) Mutual Liability Scheme 187,671 (100%) 36,211 (18%) 151,460 (82%) TOTAL 547,859 (100%) 155,668 (28%) 392,191(72%)

The high scoring of performance against the action plan (particularly with Workers Compensation) has contributed to the Council materially reducing the Workers Compensation and Mutual Liability Scheme insurance premiums in 2017/18 with a Total Saving of $155,338 or 28% on Gross Insurance premiums.


COMMUNITY SERVICES STATEMENT

Community Services 2017/18 story… The Community Services department aims to build a vibrant community where all people belong and have means to contribute by way of supporting the local community to improve health and wellbeing, enhance social connectedness and provide opportunities for employment.

The Community Services department design, develop and implement strategies and initiatives to support child, family and youth development, health and wellbeing, socially isolated and vulnerable people, sport and recreation, library services and activity hubs – whilst actively advocating and lobbying for improved and increased services and opportunities for our region.

Collectively - Community Services engaged

41,044 participants in

157+ projects

42 + infrastructure & policy Open Space, Recreation and Public Realm Plan Murray Coorong Trail Mid Murray Family Connections Accountability Plan 2 Community Pools Mannum Leisure Centre 5 School/community library contributions 2 Council run community libraries attracting 27,321 visitors 2 Community Hubs attracting 1,752 visitors Palmer nature playspace concept design Mary Ann Reserve concept design 24 Mobile Fun Box sessions 1 Skate Park

140 + programs & initiatives Mid Murray Family Connections – 30+ partners Suicide Prevention Network 78 library learning sessions attracting 1013 participants 7 Create a Playground sessions attracting 220 children 12 Fun 4 Youth activity sessions attracting 1300 people 2 Port Power school visits attracting 200+ participants 6 weekly Leisure Centre programs attracting 4295 visitors 24/7 gym attracting 3745 visitors 16 Music workshops attracting 480 participants Toy library partnership & outreach project 216 participants 20 Nutrition programs – attracting 320 children School Holiday Programs – attracting 126 participants STARCLUB 11 Tech Savy Seniors sessions – attracting 26 seniors

30 + community events NAIDOC celebrations attracting 60+ participants Murraylands APEX Mannum Fun Run & Walk attracting 250

participants Sk8 jam competition – attracting 50+ participants 2 Christmas pageants 1 mental health stall 7 Fun 4 YOUth appearances 5 Smoothie bike appearances 2 National Youth week events 2 National families week 50+ participants Mannum Agricultural Show


COMMUNITY SERVICES STATEMENT CONT’D

Big wins.. Winner – National Association for Prevention of Child

Abuse & Neglect Winner – Local Government Excellence Awards – Excellence in Cross Council Collaboration PIA Awards for Excellence 2017

$187,937K attracted investment for Mid Murray $186, 037 grants $19,000 volunteer hours 41 newspaper articles 20 media interviews 100,000+ social media reach

120+ key partners

Community Government & Non Government agencies Early childhood settings Mid Murray Schools Community groups STARCLUB Sporting clubs Community hubs Neighbouring Council’s Local Business Progress Associations

Comments from the Community

Thank you to the Mid Murray Council for continuing to partner with schools in our region to deliver amazing outcomes for our community. We know that child development is a huge issue in the region and the wellbeing

of our kids really is the responsibility of everyone. The issue can not be tackled solely and staff within the Community Services Department should be commended for their continued second efforts to coordinate

initiatives which address this vulnerability. - Alyssa Quinn, resident and Assistant Principal Mannum Community College.

Mid Murray Council does a great job in the Community. It’s not just about rubbish and roads, they help with grants, offer a wide range of services for young and old and are always happy to help. The staff are friendly

and make you feel welcome regardless of if you come in with a question, a problem or just to borrow a book. It makes my day when I go into The Hub.

- May Leaney, Resident, Lions Club & Morgan Bowling Club Member.

The Cambrai Primary School feels honoured to have partnered with the Mid Murray Council over many years to deliver initiatives in conjunction with the Community Services area. This has included a vast array of

partnerships including OPAL (healthy eating and physical activity), Fun 4 Youth activities, Libraries, Create a Playground, Swimming Pools and Mid Murray Family Connections. I am always spruiking about how lucky we

are to receive such great services by Council and thank everyone involved for their continued efforts. Mid Murray Council should be an example for other Councils.

- Michelle Holloway, Cambrai Primary School Principal.

$33K

community grants

$19,890 Eyre ward $8,780 Shearer ward $4,100 Murray ward $500 across the region



The Mid Murray Family Connections (MMFC) Network is a collaboration of community leaders, government and non government agencies, health services, educational institutions and local businesses working towards the common agenda to change the alarming decline in the emotional wellbeing of our children. The network is a collective of passionate and committed people who have a diverse range of experience and backgrounds. MMFC network’s mandate was to reduce emotional vulnerability of children aged 0 to 8 in the region after results from the 2012 Australian Early Development Census highlighted that 25.7% of children in the Mid Murray were developmentally vulnerable on the Emotional Maturity domain. Although this number has reduced by the 2015 census, there were still 16% of children vulnerable across the Mid Murray and 24% vulnerable in Mannum. In addition to the high levels of developmental vulnerability in the Emotional Maturity domain, the data showed the Network has been working since 2013 to address these issues. In 2016, partners co-designed the Community Accountability Plan, which was launched in late 2016, along with a new Organisational Structure for the Collaboration. 4 Working Groups were aligned with a Key Result area of focus from the plan. Each work group was given the target to work together to secure one outcome each on behalf of the Collaboration in 2017. These initiatives included the development of the Mid Murray Mums closed Facebook page and a video developed by the Department of Education and Child Development for schools involved in the MMFC Collective Impact Movement. In addition a poster promoting Nature Based Play was modified to be Mid Murray specific and distributed in the community. Feedback from a review process identified the need to develop a new Organisational Structure. A play based Organisational Structure was endorsed and adopted ready to implement in 2018, which placed partners into regional groups (North, Central and South). This was to support partners to access meetings and work on local issues. Two Co-Facilitators were recruited for each work group, with one Co-Facilitator being a community member (and parent). Co-Facilitators were provided with intensive training and coaching to support them to lead their groups to secure outcomes. In 2018, Work Group Central has delivered a Messy Mornings event as part of National Families week in Morgan. Work Group South have delivered pop up Parent Child Mother Goose playgroup sessions in Swan Reach (and also developed a dedicated Facebook page for playgroup). Work Group North have delivered a Happy Healthy Families event in Mannum which attracted 150 people with the aim to create and promote opportunities for families to gather and have fun in the community. The new organisational structure adopted in early 2018 is functioning well and has supported our partners to ‘hit the ground running’. This has allowed the MMFC team to explore bigger multi-year projects for the future.


COMMUNITY SERVICES STATEMENT CONT’D Community Hubs and Libraries

Mid Murray Council Hubs incorporating the Morgan & Districts Community Hub, Morgan Information Centre, Blanchetown Hub, Morgan Museum and the Morgan Activity Centre have been well frequented in 2017/18. In addition, the Mid Murray Library services are also located in Morgan, Blanchetown, Cambrai, Swan Reach and Mannum. Our localities have continued to widen the positive community impact and increased services, facilities and activities within the local surrounds to build community cohesion and social connectivity. Mid Murray Hubs continue to provide learning opportunities and activity sessions in both the libraries and Hubs, working collaboratively with Adelaide Children’s University, eSmart Libraries, The Alannah and Madeline Foundation, Telstra and Little Big Bang amongst others. A vast variety of in house, off site and outreach activity sessions, social wellbeing events and informative learning opportunities for all ages have been provided. Increased adult programs, social interaction opportunities and access to health and well being services have increased by working closely with local nurse and medical practitioners, local services and actively promoting those services. The Hubs have been responsible for coordinating and maintaining a database of local services and accommodation; and building relations with businesses and employment providers to increase economic opportunities in the region including hospitality, construction, maintenance, labouring, driving, cleaning and retail. Mid Murray libraries continue to be promoted as life long learning hubs, assisting young and old to navigate through the increasing digital and online dilemmas people are facing every day. Volunteers also play a large part in assisting The Hubs to provide services across a range of sites and the dedication and passion demonstrate by volunteers is a vital partnership.

The Mannum Leisure Centre provides a range of programs and activities which aim to increase positive health and wellbeing outcomes, community engagement, connection and participation. The centre has a 24/7 gym including cardio room, large stadium, senior citizens room, squash courts and a staged area. Programs facilitated through the Centre consist of National Karate, senior and junior mixed basketball, senior mixed Netball and Squash. Fitness classes include Staying Active ‘Functional Aging’ for over 50’, squad camp, Fitball and Tai Chi. The Leisure Centre is host to various community groups including Mannum Kinder Gym, Mannum Senior Citizens and the Mannum Community College students who access the facilities daily for their sport lessons. The Mannum Leisure Centre continues to host many Mid Murray Students for work experience, assists young adults to purse studies in fitness and mentor individual development to develop confidence and experience. The Programs are in line with our Community Wellbeing goals and strategies to improve access to innovative health services delivery and invest in skills development.



Community Development principles are delivered through a range of services which support projects, events and initiatives to develop positive outcomes for children, youth and families in the Mid Murray region. Feedback provided by the community through engagement shaped the project goals for engaging with youth and families in the Mid Murray area - life skills, creativity and imagination, social inclusion, active play, physical health, science and technology awareness and education. The community development program coordinated, facilitated and supported many events, programs and initiatives throughout 2017/2018 including; Cambrai Summer Sounds, Mannum SK8JAM (National Youth Week), Naidoc Week, Mannum Show, Christmas Pageant, School Holiday Workshops and Game Obsession Expo. The Fun 4 YOUth van and sports trailer is still available to local community groups for use on a loaned basis. Any community group outside of the Mid Murray Council is able to access the equipment if available, for a hire fee. Create a playground rotates throughout 16 townships within the Mid Murray district. This large, imagination playground is s breakthrough play space concept design to encourage child-directed free play in order to improve childhood development. The benefits include creativity, communication, collaboration, self expression, social skills, problem solving , release and relaxation, fine gross motor skills, accomplishment, focus and determintation. The mobile fun box is a mobile skate ramp frequenting 16 townships in the Mid Murray on a rotation basis. The mobile skate ramp provides a platform for scooter, skate and BMX activities. In partnership with Mannum Leisure Centre an employment initiative was established with the primary goal to skill and train young people in readiness for the workforce. The partnership has culminated into many employment and training opportunities which have been provided to young people in the area. In particular we have seen growth with the employment of lifeguards, personal trainers, youth program facilitators and group fitness instructors.

Mid Murray Council was the host agency for the Murray Transport Connections, Community Passenger Network. Murray Transport Connections was the central point of contact for transport disadvantage needs of the Mid Murray and Rural City of Murray Bridge Councils. The vision of Murray Transport Connections was to provide an effective and affordable community transport network for the regions, with equitable access to services and opportunities for social participation Murray Transport Connections coordinated transport options for residents who did not have access to any form of transport and provided ad-hoc transport as a last resort. In Mid Murray these services were delivered to the community through the Morgan/Cadell Community Car, Blanchetown Community Bus and various link in services available in Mannum.


COMMUNITY SERVICES STATEMENT CONT’D COMMUNITY SERVICES STATEMENT CONT’D

With the aim and vision to improve the eating and activity patterns of children in Mid Murray, thereby increasing the proportion of 0-18 year olds in the healthy weight range, the following themes and initiatives have been implemented by OPAL across the region: ACTIVE TRAVEL Through the theme of active travel, the planning and construction of the Murray Coorong Trail has targeted areas of policy development, while supporting education and community settings, activating and identifying opportunities and continuing to raise awareness around active travel opportunities. Once complete, the multi-use walking and cycling trail, will bolster economic opportunities for the State and Murraylands region, with potential for exponential growth in tourism, recreation, environment, social and community wellbeing, small business, employment, culture and more. In order to activate Stage 1 (from Mannum to Kia Marina) a series of key developments have taken place, including partnership proposals and lobbying of various philanthropic and Government departments, business and community consultation, detailed design for directional and interpretive signage, trail heads and mapping. ACTIVE PLAY A series of successful on the ground projects and events, combined with strategic planning, has increased the opportunity for active play in the Mid Murray community. This theme focuses on the awareness of existing recreational assets, continuing to support the development of local sport and recreation clubs, activating play spaces /recreational facilities and developing policies to enhance active opportunities, including:

• The development of the Open Space, Recreation and Public Realm Plan – a document which will guide Council, other levels of government and communities on the future provision, development and management of open space and recreation facilities. This also incorporates the Planning for Districts Report which focuses on projects aligned to 5 district areas across the community.

• Palmer Nature Playspace – OPAL continues to work in partnership with the Palmer Collier Park Community Association and Wax Designs to develop a nature playspace in Collier Park. OPAL has assisted the Association in applying for funding through State Government initiatives; however, to date funding has been unsuccessful. OPAL will continue to coordinate facets for approvals, infrastructure, risk management and governance with relevant departments across Council.

• Mary Ann Reserve Master Plan – a concept and design for the precinct area was developed from a series of facilitated community consultation sessions.

• Murraylands APEX Fun Run and Walk – OPAL provided leadership to the organisation and facilitation of the event which attracted almost 250 participants.

• Cadell Harvest Festival – OPAL facilitated healthy pizza demonstrations and a celebrity cook-off to encourage and role model healthy food choices.

• NAIDOC celebration – OPAL assisted the local Mannum Aboriginal Community Association Incorporated to celebrate the achievements of Aboriginal and Torres Strait Islander people through a celebration march and family fun day.

HEATHLY FOOD OPAL has focused on improving healthy eating patterns for children and their families with the aim to advocate for and develop nutrition policies, support and educate through program delivery, empower local role models to support nutrition outcomes for children and support fresh food growth. A healthy needs analysis was conducted across Mid Murray Schools for students in years 5/6/7. The results showed unhealthy wrapper foods as a contributing factor not only in terms of individual health, but also as an environmental consideration. The data collected was used to tailor a nutrition program in conjunction with a local Dietitian which aimed to provide upper primary students with the skills, knowledge and resources to make healthy choices and decrease wrapper foods within their lunchbox. This program was rolled out to 7 participating Mid Murray Schools engaging 320 young people.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT Council’s Development & Environmental Services Section based at Cambrai encompasses the following main areas of responsibility:- • Development

- Development assessment - Policy planning - Building control - Building fire safety - Illegal development/compliance

• Economic Development/Commercial Enterprises

- Management and development of Council commercial assets - Investment attraction - Local jobs growth - Capacity building of local business

• Community (Strategic) Planning

- Development and implementation of MMC Community Plan - Community engagement - District and town plan development

• Open Space, Recreation and Public Realm

- Development and implementation of the Council’s Open Space, Recreation and Public Realm Plan

• Public and Environmental Health

- Immunisation - Health services and inspection - Mosquito control - Wastewater (septic) installation/approvals - Regulation and monitoring of swimming pools - Legionella monitoring - Liquor licences - DrumMuster - Implementation of the Murray & Mallee Local Government

Association Regional Public Health Plan • Food

- Food premises inspections - Food sampling/education - Food safety training

• Community Wastewater Management System (CWMS)

- Coordination of Council’s CWMS installation programme - CWMS maintenance - CWMS asset management

• Regulatory Services

- General inspection - Dogs - Parking - Fire prevention

• Council Building Maintenance

- Reactive & programmed maintenance - Test & tagging.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Development Plan Review Programme Under the Development Act 1993 and Development Regulations 2008, each Council is required to have, and maintain, a Development Plan. The Development Plan is the governed by the Minister for Planning, however it is the responsibility of the Council to periodically review the Development Plan through the Section 30 Review process, and both Council and the Minister have the power to amend the Development Plan through the Development Plan Amendment process. It should be noted however that this process is currently under review part of the State Government’s Planning Reforms. Continual updating of the Development Plan is vitally important to ensure the policy is tailored to take account of current issues and provides for “best outcome” developments through the development assessment process. Council’s current Development Plan Amendment programme consists of the following: Development Plan Amendment

General Purpose Status

Southern Heritage Places Development Plan Amendment

To provide a level of protection and policy guidance for the management and development of local heritage places.

Submitted to Minister for approval in December 2017, currently awaiting final decision.

Walker Avenue, Mannum Development Plan Amendment

Rezoning of land for residential and commercial purposes

Council staff and its consultant along with the developer are finalising the DPA (stormwater engineering details and EPA concerns) to be presented to a future Committee meeting for endorsement. Likely to be presented to Council in September/October 2018 for endorsement.

Strategic Planning & Development Policy Committee Council has a Strategic Planning & Development Policy Committee comprising the following members:- Chairperson Cr KP Myers Committee Members Mayor DJ Burgess Cr MK Jennings Cr A Sakko Cr JW Hall Cr SP Wilkinson The Strategic Planning & Development Policy Committee’s prime role is to provide input and advice to Council in relation to Planning and Development Policy issues. The Committee has met on four occasions over the course of the 2017/18 financial year.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Council Assessment Panel In accordance with the requirements of the Development Act 1993, Council has established a Development Assessment Panel. The Panel comprised the following members:- Presiding Member Mr Bruce Ballantyne Council Members Cr Peter Raison (resigned 30 September 2017) Cr Brian Taylor (resigned 30 September 2017) Cr Kevin Myers (appointed 1 October 2017) Independent Members Mr Graham Gaston

Ms Sharon Jardine (resigned 12 April 2018) Ms Kelly Mader Ms Megan Lewis (appointed 13 June 2018)

The Council Assessment Panel’s main role is to assessment Development Applications that Council staff do not have delegation to approve. Often these relate to applications that are non-complying forms of development, or developments where public representors wish to speak to a certain Development Application. Development Assessment In excess of ninety five percent of development applications processed under the Development Act 1993 and Development Regulations 2008 were assessed and decided upon by Council staff under delegated authority. The remaining applications were assessed by Council’s Assessment Panel and/or the State Commission Assessment Panel. Application Statistics

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DAs approved per Quarter by Type

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Residential


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D

The Development Act allows for an appeal to be lodged (under certain circumstances) with the Environment, Resources and Development Court by persons aggrieved by a decision of Council in relation to a development proposal.

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Financial Year Period

Value of Development Applications Lodged


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Building Fire Safety Committee Council plays an important role in protecting the ongoing safety of building occupiers and users through the provisions of the Development Act 1993 (the Act). Section 71 of the Act establishes the power for Councils to investigate whether building owners are maintaining proper levels of fire safety in their buildings for the protection of all occupiers, whether they be residents and workers who use them regularly, or clients and visitors who only use them occasionally. In accordance with the Act, Council is legally required to operate a Building Fire Safety Committee (BFSC) to ensure adequate fire safety in existing public buildings. The Committee comprises of Council Senior Building Officer, a representative of the Chief Officer of the Country Fire Service and a Building Surveyor/Engineer with expertise in fire safety. Priorities for inspections are carried out on buildings that are considered to pose a high fire safety risk including those that provide overnight accommodation for unrelated persons and buildings where large crowds congregate. The Mid Murray Council Building Fire Safety Committee continues to work through many facilities to ensure public safety. During 2017/18 the Committee held five meetings and undertook 12 inspections, plus informal follow up inspections by individual members. Building types inspected included community, accommodation, industrial and commercial buildings. Heritage Projects The Southern Heritage Places Development Plan Amendment (DPA) was finalised and submitted to the Minister for approval. The purpose of this DPA was to develop a list of properties within the Council area that are of local heritage significance. Considerable public consultation took place on the DPA, with the State Commission Assessment Panel also holding a public hearing in Mannum as part of the process. The final outcome of the DPA is yet to be determined as we wait on a decision of the Minister. The Minister has publically commended the amount of work and effort put into this project.

Mannum Main Street in 1926


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Open Space, Recreation and Public Realm Plan The Open Space, Recreation and Public Realm Plan was endorsed by Council at its April 2017 meeting following the completion of the public consultation period. Council and its staff have since been working with the community to shape the implementation stage of the project. A partnership approach to implementation and the involvement of community groups and other government bodies will be essential to the success of the Open Space, Recreation and Public Realm Plan. Council staff have developed a Work Plan which enables the planning, budgeting and prioritisation of work recommended to occur as part of the Mid Murray Council Open Space, Recreation and Public Realm Plan. Awards of Excellence – Planning Institute of Australia SA Division On Friday 17 November 2017, at the Planning Institute of Australia’s Annual SA Divisional Awards of Excellence presentation, Mid Murray Council won an award in the ‘Public Engagement and Community Engagement’ category for the Open Space, Recreation and Public Realm Plan. A citation from the Award Judges was as follows – This project shows a comprehensive understanding of how empowering communities and Council staff can strengthen community outcomes, the public realm and open space for a rural area. The community engagement process was particularly innovative which as the project team partnered with local groups to host community consultation sessions, resulting in increased interest and participation. The project documentation clearly outlined the planning response to each key community aspiration which then directly influenced the works plan for implementation. Mid Murray Council has not only helped deliver community well-being benefits, it has also established new and improved relationships with community groups, facilitating direct and meaningful community participation in a range of Council open space and public realm projects. Further to the above, Mid Murray Council also received the only Commendation award by the Minister of Planning, the Hon John Rau, in the ‘Planning Minister’s Award’ category. Mr Rau stated that this project demonstrated the opportunity to increase the liveability, economic activity and profile of a region through improvements to open space and public realm.


L to R Carina Sidwell (WAX Design), Joel Taggart (former Director – Development & Environmental

Services, Mid Murray Council), Melissa Marschall (Executive Assistant, Mid Murray Council), Jake McVicar (Acting Director – Development & Environmental Services, Mid Murray Council) and Sue Suter (Suter Planners)

Open Space & Recreation Advisory Committee Council has an Open Space & Recreation Advisory Committee that comprises a mixture of community representatives and elected members. The Open Space and Recreation Advisory Committee’s prime role is to provide input and advice to Council in relation to Open Space, Recreation and general land management issues. The Advisory Committee met on three occasions over the course of the 2017/18 financial year. Planning Reforms Council continues to be involved in the State Government’s Planning Reform process. This process was initiated in 2012, and has been a high priority project for the State Government since that time. Council staff have been in regular liaison with both the Local Government Association and the Department of Planning, Transport and Infrastructure to ensure that the planning reforms do not negatively affect the Council area. Several meetings and training sessions have occurred during the reporting period. Importantly, some Council staff are involved in working parties within the Department of Planning, Transport and Infrastructure to assist in the transition under the new Act.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Economic Development and Business Investment Register/Concierge Service Council staff continue to update and monitor the internal working document known as the “Mid Murray Council Economic Development and Business Investment Register”, which combined with the “Concierge Service” that Council offers, seeks to increase business investment within the Council area. This register provides an overall snapshot of the various economic development and business investment opportunities in the Mid Murray Council. This information is shared with relevant Government bodies, such as PIRSA and the local RDA. The register is a living document, and is updated by staff when new information is received about potential opportunities. Staff continually monitor the register, and where required, undertake proactive communication with potential investors to determine how best Council can facilitate their proposal. The “Concierge Service” complements this register, and is based upon a notion of Council’s Development Services team being a one-stop-shop for all matters development related. Council staff assist investors and developers through providing local spatial and statistical information, co-ordinating various referrals, liaising with Government Departments, the local RDA, and providing advice about how best to located and design their development proposal. Staffing During the reporting period Council appointed a full time Development Officer – Planning on a 12 month contract to replace casual/consultancy based staff. Further, the Acting Director – Development & Environmental Services resigned resulting in a re-shuffle of roles and responsibilities amongst the existing team. Local Nuisance and Litter Control Act 2017 Local Nuisance and Litter Control Act requires councils to include information in its annual report on the functions conferred on councils under this Act Listed below are the numbers of complaints, offences etc relating to the required information. Noise complaints (Generators, motors, Chainsaws, grinders) 9 Noise complaints Roosters 7 Noise in Campgrounds 1 Gas Gun complaints 2 Illegal Dumping 62 Offences under the Act that were expiated; 1 Offences under the Act that were prosecuted; 0 Nuisance abatement notices or litter abatement notices issued; 1 Civil penalties negotiated under section 34 of the Act; 0 Applications by the council to the Court for orders for civil penalties under section 34 of the Act and the number of orders made by the Court on those applications; 0 Any other functions performed by the council under the Act.

Unsightly Premises 7


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D HEALTH SERVICES Council’s Environmental Health Officers continued to administer the South Australian Public Health Act 2011 to ensure:- • Approval and inspection of onsite wastewater systems • Monitoring and testing of public swimming pools and spas • Monitoring of cooling towers and warm water systems • Control and surveillance of mosquitoes • Inspection and eradication of European wasp nests • Provision of immunisation clinics for the public as well as for school students • Approval of limited liquor licences • Management of the operation and maintenance of Council’s 28 CWMS. • Management of the operation and maintenance of Department of Environment and

Water 4 River Vessel Pumpout facilities • Coordination of the drumMuster program • Inspection of food premises and promotion of food safety and food safety training • Investigation and following up communicable disease outbreaks • Implementation of the Murraylands & Riverland Local Government Association

Regional Public Health Plan • Management of the Building Maintenance Program and Council’s test & tagging

program.

Food Act Council has 167 food premises in the area which includes a number of sporting and community groups which provide occasional or adhoc food services.

A total of 92 food safety inspections were conducted by Council’s Environmental Health Officers as well as 10 follow up inspections. Inspections are conducted to ensure food businesses are complying with the Food Safety Standards. Council, in conjunction with TAFE SA, held several food safety training sessions. Council provides a free food safety training program called “I’m Alert” to all of its ratepayers which is located on Council’s website. A total of 117 temporary food premises approvals were also issued to stall holders for one off events, festivals and fetes.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Immunisation Council’s Environmental Health Officers have continued to coordinate Council’s monthly immunisation clinics held at Cambrai, Swan Reach, Blanchetown, Morgan, Truro and Mannum. Council also continues to provide school immunisation clinics for Gardasil and Boostrix to the Mannum Community College and Swan Reach Area School. This financial year Council provided vaccinations to residents and staff through 27 clinics.

Council also took part in the Meningococcal B pilot program coordinated by Adelaide University whereby students in Years 10, 11 and 12 participated in a two year trial. In 2018 we vaccinated and swabbed students as a part of this program Wastewater Management During the 2017/2018 reporting period, Council received 101 wastewater management system applications, issued 106 decisions on applications and undertook 84 inspections in relation to these applications. Council currently oversees and manages 28 Community Wastewater Management Systems (CWMS) which are located in shack areas where there are five or more shack sites as per Council’s Development Plan. Council has 2.6 FTE dedicated CWMS Maintenance Officers that service and maintain all CWMS treatment plants, attends callouts, collect effluent samples and coordinate desludging of the septic tanks at these sites on a 24/7 basis. The locations of the installed schemes are: Big Bend Blanchetown Bolto Reserve Bowhill Brenda Park/Morphett Flat Caloote Landing Caurnamont Five Mile (Kia Marina) Greenways Landing Idyll Acres Julanker/Younghusband

Holdings Kroehns Landing

Marks Landing Morgan Caravan Park North Puneylroo North West Bend/Beaumonts Old Teal Flat Pelican Point Pellaring Flat Scotts Creek Scrubby Flat Seven Mile South Punyelroo Swan Reach Teal Flat The Rocks Truro Walker Flat


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D The design and costing for a CWMS at Cowirra and Wongulla was progressed and, in the case of Cowirra, finalised. The construction of a CWMS will allow development to occur on a number of residential allotments and ensure that wastewater is disposed of in an environmental suitable fashion. Further work on this project, including public consultation and final detailed design will continue to occur. Community Wastewater Management System (CWMS) Advisory Committee Council has a CWMS Advisory Committee comprising the following members:- Chairperson Cr JW Hall Council Representatives Mayor DJ Burgess

Cr KP Myers Cr BJ Taylor Cr BP Schmitt (resigned 4 January 2018) Cr PJ Raison Cr SP Wilkinson (appointed 13 March 2018)

Holiday Home Area Representatives Mrs D Prust Mr S Nicolson

Mr T Donaldson Mr W Tredrea

The Committee’s function is to oversee Council’s CWMS programme and make recommendation to Council in relation to a range of associated issues. The Committee developed a long term plan for the management of the CWMS asset class along with a plan for the implementation of the Outhred Report which outlined the means by which the shack settlements without a CWMS could have their wastewater management systems upgraded. The two first priorities include the installation of CWMS at the Wongulla and Cowirra shack areas. The Advisory Committee has met on three occasions during the report period. River Vessel Pump Out Facilities Council maintains the following River Vessel Pump Out facilities on behalf of the State Government:- o Swan Reach River Vessel Pump Out Facility o Blanchetown River Vessel Pump Out Facility o Morgan River Vessel Pump Out Facility o Walker Flat River Vessel Pump Out Facility.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D General Public and Environmental Health Issues Council has continued to provide the following services relating to public health:- • Implementation of the Murraylands & Riverland Local Government Association Regional

Public Health Plan; • Mosquito Management Program – Council contracts the University of SA to undertake a

surveillance program of trapping adult mosquitoes, identifying larvae breeding sites and some mosquito treatment. Council also further treats sites as identified by the contractors to be a breeding site for mosquitoes and installs permanent and regularly monitored treatment stations as necessary.

• Monitoring of a SA Health managed Sentinel chicken flock. The chicken flock is tested monthly for the presence of Ross River virus and Murray Valley Encephalitis virus. The program is designed to detect these arboviruses before the presentation of human cases.

• Immunisation Program – Council employs an Immunisation Nurse to assist with the provision of the childhood and school immunisation programs along with staff vaccinations.

• drumMuster Program – This is run in conjunction with AgSafe on an ongoing basis at 4 transfer stations.

• Day to Day Environmental Health Activities o Inspection and testing of swimming pools & spas o Inspection of food premises and investigation of food poisoning allegations o Approval and inspection of on-site wastewater systems and investigation of

complaints relating to wastewater and failed systems o European wasp identification and subsequent treatment of nests if species

confirmed o Promotion of food safety and food safety training o Assessment of third party audit reports of manufactured high risk systems, and o Approval of limited liquor licenses.

• Implementation of the Local Nuisance and Litter Control Act 2016. o Inspection of premises with insanitary conditions o Investigation of rodent, odour and dust related complaints.

• Management of Council’s Building Maintenance Program including reactive and programmed maintenance and test and tagging.

REGULATORY SERVICES Illegal Development/Compliance Instances of illegal development continue to occur throughout the Mid Murray Council district, predominantly within shack settlement areas. The relationship between Council’s Regulatory Services staff, the Native Vegetation Council, Environment Protection Authority and Crown Lands have continued to build, with excellent collaboration evident within a number of serious breach of legislation this year. The service standards relating to Illegal development matters adopted by Council, have assisted with providing guidance to staff in identifying prioritisation of individual illegal development reports.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Dog and Cat Management Act Council’s responsibility for management of dogs is stated under Section 26 of the Dog and Cat Management Act 1995 (the Act). In accordance with this Section, Council is required to administer and enforce the provisions of the Act relating to dogs within its area and for that purpose must –

(a) maintain a register of dogs containing the information required by the Board (which may be kept in the form of a computer record); and

(ab) ensure that the Board is provided with information contained in the register as required by the Board from time to time; and

(ac) maintain such other registers as may be required by the Board; and (ad) make the registers kept under the Act available for inspection by members of

the public in accordance with any guidelines issued by the Board; and (ae) if guidelines issued by the Board so require, limit inspection of a register, or

part of a register, kept under the Act by members of the public; and (b) appoint a suitable person to be Registrar; and (c) make satisfactory arrangements for issuing and replacing certificates of

registration and registration discs; and (d) appoint at least 1 full-time authorised person or make other satisfactory

arrangements for the exercise of the functions and powers of authorised persons; and

(e) make satisfactory arrangements for the detention of dogs seized under this Act (and may, but need not, make such arrangements for cats seized under this Act); and

(f) make satisfactory arrangements for fulfilling other obligations under this Act. The Mid Murray Council complies with the requirements of this Act, and in particular sends out reminder notices to dog owners every year in July reminding them of their obligations under the Act and requesting that they renew their dog registration. The new provisions of the legislation implemented on 1 July 2018 will no longer require Council’s to undertake this activity.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Dog and Cat Management Act cont’d During this reporting period, Council has maintained a full time General Inspector and relief part time weekend General Inspector, both of whom are Authorised Officer in accordance with the Act. Within this reporting period, Council engaged a contractor to undertake a five week unregistered door knock of the Council District, which resulted in 240 new dogs being registered. This process is considered to have been extremely successful. Each year Council’s are required to provide the Dog & Cat Management Board with statistics relating to the management of dogs each financial year. The following Dog & Cat Statistics for 2017/18 are provided. Description Number Number of dogs registered 2792 Number of official barking dog complaints received 13 Number of wandering dog complaints 104 Number of dogs collected and returned to owner before impounded 38 Total number of dogs impounded 63 Total number of dogs impounded and subsequently returned to owner 47 Number of reports of dog harassment to humans 4 Number of reports of dog attacks on humans 0 Number of reports of dog harassment to animals 5 Number of reports of dog attacks on animals 15 Number of Dog Management Officers 2.8 Number of cat complaints 54 Number of registered business involving dogs 41 Total income from dog registrations $76,390.25 Total number of expiations 122 Total income from expiations $24,131.00 Total other income from dogs $10,774.00 When comparing these statistics from the previous year, it is evident that the reports of breaches of the Act have fluctuated somewhat, but most notably, the increase of cat complaints had increased dramatically. This has resulted in changes to the Act, implemented on 1 July 2017, where Councils were compelled to respond to matters of cat management. Prior to 2017, Councils were not compelled to deal with cat management. The changes to cat management within the legislation have had a dramatic affect on staff resources and budget. Changes to the Act relating to online dog registrations to be implemented on 1 July 2018, will ultimately provide a saving to customer services staff resources and budget, with all dog registrations and renewals being required to be lodged electronically through the State Government’s Dogs and Cats Online website. It is estimated that within 5 years, 90% of all dog registration and renewal transactions will be undertaken online and not at a Council Office. In addition, from 1 July 2018, the issuing of dog registration renewals and tags will be undertaken by the State Government, and will no longer be a requirement of Council.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Fire Prevention Council employs two qualified Fire Prevention Officers as required under Section 105B of the Fire & Emergency Services Act 2005. Section 105C of the Fire & Emergency Services Act 2005 describes the functions of a Fire Prevention Officer as:-

a) to assess the extent of bushfire hazards within the relevant Council area; b) to assist the Council in providing advice and information to any bushfire management

committee whose area incorporates any part of the relevant Council area in connection with the preparation or review of the committee’s Bushfire Management Area Plan;

c) to provide advice to owners of property in respect of bushfire prevention and management;

d) to carry out any other function assigned to the fire prevention officer by the regulations.

The Fire & Emergency Services Act 2005 requires membership of Bushfire Management Committees by State and Federal Departments including Councils. Council’s Manager – Regulatory Services is Council’s representative on the Murray Mallee Bushfire Management Committee. This Committee is actively working to ensure the district is bushfire ready and address many of the problems previously experienced with State and Federal land parcels. The Council’s Fire Prevention Officers undertake the following activities to ensure they meet all of the requirements under the Act:-

• conduct regular inspections to ensure compliance with Section 105F, 105G & 105H of the Act;

• attend CFS Group meetings (5 different Groups) to ensure effective communications between the fire service and Council fire prevention planning and mitigation strategies;

• undertake an enforcement role by issuing expiations for relevant breaches to the Fire & Emergency Services Act 2005;

• undertake development and implementation of fire mitigation strategies consistent with the Murray Mallee Bushfire Management Plan;

• oversee the implementation of Council’s Fire Prevention Work Plan to meet the requirements outlined in the Bushfire Management Plan;

• provide weekly fuel curing and fuel loading data consistent with the CFS fuel curing policy;

• assist the CFS with the management of Authorised Officers and the issuing of Schedule 9 & 10 Permits, within the Council area;

• actively participate in the CFS education programs being delivered to the community and deliver the CFS key messages each year;

• ensure that current bushfire management strategies are integrated into all relevant Council policy and procedures, to ensure that all areas of Council meet their legislative requirements as outlined in the Fire & Emergency Services Act and Regulations 2005.


DEVELOPMENT & ENVIRONMENTAL SERVICES STATEMENT CONT’D Fire Prevention cont’d The event of fires within the Mid Murray Council District was of a minor nature this season, which was a relief from more recent years. This is even more pleasing considering the fuel loads that were generated as a result of above average rainfalls during the winder of 2017. The Murray Mallee Bushfire Management Plan was adopted and implemented in 2017, with Council’s Fire Prevention staff completing some extensive work in developing a register of risks identified to assets within the Council District. This Risk Register has been invaluable for providing property owners, in particular those properties within the rural areas, with information on preparing their properties for the Fire Danger Season and their Bushfire Action Plans. Unfortunately, along with the successes of a lower than normal incident of fires during this season, the complacency of property owners to the risks of fires within the region increased. This season, Council’s Fire Prevention Officers identified a larger number of property owners failing to reduce the risks of fire on their land than in previous years, which ultimately resulted in a greater number than normal of enforcement actions undertaken this season. ACHIEVEMENTS Trainee of the Year in Business Council would like to make a special mention to a young, high achiever, Ms Eliza Wedge, Administration Officer. Eliza was one of four finalists nominated for the MEGT, Trainee of the Year in Business. Despite the tough competition, Eliza was awarded as the winner of this category. The award precis stated that “This award is in recognition of outstanding performance in vocational education and training, including excellence in attendance, initiative, attitude and academic performance." This award recognises all of Eliza's hard work over the past two years.


INFRASTRUCTURE SERVICES STATEMENT

Mid Murray Council spans an area of 6,273 square kilometres incorporating 3,383 kilometres of road network, constituting of sealed, sheeted and formed roads. Other assets within this road network consists of;11 kms of constructed footpaths and 58 kms of kerbing which are maintained by a workforce operating from Works Depots at Mannum, Cambrai and Morgan. All depots undertake maintenance activities for sealed/unsealed roads, stormwater, parks & gardens, footpaths, toilet cleaning, generalised building maintenance and respond to customer service requests. Council infrastructure staff processed approximately 3,300 requests in 2017/18. Roadworks A significant road reconstruction and maintenance programme continued throughout the 2017/18 financial year with various projects completed including the following: Murraylands Road Road upgraded from sheeted to sealed. 7.5km of Murraylands Road located between Black Hill and Sunnydale was upgraded to a width of 10 metres with a 7.2 metre wide bituminous seal.

Figure X. Murraylands Rd Upgrade

Purnong Road Reconstructed sealed road upgrade 3 km of Purnong Rd was road was upgraded and reconstructed to a width of 10 metres with a 8 metre wide bituminous seal.


Figure X. Purnong Rd Upgrade

Eudunda Road Reconstructed sealed road upgrade 4.3km of Eudunda Rd from Truro was reconstructed and upgraded to a width of 10 metres with a 8 metre wide bituminous seal. Parker St Unsealed road to sealed Complete reconstruction and sealing of Mannum township road, including new stormwater, kerbing and retaining.

Figure X. Parker St Upgrade

Sealed Road & Unsealed Road Resurfacing 278,000 square metres of sealed and unsealed road was resurfaced throughout the entire Council area. This equates to in excess of 40kms of roadworks undertaken through upgrades and renewal. Roads resurfaced were:

• Truro Township Roads (3 km resealed) • Milendella Rd (850m resealed with asphalt)


Figure X. Milendella Rd reseal

• Thiele Rd (1.36km resealed) • Weidenhofer Rd (3km resealed) • Keyneton Rd (580m resealed) • Cork Hill Rd (260m resealed) • Wanbi Rd (2.5km resheeted) • Brinkworth Rd (3.5km resheeted) • Bower Boundary Rd (4.3km resheeted)

Figure X. Bower Boundary Rd resheeting

• Dutton Mail Rd (3km resheeted) • Murraylands Rd (3km resheeted) • Pebbly Range Rd (4km resheeted) • Hill Climb Rd (2.5km resheeted) • Rice St (580m resheeted) • Old Loxton Rd (2km profiled and resheeted) • Black Heath Rd (1.9km resheeted)

Stormwater Construction New concrete kerbing and stormwater infrastructure was completed at Parker St, Victoria St and Cliff St, Mannum and Webber Rd Bowhill.


Figure X Webber Rd Kerbing & Stormwater Management

Foothpath Construction 740 metres of new concrete and paved footpaths constructed in Randell St Mannum, Fourth St Morgan, Moorundie St and Short St Truro.

Figures X. Randell St Footpath (Before & After)

Parks/Gardens & Open Space Many ongoing capital and maintenance activities continued throughout the district with some including:

• Truro carpark reseal • Palmer oval irrigation system installation • Gass Reserve solar light installation on jetty • Mannum Wharf & Pontoon – Upgrade & extension to existing wharf and

construction of new pontoon • Cadell Boat Ramp – Upgrade & reconstruction finalised


Figure X. Cadell Boat ramp & Pontoon

Waste Management New Waste Collection Contract – 1 July 2018 A new regional waste collection service contract with Solo Resource Recovery was implemented on 1 July 2018. The waste collection contract (for both waste & recycling) is for a period of 7 years with an option for a further 7 years. The contract was part of an open tender process and procured through the Barossa Region Procurement Group (BRPG). The BRPG consists of the following Councils:

- Mid Murray Council - Barossa Council - Gawler Council - Light Regional Council - Adelaide Plains Council

Gawler Council did not take part in the new contract tender process due to existing contract commitments.

• Council’s Kerbside Waste Management Program consists of a two-bin system – one x 140 litre bin for household putrescible waste collected weekly and one x 240 litre bin for recyclables collected fortnightly. The kerbside two-bin collection service applies to all township areas within the district. Rural and holiday home areas located in the southern part of the Council district are also serviced by one x 240 litre waste bin collected weekly (since October 2016). Council is in the process of implementing a similar rural and holiday home collection service for the northern area, in mid to late 2018.

• Waste and recyclable materials can be disposed of at all Council waste transfer

station facilities. Further information regarding waste management and transfer station operating times and fees can be found on Council’s website www.mid-murray.sa.gov.au

• Council continues to participate in the National DrumMuster Program. Residents

are able to deposit eligible containers at designated waste transfer station facilities (Mannum, Cambrai, Truro, Cadell) throughout the year. Quantities of 100 containers or more are arranged through a booking system.

Council continues its association with the Australian & New Zealand Recycling Platform (TechCollect) to collect E-waste products at all waste transfer station facilities. Residents are




able to deposit E-waste at transfer stations for free which is then conveyed to Council’s central collection point at Cambrai. TechCollect arrange collection from the site at no cost to Council. Projects that remain ongoing and continue for the 2018/2019 period include:

• Individual waste bin collection service for the northern rural and holiday home area.

• Upgrade of the Waste Transfer Station facility at Bowhill. • Extension of the waste cell at the Cambrai Landfill facility.

Asset Management – Strategic Management of Assets The development of three asset management plans being:

• Transport (Roads, Footpaths & Kerbing) • Bridges • Community Waste Management Schemes.

It’s important to have a thoroughly sustainable and systematic approach to asset management. The purpose of the Council’s Asset Management Plans is to document and quantify the strategy to ensure these assets are managed adequately. As the first ‘core’ plans produced by Council, the method for quantifying current value and useful lives has been based on external references and resource documentation. Council will use these initial documents to identify knowledge gaps and develop a thorough improvement plan in order to produce a more relative maintenance and renewal programmes.


COMMITTEES Council has a number of Committees that are generally either community based Committees established under Section 41 of the Local Government Act 1999 or mandatory Committees required by legislation (commonly referred to as Standing Committees). Agendas and minutes of the various Committees are included in the monthly Council meeting agendas as are recommendations for consideration and adoption by Council. Agendas and minutes are available to the public via Council’s website at www.mid-murray.sa.gov.au. Each Committee has a Terms of Reference which guide operating procedures, authority, delegated powers etc. Terms of Reference are reviewed regularly. Section 41 Committees Committee Purpose of Committees Mid Murray Council Commercial Enterprises Working Party

The purpose of this Committee is to ensure Council obtains optimum value and return in relation to commercial leases/agreements – ensuring maximum use of facilities in terms of community benefit and ratepayer investment

Mannum Dock Museum Board

The purpose of the Mannum Dock Museum Board Committee is to establish and maintain the Museum in order to - (1) the preservation, display and enjoyment

by the public of artefacts and memorabilia of heritage significant to the area and region of the Council, with special emphasis on the history of the River Murray and the “P S Marion”;

(2) operating and maintaining the “P S Marion” in accordance with the P S Marion Conservation Plan dated September 1993;

(3) the promotion and dissemination of information concerning the history of the area and the region from a geographical, geological, botanical, agricultural, commercial, human or other perspective;

(4) the promotion of tourism for the purposes of the Museum and the encouragement of public attendance at the Museum;

(5) operating and maintaining a Visitor Information Centre within the Museum building




Port of Morgan Heritage & Tourism Board

The purpose of the Port of Morgan Heritage & Tourism Board Committee is primarily to coordinate the activities/operation and development of – (1) The Morgan Riverfront Precinct (when

complete); (2) The Morgan Museum; (3) The Landseer Building; (4) The Stationmasters House; (5) The Morgan Wharf; (6) The Morgan Internet Centre; (7) The PS Canally; & (8) Heritage Rail

Mannum Main Street Working Party

The purpose of this Committee is to ensure a proactive approach is toaken to the furutre preservation/improvement of the main street of Mannum.

Waste Management Advisory Committee

To make recommendations to Council on a range of waste management issues.

Audit Committee

To undertake the functions contained in Section 126 of the Local Government Act 1999.

Strategic Planning & Development Policy Committee

Established pursuant to Section 101 of the Development Act 1993 to generally advise and make recommendations to Council on matters relating to strategic planning and development policy.

Building Fire Safety Committee

Established pursuant to Section 71 of the Development Act 1993 to inspect buildings for compliance with building fire safety requirements and inform the provision of related legislation/standards relating to building fire safety.

Mid Murray Council Economic Development Working Party

The purpose of this Committee is to provide advice to Council on its economic development strategy , initiatives, budget and focus.

Mid Murray Suicide Prevention Action Commimttee

The purpose of this Committee is to make recommendations to Council in relation to crating opportunities for our community; to prevent suicide, connect, care for each other and promote well being.


Committee Purpose of Committees Disability Access Review Advisory Committee

The Committee is responsible for –

(1) The development and implementation of Council’s Disability Discrimination Act Access & Inclusion Plan

(2) The coordination of funded works/projects to improve access to facilities and services by the disabled through the district

(3) The coordination of Council’s Disabled Access Incentive Scheme.

(4) Providing advice to council of all disability access and inclusion issues.

Open Space & Recreation Advisory Committee

The Open Space and Recreation Advisory Committee is charged with the responsibility of making recommendations to Council, including but not limited to –

(1) Community Land Management Plans – review and implementation;

(2) Land dedication issues; (3) Development of open space, recreation

and reserve areas; (4) Open space, recreation and reserve

strategy development; (5) Open space, recreation and reserve

management strategies; & (6) Monitor use of open space, recreation

and reserves Chief Executive Officer Performance Management Committee

To review the performance of the Chief Executive Officer and make recommendations to Council.

CWMS Advisory Committee (Community Wastewater Management System)

The CWMS Advisory Committee is charged with the responsibility of making recommendations to Council on all matters associated with Community Wastewater Management Systems including but not limited to-

(1) providing comment and recommendation on the setting of annual service charges and maintenance rates;

(2) monitoring scheme maintenance; (3) providing comment on matters relating to

scheme maintenance, expansion, repair and upgrading; &

(4) new scheme installation


STRUCTURE AND FUNCTIONS OF THE COUNCIL Full Council Full Council consists of the Mayor and nine Councillors, and is the decision making body on all policy matters. Ordinary meetings of the Council were held at Cambrai on the second Tuesday of every month. Some meetings were held in alternative locations in the district to provide opportunity for the public to attend within their area. If a meeting was scheduled on a public holiday it was then held on the following day. Members of the public are welcome to attend all Council meetings. Agendas and Minutes Agendas of all full Council and Committee meetings are placed on public display in the Council’s offices and on Council’s website no less than three days prior to those meetings. Minutes are placed on display, also at the offices and website, within five days of a meeting. Decision Making Structure of Council Local Government is known as a Representative Democracy. The Elected Member, voted by the community, are the body that determines policies of Council. Officers draft policies in consultation with all relevant stakeholders including the community, and present to the Council. The Elected Members consider the policies, make amendments as required, and determine if these policies are relevant, effective and if they should be adopted. The Elected Members represent the community and their identified needs for services, facilities and projects. The Chief Executive Officer is responsible for implementing the decisions of Council. Works and Service provisions can only be carried out in accordance with the adopted budget and decisions of Council. The administration of Council is divided into four Departments, these being - Infrastructure Services; Corporate Services and Finance; Community Services and Development & Environmental Services. A Director is responsible for each section and reports to the Chief Executive Officer. Delegations The Chief Executive Officer has delegated authority form Council to make decisions on a number of specified administrative and policy matters. The Chief Executive Officer then sub-delegates to relevant officers who then have the delegated authority to also make decisions on a number of specified administrative and policy matters accordingly. These delegations are listed in the Policy Manual and are available on Council’s website. The delegations,and sub-delegations are reviewed annually by Council. The Council makes decisions that direct and/or determine its activities and functions. Such decisions include the approval of works and services to be undertaken, and the resources which are to be allocated to such. Council also delegates power to the Council Assessment Panel relating to assessment and determination of development applications.


SERVICES FOR THE COMMUNITY Council makes decisions on policy issues relating to services that are provided for members of the public. These services currently include:- Roads/Footpaths/Kerbing Traffic Control Devices Cemeteries Car Parks Street Tree Planting Garbage Collection and Disposal Parks and Reserves Community Centres Immunisation Programs Parking Controls Dog Control Effluent Drainage Schemes Environmental Health Matters Recreational/Sporting Facilities Community Halls Fire Protection & Prevention Stormwater Drainage Parking Bays/Street Closures Street Lighting Day Care Centre/Activities Street Sweeping Litter Bins Public Toilets Public Library Playground Equipment Boat Ramps Planning Policy


PUBLIC PARTICIPATION Council Meetings Members of the public have a number of opportunities to express their views on particular issues before Council. These include:- (1) Deputations - With the permission of the Mayor, a member of the public can address

a committee or the Council personally or on behalf of a group of residents or ratepayers.

(2) Petitions - Written petitions can be addressed to the Council on any issue within the Council's jurisdiction.

(3) Written Requests - A member of the public can write to the Council on any Council policy, activity or service.

(4) Elected Members - Members of the public can contact their elected members of Council to discuss any issue relevant to Council.

(5) Public Question Time – A public open forum/question time now forms part of the agenda of Council’s monthly meetings. Members of the public are able to ask questions of Council during the open forum, a guideline document providing more information is available on Council’s website at www.mid-murray.sa.gov.au.

COMMUNITY CONSULTATION The Council consults with its residents on particular issues which affect them as per the following examples:-

• Residents are notified of some development applications requiring the approval of

Council. When an application is publicly notified residents have the opportunity to make a representation to the Development Assessment Panel and dependant on the type of development personally address the Development Assessment Panel before a decision is made.

• Holding elector meetings when required. • Councillors and staff are available at appropriate times to assist with enquiries

and information. • Council produces newsletters which are distributed with the quarterly rates

notices and copies are available from the Council offices. • Council information is provided to the various community newsletters.

Council has a detailed Public Consultation Policy as required by the Local Government Act 1999. The policy is available via Council’s website at www.mid-murray.sa.gov.au. Media releases are published on Councils website at http://www.mid-murray.sa.gov.au/page.aspx?u=815 Members of the public are invited to peruse and interact with the Council on Council’s Facebook page at https://www.facebook.com/Mid-Murray-Council-589954091147676/ Council newsletters are published at https://www.mid-murray.sa.gov.au/page.aspx?u=786 The Murray Valley Standard reports on news in the Mid Murray region and can be accessed by the public at http://www.murrayvalleystandard.com.au/ Public consultation, where undertaken, occurs in accordance with the requirements of the Policy.



http://www.mid-murray.sa.gov.au/page.aspx?u=815

http://www.mid-murray.sa.gov.au/page.aspx?u=815

https://www.facebook.com/Mid-Murray-Council-589954091147676/

https://www.mid-murray.sa.gov.au/page.aspx?u=786

http://www.murrayvalleystandard.com.au/


INFORMATION STATEMENT An Information Statement is available as a separate document in accordance with requirements, and the contents are also included in this Annual Report. The Council is pleased to comply with the legislation and welcomes enquiries. An up-dated Information Statement will be published at least every 12 months. ACCESS TO COUNCIL DOCUMENTS Documents Available for Inspection The following documents are available for public inspection at the Council offices free of charge. Members of the public may purchase copies of these documents in accordance with Council’s fees and charges schedule.. Council Agenda; Council Minutes; Standing Committee Agendas; Standing Committee Minutes; Policy Manual; Strategic Plan; Budget Statement; Annual Report; Council By-laws; Annual Financial Statements; Development Plans;, Planning Applications by Consent; Planning Application Register; Building Application Register; Register of Elected Members Allowances and Benefits; Register of Employees' Salaries, Wages and Benefits; Register of Elected Members’ Interests; Assessment Book; Register of Fees and Charges levied by Council; and Record of Delegations. Other Information Requests Requests for other information not included above will be considered in accordance with the provisions of the Freedom of Information Act 1991. Under this legislation, an application fee must be forwarded with the completed request form as provided for in Section 13, unless the applicant is granted an exemption. Should the applicant require copies of any documents inspected pursuant to a Freedom of Information request, charges may apply. Freedom of Information request forms should be addressed to: The Freedom of Information Officer Mid Murray Council PO Box 28 MANNUM SA 5238 Forms are available at the Council office or via Council’s website. Applications will be responded to as soon as possible within the statutory 30 days of Council receiving the properly completed Freedom of Information request form, together with the application and fees.


FREEDOM OF INFORMATION APPLICATIONS AND STATEMENT The Freedom of Information Statement is published annually by the Mid Murray Council in accordance with the requirements of the Freedom of Information Act 1991. An information document is available as a separate document in accordance with requirements and the contents are also included in this Annual Report. The Council is pleased to comply with the legislation and welcomes enquiries. An updated Information Statement will be published at least every 12 months. The Mid Murray Council received twenty Freedom of Information applications for the 2017/2018 financial year. In summary: Number of Applications 5 Number of Applications brought forward 0 Number of Applications Determined 5 Access granted in full 1 Access granted in part 4 Application transferred 0 Access refused 0 Fees received - $107.25 - 3 applications $34.25 each Fees waived under the FOI Act - $68.50 – 1 pensioner, 1 MP AMENDMENT OF COUNCIL RECORDS A member of the public may gain access to Council documents to make amendments concerning their personal affairs by making a request under the Local Government Act. A member of the public may then request a correction to any information about themselves that is incomplete, incorrect, misleading or out of date. To gain access to these Council records, a member of the public must complete a Freedom of Information request form as indicated above outlining the records that they wish to inspect. STATEMENT OF COUNCIL’S REPRESENTATION QUOTA Council consists of three Wards represented by a Mayor and nine Councillors. The information below compares Mid Murray Council’s representation quota with neighbouring and other comparable Councils. The Representation Quota is determined by dividing the total number of electors for the area of the Council by the number of members of the Council. Mid Murray Council Representation Quota (as advised by the Local Government Association of South Australia) from 1 July 2017 to 30 June 2018 is 641.


STATEMENT OF COUNCIL’S REPRESENTATION QUOTA CONT’D Statement of the Average Representation Quota for Councils of a similar size (number of electors) to ours are: Council Number Number of Electors/ of Elected Elected Electors Representatives Representative Clare & Gilbert Valleys 6,733 10 673

Grant 5,499 10 549

Adelaide Plains 5,898 10 589

Naracoorte Lucindale 5,782 11 525

Renmark Paringa 6,417 9 713

Mid Murray 6,417 10 641

In accordance with the existing provisions in Section 12 of the Local Government Act 1999, Mid Murray Council is required to review all aspects of the composition of the Council, including Ward boundaries, at least once in every eight years. Mid Murray Council last undertook a representation review in 2013 and the next Representation Review is scheduled for April 2020 ELECTIONS Councils are part of the democratic framework of Australia. The community elects their Council Members every four years and the next general elections occur in November 2018. Council elections were held in November 2014, with nearly 360,000 people voting. Council elections are the biggest single voluntary civic participation activity in the State. Over 49.41% of Mid Murray Council residents and ratepayers voted in the 2014 Council elections. ALLOWANCES PAID TO MEMBERS OF COUNCIL AND COUNCIL MEMBERS OF COUNCIL COMMITTEES The Local Government Act 1999 prescribes that all Elected Members are entitled to receive a general allowance, plus, in respect to attending Council and Committee meetings, reimbursement for expenses incurred in travelling within the Council area. Reimbursement is also available for the care of a dependent if required to enable the Councillor to attend meetings. Allowance for the 2017/2018 period:- Mayor: $53,376.00 Use of Council vehicle for Mayoral duties. Deputy Mayor: $16,680 Councillors: $13,344 All Elected Members are reimbursed for travel and other expenses as per Council Policy. Chair of Audit Committee, David Whitbread: $2,200 Chair of Building Fire Safety Committee, Peter Harmer: $6,571 Chair of Strategic Planning & Development Committee – Cr Kevin Myers: $3,336


ELECTED MEMBER TRAINING The Local Government Association provides specific training for Elected Members. All Elected Members are given the opportunity, and supported in their attendance at these training sessions as they arise. All Elected Members are required to complete mandatory training following recent amendments to the Local Government Act 1999. Such training includes: • Introduction to Local Government • Legal Responsibilities • Council and Committee Meetings • Financial Management and Reporting. AUDITOR’S REMUNERATION During the course of the financial period $15,730 was paid to Council’s auditors for audit work. No other services were provided by the auditors.


CONFIDENTIAL ITEMS The Mid Murray Council is committed to the principle of open and accountable government. Council also recognises that on occasions it may be necessary, in the broader community interest, to restrict public access to discussion and/or documents. During 2017/18 the Council considered 60 items in accordance with Section 90 (2) and 91 (7) of the Local Government Act 1999. Council reviewed all previous confidential motions and reinstated 23 items. The grounds on which Council considered the matter and determined to exclude the public from the discussion and related documentation are outlined in the table below:

Local Government Act 1999 relevant section No. of times used

90 (3) (a) information which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead);

11

90 (3) (b) information the disclosure of which –

(i) could reasonably be expected to confer a commercial advantage on a person with whom the council is conducting, or proposing to conduct, business, or to prejudice the commercial position of the council; and

(ii) would, on balance, be contrary to the public interest.

13

90 (3) (d) commercial information of a confidential nature (not being a trade secret) the disclosure of which –

(i) could reasonably be expected to prejudice the commercial position of the person who supplied the information, or to confer a commercial advantage on a third party; and


3

90 (3) (g) matters that must be considered in confidence in order to ensure that the council does not breach any law, order or direction of a court or tribunal constituted by law, any duty of confidence, or other legal obligation or duty.

3

90 (3) (h) legal advice.

8

90 (3) (i) information relating to actual litigation, or litigation that the council or council committee believes on reasonable grounds will take place, involving the council or an employee of the council.

8

90 (3) (j) information the disclosure of which –

(i) would divulge information provided on a confidential basis by or to a Minister of the Crown, or another public authority or official (not being an employee of the council, or a person engaged by the council); and


1

90 (3) (k) tenders for the supply of goods, the provision of services or the carrying out of works.

3

90 (3) (m) information relating to a proposed amendment to a Development Plan under the Development Act 1993 before a Development Plan Amendment proposal relating to the amendment is released for public consultation under that Act.

1

http://www.legislation.sa.gov.au/index.aspx?action=legref&type=act&legtitle=Development%20Act%201993


SENIOR OFFICER SALARY PACKAGES The following information reflects the number of Senior Executive Officers and information on allowances and benefits as part of a salary package. This information relates to the South Australian Municipal Salaried Officers Award 2006 and the Mid Murray Council ASU Enterprise Agreement 2014. Chief Executive Officer Contract consisting of: Contract Salary. Pay increase to be determined at yearly performance review. Private use of a Council Motor Vehicle to the standard of a Holden Berlina or equivalent in lieu of overtime payments. Superannuation as per SA Superannuation and LG Acts. Reimbursement of telephone service charges. Provision of a mobile telephone and laptop/tablet. Reimbursement of all expenses relating to the performance of the position. Acting Director Development & Environmental Services Contract consisting of: Senior Officer Level 4-1 Higher Duties. Pay increase in line with ASU EB Agreement wage increase effective first full pay period on or after 1 October each year. Private use of a Council Motor Vehicle in lieu of overtime payments. Superannuation as per SA Superannuation and LG Acts. Provision of a mobile telephone and laptop/tablet. Reimbursement of all expenses relating to the performance of the position. Acting Director Corporate & Financial Services Contract consisting of: Senior Officer Level 8-1 Higher Duties. Pay increase in line with ASU EB Agreement wage increase effective first full pay period on or after 1 October each year. Commuter use of a Council Motor Vehicle in lieu of overtime payments. Superannuation as per SA Superannuation and LG Acts. Provision of a mobile telephone and laptop/tablet. Reimbursement of all expenses relating to the performance of the position. Acting Director Community Services Contract consisting of: Senior Officer Level 4-1 Higher Duties. Pay increase in line with ASU EB Agreement wage increase effective first full pay period on or after 1 October each year. Private use of a Council Motor Vehicle in lieu of overtime payments. Superannuation as per SA Superannuation and LG Acts. Provision of a mobile telephone and laptop/tablet. Reimbursement of all expenses relating to the performance of the position. Acting Director Infrastructure Services Contract consisting of: Senior Officer Level 4-1 Higher Duties. Pay increase in line with ASU EB Agreement wage increase effective first full pay period on or after 1 October each year. Commuter use of a Council Motor Vehicle in lieu of overtime payments. Superannuation as per SA Superannuation and LG Acts. Provision of a mobile telephone and laptop/tablet. Reimbursement of all expenses relating to the performance of the position.


PERFORMANCE AGAINST ANNUAL BUSINESS PLAN Highlights of the actions and objectives achieved by Council during the 2017/18 financial year include: Building Maintenance Program Involving repairs/upgrades to numerous public toilets, ongoing works at the Mannum Council office, upgrade works at Walker Flat Hall, replacement floor at Palmer pavilion and commencement of tender process for significant roofing works at Mannum Leisure Centre. Events Council continues to support a range of events in its communities, including: • All Steamed Up at Mannum • Australia Day Functions • Cadell Harvest Festival and Murray Giant Pumpkin Competition • Games Obsession Expo • Mannum Agricultural Show • Mannum Christmas Pageant and Street Party • Mannum Craft Fair • Mannum Hot Rod Show • Mannum Riverside Markets • Morgan Christmas Pageant and Fair • Morgan Living River Weekend • Murraylands Apex Mannum Fun Run and Walk • New Year’s Fireworks Displays • Palmer Hot Rod Street Party • Private celebrations, birthdays and weddings • RMBOA River Ramble – Swan Reach – Morgan • RSL Anzac Day and Remembrance Services • Sedan Swap Meet • Sounds by the River • South Australia Truck & Ute Show • Swan Reach Country Music Festival Mid Murray Family Connections Council’s contribution as the backbone organisation for the Mid Murray Family Connections (MMFC) team has seen improved outcomes in overall childhood development – the Australian Early Development Census data highlights the percentage of children classified as developmentally vulnerable has dropped from 32.4% to 18.8%. Murray Coorong Trail – Stage 1 from Mannum to Kia Marina The Murray Coorong Trail has the potential to be an international world river trail, focused on tourism, environment, economic development, culture, history, health and wellbeing. A series of key developments have taken place in the 2017/18 financial year, including upgrade of the Cowirra levee bank, design, signage suite, website development, economic and social analysis, partnership proposals and lobbying of various philanthropic and Government departments. Construction of the Trail will commence upon approval from DEW (Department of Environment and Water) regarding the use of a levee bank and the compiling and finalisation of a Memorandum of Understanding. Work for the Dole Community Projects The town improvement and beautification program utilized the Work for the Dole scheme. Projects included Mannum Waterfall trail maintenance, Crawford Crescent track in Mannum, maintenance of various parks and gardens and maintenance of variance cemeteries.


PERFORMANCE AGAINST ANNUAL BUSINESS PLAN CONT’D Sport & Recreation Contribution Engineering reviews were undertaken for the Mannum Leisure Centre and Cambrai Pool for future planning. Following the review, a series of preliminary works were completed on the Cambrai Pool including repairs to the balance tank, wall and gutter, tile replacement, upgrades to the plant room and safety signage. Council, in partnership with four neighbouring Council’s, supported the Murraylands STARclub program through a funding contribution to employ one on-the-ground field officer who is devoted to working with the 180+ local clubs across the Murraylands, Riverland and Mallee districts. The collaboration focuses on growing and sustaining strong sport and recreation clubs with the aim of working alongside volunteers to increase skills, sustainability, capacity and most importantly participation. Open Space Recreation Plan During the 2017/18 financial year, The Open Space Plan provided for the funding of the Master Plan implementation of the Len White Reserve Master Plan at Swan Reach and the Mary Ann Reserve Master Plan Working Party consultation to scope the project in preparation for commencement.

Following the implementation of the plan, Council assisted the Palmer Community to fund and facilitate consultation and design for a Nature Playspace at Collier Park. The design is shovel ready to attract future funding. Major Construction Projects • A significant road reconstruction and maintenance programme continued throughout the

2017/18 financial year with various projects completed including: Murraylands Road Road upgraded from sheeted to sealed. 7.5km of Murraylands Road located between Black Hill and Sunnydale was upgraded to a width of 10 metres with a 7.2 metre wide bituminous seal.

Purnong Road Reconstructed sealed road upgrade 3 km of Purnong Rd was road was upgraded and reconstructed to a width of 10 metres with a 8 metre wide bituminous seal. Eudunda Road Reconstructed sealed road upgrade 4.3km of Eudunda Rd from Truro was reconstructed and upgraded to a width of 10 metres with a 8 metre wide bituminous seal.

Parker St Unsealed road to sealed Complete reconstruction and sealing of Mannum township road, including new stormwater, kerbing and retaining.

Other Major Infrastructure Works

• Northern Rural Waste Collection – planning & consultation • Truro Carpark Reseal • Palmer Oval Irrigation System • Cadell Boat Ramp Upgrade • Bowhill Transfer Station Upgrade


PERFORMANCE AGAINST ANNUAL BUSINESS PLAN CONT’D


APPLICATION OF COMPETITION PRINCIPLES Council’s obligations under the National Competition Policy fall within two principal categories. The identification of “significant business activities” and, the application of Competitive Neutrality Principles to these activities. Council carries out no commercial business activities with an annual revenue in excess of $2 million, or employing assets in excess of $20 million. Council has in place a Procurement Policy and supports the purchase of goods and services locally. POLICIES OF COUNCIL The following policies have been adopted by Council and are included in our Policy Register: An audit of polices has commenced and is continuing in the ensuing year. Policies • POL-AACCV1 Asset Accounting Policy • POL-ACMLCV1 Alcohol Consumption Policy – Mannum Leisure Centre • POL-ASV1 Annual Scholarship Policy • POL-ADA Australia Day Awards Policy • POL-AMGMTV2 Asset Management Policy • POL-BAV1 Blinds/Awnings Attached to Verandas on Footpaths Policy • POL-BUDGV1 Budget Performance Policy • POL-BINSPV5 Building Inspection Policy • POL-BUSKV2 Busking Policy • POL-CAPCHV1 Council Assessment Panel Complaint Handling Policy • POL-CVANV1 Caravans Policy • POL-CAREV2 Caretaker Policy • POL-CCTVV1 Closed Circuit Television (CCTV) Policy • POL-CGPV1 Community Grants Policy • POL-CLV1 Community Loans Policy • POL-TCWMSV1 Connection to Truro CWMS Policy • POL-EMALLV4 Council Members Allowances and Benefits Policy • POL-EMTV3 Council Member Training and Development Policy • POL-DKSKYV1 Dark Sky Policy • Deputations to Council Policy • Dictionary Presentation to Year 7 Graduates Policy • POL-FPOSTV1 Directional Finger Post Signs Policy • POL-GOODSFPV2 Display of Goods on Council Footpaths Policy • POL-DISPLNDV1 Disposal of Land and Assets Policy • Dust Suppression on Unsealed Roads Policy • POL-ECFV1 Electronic Communications Facilities Policy • Electronic Waste (E-Waste) Policy • POL-ELSV2 Election Signs Policy • POL-ENFV1 Enforcement Policy • POL-FITWKV1 Fit For Work Policy • POL-FLAGV1 Flag Policy • POL-FINSPV5 Food Act Inspection Fees Policy • POL-FRAUDV2 Fraud and Corruption Prevention Policy • POL-HSHIPV1 Hardship Policy for Residential Customers of Minor and

Intermediate Water Retailers • POL-INFGV3 Informal Gatherings Policy • POL-IFCV1 Internal Financial Controls Policy • POL-INTREVV2 Internal Review of a Council Decision Policy & Procedure


• POL-INV5 Investment Policy • Kerbside Waste & Recycling Collection Services Policy • Late Items to Council Policy • POL-LEASEV1 Leases and Licences Policy for Community, Sporting and

Recreational Organisations • Leave Management Policy • LGAWCS Work Health Safety & Return to Work Policy • POL-MCBV1 Morgan Community Bus Policy • POL-MVV1 Motor Vehicle Policy • POL-NAMERV1 Naming of Roads and Public Places Policy • POL-NUTV1 Nutrition Policy • POL-ORDMAKV1 Order Making Policy • POL-ODINV2 Outdoor Dining Policy • Petitions Policy • POL-PHIRV1 Plant Hire Policy • POL-PROCV3 Procurement Policy • POL-PCRV1 Provision of Council Resources to Support the Emergency

Services in Emergencies Policy • POL-PRUDV2 Prudential Management Policy • POL-PCONSV4 Public Consultation Policy • POL-RATV1 Rating Policy • Recognition of Years of Service Policy • POL-RECMV1 Records Management Policy • POL-RMMHAV1 Reimbursement of Rates – Mid Murray Homes for the Aged Inc

Policy • POL-RRATEV1 Remission of Rates – Sporting Clubs and Community

Organisations Policy • POL-RPV1 Reserves Policy • POL-RPMV1 Reserves – Private Moorings Policy • POL-RFV1 Revenue and Financing Policy • POL-RISKV3 Risk Management Policy • POL-RCV1 Road Closure Policy • POL-RRARMV1 Road Reserve Adjacent River Murray Policy • POL-RCMV1 Roads – Construction and Maintenance of Privately Owned

Shack Access Roads Policy • Roads Policy • Rural Roads Policy Guidelines • POL-SAFEV1 Safe Environments – Children and Other Vulnerable People • POL-SDEV1 Signs – Development and Estates Policy • POL-SSCV1 Signs – Stock Control (Portable) – Use On District Roads

Policy • POL-SMV2 Social Media Policy • Sponsorship Policy • POL-SUMBEV1 Staff Usage of Minor Plant and Equipment After Hours Policy • POL-SLIV1 Streetlights – Installation of Additional Lights Policy • POL-TMV2 Tree Management Policy • POL-TREAV1 Treasury Policy • POL-LOGOV1 Use of Council Logo Policy • POL-VOLV1 Volunteer Policy • POL-WDAFCGV1 Waiving of Development Application Fees for Community

Groups Policy • POL-WDAFGAV1 Waiving of Development Fees for General Applicants Policy • POL-WHISTV2 Whistleblower Protection Policy • POL-WREV1 Wreaths Policy


Procedures & Processes • Customer Complaints & Dispute Resolution Process – Water & Sewerage Services • Reviewing and Withdrawing an Expiation Notice Procedure • Community Grants Procedure • Complaints Handling Procedure under Code of Conduct for Council Members • Fit for Work Procedure • Risk Management Framework Guidelines • MMC-G1 Caretaker Guidelines

MMC-G2 Public Question Time Guidelines • MMC-G3 Hardship Guidelines for Truro CWMS • MMC-G4 Tree Management Guidelines • RULES-MFVENDV1 Mobile Food Vendor Location Rules Codes of Conduct • MMC-CC1 - Volunteer Code of Conduct • Code of Conduct for Council Employees • Code of Conduct for Council Members Codes of Practice • MMC-CP1 Code of Practice for Access to Council and Committee Meetings and

Documents REGISTERS 1 Members Register of Interests 2 Members Register of Allowances and Benefits 3 Officers Register of Remuneration etc. 4 Officers Register of Interest 5 Public Road Register 6 Register of Community Land Management Plans 7 Register of Land Management Agreements 8 Register of Development Applications EQUAL EMPLOYMENT OPPORTUNITY Equal Employment Opportunity means that all employment and promotion decisions are made on the basis of merit. Making decisions based on merit means assessing the individual’s skills and abilities and not discriminating against anyone on the basis of their sex, race, national or ethnic origin, physical disabilities, or any other personal characteristic which is irrelevant to the job. The Mid Murray Council is committed to equal employment opportunity for both its existing workforce and in the recruitment of any future employees. Council has resolved that:

- All Council employees should be treated in a fair and equitable manner with regard to recruitment, promotion and all other aspects of personnel management.

- Equal employment opportunities should be provided for all Council employees on the basis of individual merit and without regard to race or national origin, colour, gender, political or religious affiliation, marital status or physical disability.

- Access to effective education and training should be provided for all Council employees to allow them to reach their full potential.

- In encouraging its employees to develop to their fullest potential, the Council should protect them from coercion, favouritism or arbitrary action, whilst also maintaining high standards of integrity and public accountability.


COUNCIL ELECTED MEMBERS – REIMBURSEMENT FOR EXPENSES Council ensures that the payment of Council member allowances, the reimbursement of expenses and the provision of benefits by the Council is accountable, transparent and in accordance with the Local Government Act 1999, the Local Government (Members Allowances and Benefits) Regulations and Council’s Policy. Council has formally adopted a Council Members Allowance and Benefits Policy which is available on Council’s website at www.mid-murray.sa.gov.au. SCHEDULE OF FEES AND CHARGES Council or its Committees have imposed fees and charges for the provision of the undermentioned services:- Cemeteries

Development Applications Dog Control Freedom of Information Rubbish Dumps Immunisation Services Minutes, Agendas and Reports (provision of) Parks, Reserves and Water Reserves (Fees and Revenues) Parking – On Street Photocopying (including Facsimile) Private Roadworks Roadworks Road Reinstatements Roads – Leasing Search Fees Septic Fees Septic Tank Applications Tourism – Information Bays Water – Public Standpipes Usage of Council Assets Morgan Medical Centre Blanchetown Community Health Centre Swan Reach Community Health Centre Council House Rental Office Space Rental Hall Hire Oval Hire Mannum Leisure Centre Swimming Pools Morgan Community Bus Morgan Museum Mannum Dock Museum



PUBLIC CONSULTATION POLICY Adopted by Council 10 April 2000, last reviewed 8 March 2016. Extracts The Policy identifies the steps the Council will follow in circumstances where the Act requires the Council to follow its Policy. (i) The Council will identify a range of options available to it to communicate information to

interested persons and invite submissions;

(ii) Council will also choose consultation periods carefully and do its best to avoid the months of December and January and also the Easter period. However there may be times out of Council’s control that may require us to consult during those periods.

(iii) As a minimum the Council will publish a notice in a newspaper circulating in the area and on Council’s website describing the matter for which public consultation is required, and inviting interested persons to make submissions to the Council within a period being at least twenty one (21) days from the date of the Notice;

(iv) The Council will consider any submissions received as part of its decision making process and will also have regard to any relevant legislation;

(v) Other options which the Council may choose to utilise to communicate information and invite submissions, in addition to the above include:

• notice in The Advertiser;

• letter drops to residents;

• telephone access line;

• media releases;

• letters to stakeholders;

• Information on the local radio;

• Notice in Government Gazette (where required by Legislation);

• Emails to staff community distribution lists;

• community forums;

• fixed displays e.g. noticeboards.

(vi) Any steps taken by the Council in addition to the minimum requirements set out in the Act and in paragraph (iii) above are at the absolute discretion of the Council and will depend upon the particular topic under consideration, the resources available to the Council and the level of interest the topic is likely to generate.

ORDER MAKING POLICY Mid Murray Council is committed to using the Order Making powers available to it under the Local Government Act 1999 in such a way as to facilitate a safe and healthy environment, and to improve the amenity of the locality. Mid Murray Council’s Order Making Policy sets out the steps Council will take in the making of Orders. The policy was reviewed by Council on 8 September 2015, following public consultation on the draft policy. Written submissions were invited within 21 days of a notice appearing in the local newspapers. No submissions were received.


The Order Making Policy covers the following areas: • Unsightly condition of land • Hazards on lands adjoining a public place. • Animals that may cause a nuisance or hazard • Inappropriate use of vehicle. INTERNAL REVIEW OF A COUNCIL DECISION In accordance with Section 270 of the Local Government Act 1999 Council has a Policy and Procedure addressing the manner in which requests for a review of a decision of Council and complaints will be dealt with. The Policy incorporates a three tier process for managing complaints with the Policy and Procedure being based on five principles. They are:

• Fair treatment: which requires impartiality, confidentiality and transparency at all stages of the process;

• Accessibility: to be accessible there must be broad public awareness about Council’s Policies and Procedures and a range of contact options;

• Responsiveness: this will be achieved by providing sufficient resources, well trained staff and ongoing review and improvement of the systems;

• Efficiency: requests and complaints will be resolved as quickly as possible, while ensuring that they are dealt with at a level that reflects their level of complexity;

• Integration of different areas of Council where the matter under review overlaps functional responsibilities.

PROCUREMENT Procurement activities by Council are undertaken in accordance to Procurement Policy in compliance with Section 49 of the Local Government Act 1999 (Act) which seeks to:

• define the methods by which Council can acquire goods and services; • demonstrate probity, accountability and responsibility of Council to ratepayers; • be fair and equitable to all parties involved; • enable all processes to be monitored and recorded; and • ensure that the best possible outcome is achieved for the Council.

However, this Policy does not cover:

• non-procurement expenditure such as sponsorships, grants, funding arrangements, donations and employment contracts; or

• the disposal of land and other assets owned by the Council; or • the purchase of land by the Council.

Mid Murray Council GENERAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2018

Mid Murray Council

General Purpose Financial Statements for the year ended 30 June 2018

Contents

1. Council Certificate

2. Primary Financial Statements:

- Statement of Comprehensive Income- Statement of Financial Position- Statement of Changes in Equity- Statement of Cash Flows

3. Notes to the Financial Statements

4. Independent Auditor's Report - Financial Statements

5. Independent Auditor's Report - Internal Controls

6. Certificates of Audit Independence

- Council Certificate of Audit Independence- Audit Certificate of Audit Independence 49

Page

45

3

6

7

48

2

44

46

The above statement should be read in conjunction with the accompanying Notes and Significant Accounting Policies. page 3

Mid Murray Council

Statement of Comprehensive Income for the year ended 30 June 2018

$ '000

IncomeRates RevenuesStatutory ChargesUser ChargesGrants, Subsidies and ContributionsInvestment IncomeReimbursementsOther Income

Total Income

ExpensesEmployee CostsMaterials, Contracts & Other ExpensesDepreciation, Amortisation & ImpairmentFinance Costs

Total Expenses

Operating Surplus / (Deficit)

Asset Disposal & Fair Value AdjustmentsAmounts Received Specifically for New or Upgraded Assets

Net Surplus / (Deficit) 1

Other Comprehensive IncomeAmounts which will not be reclassified subsequently to operating resultChanges in Revaluation Surplus - I,PP&E

Total Other Comprehensive Income

Total Comprehensive Income

1 Transferred to Statement of Changes in Equity

3d

7,779

491

(128) 1,141

25,784

611

24,339

(1,445)

486

726

488

22,391

10,946

1,321

17 13

8,925 4,135

(2,762)

1,427

25,153

2,341

4

10,352

(1,794)

9a

2017

14,114 13,398

7,846 8,211

1,731

582

4,135 8,925

583

6,506

Notes

2a

2b

2c

2g

2f

2018

3c

2e

3a

9,881 3b

2d

437 961

6,573

5,697

2g 1,096


Mid Murray Council

Statement of Financial Position as at 30 June 2018

$ '000

ASSETSCurrent AssetsCash and Cash EquivalentsTrade & Other ReceivablesInventoriesSubtotalNon-Current Assets Held for SaleTotal Current Assets

Non-current AssetsFinancial AssetsInfrastructure, Property, Plant & EquipmentTotal Non-Current Assets

TOTAL ASSETS

LIABILITIESCurrent LiabilitiesTrade & Other PayablesBorrowingsProvisionsTotal Current Liabilities

Non-current LiabilitiesTrade & Other PayablesBorrowingsProvisionsTotal Non-current Liabilities

TOTAL LIABILITIESNet Assets

EQUITYAccumulated SurplusAsset Revaluation ReservesOther Reserves

Total Equity

8a

5a

5b

6a

4,905

7a

187,770

4,598 3,956 -

188,737

192,693

121

2,634 2,169

5,233

936

Notes 2018

201

3,043

3,956

413

188,616

500 622 2,593

193 3,783

367

2016 2017

505

1,800

5,201

182,368

9,037 624

3,465 603 -

182,569

10,099

431

27

2,362

174,697 175,128

3,465

5,372

19,405 150,766 141,841

178,593

884 934 1,715 2,076

8,397 613

27

173,500 163,122

9,448

14,270 15,471

1,465 1,876

173,500 163,122

5d

20

21,269

8b

8c

8a

8b

8c

9a

9c

19,247 154,901

27

1,693

175,841

16,852

175,841

11,947

11,311 609


Mid Murray Council

Statement of Changes in Equity for the year ended 30 June 2018

AssetAccumulated Revaluation Other Total

$ '000 Notes Surplus Reserve Reserves Equity

2018Balance at the end of previous reporting period 21,269 150,766 1,465 173,500

a. Net Surplus / (Deficit) for Year (1,794) - - (1,794)

b. Other Comprehensive Income- Gain (Loss) on Revaluation of I,PP&E 7a - 4,135 - 4,135 Other Comprehensive Income - 4,135 - 4,135

Total Comprehensive Income (1,794) 4,135 - 2,341

c. Transfers between Reserves (228) - 228 - Balance at the end of period 19,247 154,901 1,693 175,841

2017Balance at the end of previous reporting period 19,405 141,841 1,876 163,122 a. Adjustments (Correction of Prior Period Errors) 24a 26 - - 26 Restated Opening Balance 19,431 141,841 1,876 163,148

b. Net Surplus / (Deficit) for Year 1,427 - - 1,427

c. Other Comprehensive Income- Gain (Loss) on Revaluation of I,PP&E 7a - 8,925 - 8,925 Other Comprehensive Income - 8,925 - 8,925

Total Comprehensive Income 1,427 8,925 - 10,352

d. Transfers between Reserves 411 - (411) - Balance at the end of period 21,269 150,766 1,465 173,500


Mid Murray Council

Statement of Cash Flows for the year ended 30 June 2018

$ '000

Cash Flows from Operating ActivitiesReceiptsOperating ReceiptsInvestment ReceiptsPaymentsOperating Payments to Suppliers and EmployeesFinance Payments

Net Cash provided by (or used in) Operating Activities

Cash Flows from Investing ActivitiesReceiptsAmounts Received Specifically for New/Upgraded AssetsSale of Replaced AssetsSale of Surplus AssetsRepayments of Loans by Community GroupsPaymentsExpenditure on Renewal/Replacement of AssetsExpenditure on New/Upgraded AssetsCapital Contributed to Equity Accounted Council Businesses

Net Cash provided by (or used in) Investing Activities

Cash Flows from Financing ActivitiesReceiptsProceeds from BorrowingsPaymentsRepayments of BorrowingsRepayment of Other BorrowingsRepayment of Bonds & Deposits

Net Cash provided by (or used in) Financing Activities

Net Increase (Decrease) in Cash Held

plus: Cash & Cash Equivalents at beginning of period

Cash & Cash Equivalents at end of period 11 500 622

2,966 (1,225)

(122) 117

11 622 505

- (124) - (167)

(884) (934)

(7,076) (2,957)

3,850 -

- 627

(3,882) (3,546) (4,996) (4,401)

39 26 444 2,029

1,096 1,731 223 577

(465) (498)

11b 3,988 4,299

(20,669) (20,683)

17 13

Notes 2018 2017

25,105 25,467

Mid Murray Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2018

Contents of the Notes accompanying the Financial Statements

Details

Significant Accounting PoliciesIncomeExpensesAsset Disposal & Fair Value AdjustmentsCurrent AssetsCash & Cash EquivalentsTrade & Other ReceivablesInventoriesNon-Current AssetsFinancial AssetsFixed AssetsInfrastructure, Property, Plant & EquipmentValuation of Infrastructure, Property, Plant & EquipmentLiabilitiesTrade & Other PayablesBorrowingsProvisionsReservesAsset Revaluation ReserveOther ReservesAssets Subject to RestrictionsReconciliation to Statement of CashflowsFunctionsComponents of FunctionsFinancial InstrumentsCommitments for ExpenditureFinancial IndicatorsUniform Presentation of FinancesOperating LeasesSuperannuationInterests in Other EntitiesNon Current Assets Held for Sale & Discontinued OperationsContingencies & Assets/Liabilities Not Recognised in the Balance SheetEvents After the Balance Sheet DateRelated Party TransactionsEquity - Retained Earnings and Revaluation Reserves Adjustments

23 41

5b 185c 18

7b 20

238b 238c

8a

1011

23

249b 249a

2526

16

39

37

27

36

31

12a

1514

17

1312b

1918

35

29

37

38

39

Page

1

Note

7a

43

17

18

19

5a

8

6

2 1316

18

4041

42

20

24

2122

_

Mid Murray Council


Note 1. Summary of Significant Accounting Policies

page 8

The principal accounting policies adopted by Council in the preparation of these consolidated financial statements are set out below.

These policies have been consistently applied to all the years presented, unless otherwise stated.

1 Basis of Preparation

1.1 Compliance with Australian Accounting Standards

This general purpose financial report has been prepared on a going concern basis using the historical cost convention in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation.

The financial report was authorised for issue by certificate under regulation 14 of the Local Government (Financial Management) Regulations 2011 dated 30/10/18.

1.2 Historical Cost Convention Except as stated below, these financial statements have been prepared in accordance with the historical cost convention.

1.3 Critical Accounting Estimates The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates and requires management to exercise its judgement in applying Council’s accounting policies.

The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of these Notes.

1.4 Rounding All amounts in the financial statements have been rounded to the nearest thousand dollars ($’000).

2 The Local Government Reporting Entity

Mid Murray Council is incorporated under the South Australian Local Government Act 1999 and has its

principal place of business at 49 Adelaide Road, Mannum SA. These financial statements include the Council’s direct operations and all entities through which Council controls resources to carry on its functions. In the process of reporting on the Council as a single unit, all transactions and balances between activity areas and controlled entities have been eliminated.

3 Income Recognition

Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Council obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever first occurs.

Where grants, contributions and donations recognised as incomes during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised as incomes in a previous reporting period which were obtained in respect of the Council's operations for the current reporting period.

In recent years the payment of untied financial assistance grants has varied from the annual allocation as shown in the table below:

Cash Payment Received

Annual Allocation Difference

2015/16 $1,831,000 $3,758,000 -$1,927,000 2016/17 $5,968,000 $3,714,000 +$2,254,000 2017/18 $3,378,801 $3,684,000 -$305,199

Because these grants are untied, the Australian Accounting Standards require that payments be recognised upon receipt. Accordingly, the operating results of these periods have been distorted compared to those that would have been reported had the grants been paid in the year to which they were allocated.

The Operating Surplus Ratio disclosed in Note 15 has also been calculated after adjusting for the distortions resulting from the differences between the

_

Mid Murray Council Notes to and forming part of the Financial Statements for the year ended 30 June 2018 Note 1. Summary of Significant Accounting Policies (continued)

page 9

actual grants received and the grants entitlements allocated. 4 Cash, Cash Equivalents and other Financial Instruments Cash Assets include all amounts readily convertible to cash on hand at Council’s option with an insignificant risk of changes in value with a maturity of three months or less from the date of acquisition. Receivables for rates and annual charges are secured over the subject land, and bear interest at rates determined in accordance with the Local Government Act 1999. Other receivables are generally unsecured and do not bear interest. All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of which is considered doubtful. All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the accounting policies applied to financial instruments forms part of Note 13. 5 Inventories Inventories held in respect of stores have been valued by using the weighted average cost on a continual basis, after adjustment for loss of service potential. Inventories held in respect of business undertakings have been valued at the lower of cost and net realisable value. 5.1 Real Estate Assets Developments

Real Estate Assets developments have been classified as Inventory in accordance with AASB 102 and are valued at the lower of cost or net realisable value. Cost includes the costs of acquisition, development, borrowing and other costs incurred on financing of that acquisition and up to the time of sale. Any amount by which cost exceeds the net realisable value has been recognised as an expense. Revenues arising from the sale of property are recognised in the operating statement when settlement is completed. Properties not acquired for development, but which Council has decided to sell as surplus to requirements, are recognised at the carrying value at the time of that decision.

5.2 Other Real Estate Held for Resale

Properties not acquired for development, but which Council has decided to sell as surplus to requirements, are recognised at the carrying value at the time of that decision. Certain properties, auctioned for non-payment of rates in accordance with the Local Government Act but which failed to meet the reserve set by Council and are available for sale by private treaty, are recorded at the lower of the unpaid rates and charges at the time of auction or the reserve set by Council. Holding costs in relation to these properties are recognised as an expense when incurred. 6 Infrastructure, Property, Plant & Equipment 6.1 Initial Recognition

All assets are initially recognised at cost. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition. All non-current assets purchased or constructed are capitalised as the expenditure is incurred and depreciated as soon as the asset is held “ready for use”. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition, including architects' fees and engineering design fees and all other costs incurred. The cost of non-current assets constructed by the Council includes the cost of all materials used in construction, direct labour on the project and an appropriate proportion of variable and fixed overhead. 6.2 Materiality

Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by Council for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Examples of capitalisation thresholds applied during the year are given below. No capitalisation threshold is applied to the acquisition of land or interests in land. Buildings & structures $15,000 Infrastructure $10,000 Major Plant & Equipment $15,000 Minor Plant $5,000

_


page 10

IT Equipment $3,000 Furniture & fittings $5,000 Other Community Assets $5,000 6.3 Subsequent Recognition

All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. Significant uncertainties exist in the estimation of fair value of a number of asset classes including land, buildings and associated structures and infrastructure. Further detail of these uncertainties, and of existing valuations, methods and valuers are provided at Note 7. 6.4 Depreciation of Non-Current Assets

Other than land, all infrastructure, property, plant and equipment assets recognised are systematically depreciated over their useful lives on a straight-line basis which, in the opinion of Council, best reflects the consumption of the service potential embodied in those assets. Depreciation methods, useful lives and residual values of classes of assets are reviewed annually. Major depreciation periods for each class of asset are listed below. Depreciation periods for infrastructure assets have been estimated based on the best information available to Council, but appropriate records covering the entire life cycle of these assets are not available, and extreme care should be used in interpreting financial information based on these estimates. Infrastructure Bridges & major culverts 80 to 100 years Capping & reinstatement 100 years Effluent Drainage 5 to 80 years Footpaths 20 to 70 years Kerbs 50 to 100 years Recreation Open Space 5 to 25 years Roads 12 to 80 years Stormwater Drainage 10 to 100 years Street Furniture 5 to 30 years Water Supply 15 to 80 years Plant & Equipment Major Plant & Equipment 5 to 25 years Minor Plant 2 to 15 years IT Equipment 2 to 15 years Buildings & structures 15 to100 years Furniture & fittings 2 to 20 years Other Community Assets 5 to 25 years

6.5 Impairment

Assets whose future economic benefits are not dependent on the ability to generate cash flows, and where the future economic benefits would be replaced if Council were deprived thereof, are not subject to impairment testing. Other assets that are subject to depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount (which is the higher of the present value of future cash inflows or value in use). Where an asset that has been revalued is subsequently impaired, the impairment is first offset against such amount as stands to the credit of that class of assets in Asset Revaluation Reserve, any excess being recognised as an expense. 6.6 Borrowing Costs

Borrowing costs in relation to qualifying assets (net of offsetting investment revenue) have been capitalised in accordance with AASB 123 “Borrowing Costs”. The amounts of borrowing costs recognised as an expense or as part of the carrying amount of qualifying assets are disclosed in Note 3, and the amount (if any) of interest revenue offset against borrowing costs in Note 2. 7 Investment property Council do not currently have any Investment property. 8 Payables 8.1 Goods & Services

Creditors are amounts due to external parties for the supply of goods and services and are recognised as liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of invoice. No interest is payable on these amounts. 8.2 Payments Received in Advance & Deposits

Amounts other than grants received from external parties in advance of service delivery, and security deposits held against possible damage to Council assets, are recognised as liabilities until the service

_


page 11

is delivered or damage reinstated, or the amount is refunded as the case may be. 9 Borrowings Borrowings are initially recognised at fair value, net of transaction costs incurred and are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the income statement over the period of the borrowings using the effective interest method. Borrowings are carried at their principal amounts which represent the present value of future cash flows associated with servicing the debt. Interest is accrued over the period to which it relates, and is recorded as part of “Payables 10 Employee Benefits 10.1 Salaries, Wages & Compensated Absences

Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or settled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts) measured in accordance with AASB 119. Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based oncosts) to be made in respect of services provided by employees up to the reporting date. Present values are calculated using government guaranteed securities rates with similar maturity terms. No accrual is made for sick leave as Council experience indicates that, on average, sick leave taken in each reporting period is less than the entitlement accruing in that period, and this experience is expected to recur in future reporting periods. Council does not make payment for untaken sick leave. 10.2 Superannuation

The Council makes employer superannuation contributions in respect of its employees to the Statewide Superannuation Scheme. The Scheme has two types of membership, each of which is funded differently. No changes in accounting policy have occurred during either the current or previous

reporting periods. Details of the accounting policies applied and Council’s involvement with the schemes are reported in Note 18. 11 Provisions for Reinstatement, Restoration and Rehabilitation Close down and restoration costs include the dismantling and demolition of infrastructure and the removal of residual materials and remediation and rehabilitation of disturbed areas. Estimated close down and restoration costs are provided for in the accounting period when the obligation arising from the related disturbance occurs and are carried at the net present value of estimated future costs. Although estimated future costs are based on a closure plan, such plans are based on current environmental requirements which may change. Council’s policy to maximise recycling is extending the operational life of these facilities, and significant uncertainty exists in the estimation of the future closure date. 12 Leases Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117. 13 Construction Contracts Construction works undertaken by Council for third parties are generally on an agency basis where the third party reimburses Council for actual costs incurred, and usually do not extend beyond the reporting period. As there is no profit component, such works are treated as 100% completed. Reimbursements not received are recognised as receivables and reimbursements received in advance are recognised as “payments received in advance”. 14 Equity Accounted Council Businesses Council currently do not have cooperative arrangements with other Councils for the provision of services and facilities. 15 GST Implications In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax”

_


page 12

Receivables and Creditors include GST receivable and payable.

Except in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and payable.

Non-current assets and capital expenditures include GST net of any recoupment.

Amounts included in the Statement of Cash Flows are disclosed on a gross basis.

16 New accounting standards and UIG interpretations In the current year, Council adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to its operations and effective for the current reporting period. The adoption of the new and revised Standards and Interpretations has not resulted in any material changes to Council's accounting policies. Mid Murray Council has not applied any Australian Accounting Standards and Interpretations that have been issued but are not yet effective. This year Council has again applied AASB 124 Related Party Disclosures and disclosed information about related parties, and transactions with those related parties. This information is presented in Note 23. Some Australian Accounting Standards and Interpretations have been issued but are not yet effective. Those standards have not been applied in these financial statements. Council will implement them when they are effective. The standards that are expected to have a material impact upon Council's future financial statements are: Effective for annual reporting periods beginning on or after 1 January 2018 AASB 9 Financial Instruments This replaces

AASB 139 Financial Instruments: Recognition and Measurement, and addresses the classification, measurement and disclosure of financial assets and liabilities.

The standard introduces a new impairment model that requires impairment provisions to be based on expected credit losses, rather than incurred credit losses. Based on assessments to date, council expects a small increase to impairment losses however the standard is not expected to have a material impact overall.

AASB 15 Revenue from Contracts with Customers, AASB 1058 Income of Not-for-Profit Entities and AASB 2016-8 Amendments to Australian Accounting Standards - Australian Implementation Guidance for Not-for-Profit Entities

AASB 15 will replace AASB 118 Revenue, AASB 111 Construction Contracts and a number of Interpretations. AASB 2016-8 provides Australian requirements and guidance for not-for-profit entities in applying AASB 9 and AASB 15, and AASB 1058 will replace AASB 1004 Contributions. Together they contain a comprehensive and robust framework for the recognition, measurement and disclosure of income including revenue from contracts with customers. Council is still reviewing the way that income is measured and recognised to identify whether there will be any material impact arising from these standards.

17 Comparative Figures To ensure comparability with the current reporting period’s figures, some comparative period line items and amounts may have been reclassified or individually reported for the first time within these financial statements and/or the notes. 18 Disclaimer Nothing contained within these statements may be taken to be an admission of any liability to any person under any circumstance.

Mid Murray Council


Note 2. Income

$ '000

(a). Rates Revenues

General RatesGeneral RatesLess: Mandatory RebatesLess: Discretionary Rebates, Remissions & Write OffsTotal General Rates

Other Rates (Including Service Charges)Natural Resource Management LevyWater SupplyCommunity Wastewater Management SystemsSeparate & Special RatesTV TransmissionWaste RecyclingTotal Other Rates

Other ChargesPenalties for Late PaymentLegal & Other Costs RecoveredTotal Other Charges

Less: Discretionary Rebates, Remissions & Write Offs

Total Rates Revenues

(b). Statutory Charges

Building FeesTown Planning FeesHealth & Septic Tank Inspection FeesAnimal Registration Fees & FinesOther Licences, Fees & FinesTotal Statutory Charges

(c). User Charges

Cemetery FeesHall & Equipment HireProperty LeaseSundryCaravan Park RevenueMannum Dock & Morgan MuseumMannum Leisure CentreWaste Management FeesOtherTotal User Charges

143

39

33

23 47

93

299 304 56 60

285 119

12,332

540

135

-

14,114

1,647

134 1

81

14

71

2017

(20)

Notes

(148) (156)

11,702

544

12,550

2018

(60)

55 45 798 788

102

1,614

- 102

14 19 19

11,910

437

13,398

248 62

104

28 76

491

40

221 204

961 1,321

590

7 9

(62)

183 31

37 37 105

Mid Murray Council


Note 2. Income (continued)

$ '000

(d). Investment Income

Interest on Investments - Local Government Finance Authority - Banks & OtherTotal Investment Income

(e). Reimbursements

Private WorksExpense PaymentsOtherTotal Reimbursements

(f). Other Income

Insurance & Other RecoupmentsRebates & Bonus ReceivedSundryDonationsOtherTotal Other Income

(g). Grants, Subsidies, Contributions

Amounts Received Specifically for New or Upgraded AssetsTotal Amounts Received Specifically for New or Upgraded AssetsOther Grants, Subsidies and ContributionsUntied - Financial Assistance GrantRoads to RecoveryLibrary and CommunicationsIndividually Significant Item - Additional Grants Commission Payment (refer below)Total Other Grants, Subsidies and ContributionsTotal Grants, Subsidies, ContributionsThe functions to which these grants relate are shown in Note 12.

(i) Sources of grantsCommonwealth GovernmentState GovernmentOtherTotal

(ii) Individually Significant ItemsGrant Commission (FAG) Grant Recognised as Income

In June 2018 Council received payment of part of the 2018/19 Grant Commission (FAG) grant of $1,949,000 this offsetthe expected reduction due to the advance payment received in June 2017 for 2017/18 of $2,254,000 Refer to Note 1. (3) Income Recognition for additional information of the timing of FAG payments over the past 3 years.

768

1,096

5

186 101

- 577 680

1,731

583

51 69 37

325

1,477 1,347 5,257 8,067

1,309

- 2,254

582 726

9,510 6,793

59 96

2,254

112 24 4

285

1

6,793 9,510

-

611

45

- 11

3 2 17 13

14 -

Notes 2018 2017

1,096 1,731

3,379 3,714 989 1,036 20 7

5,697 7,779

Mid Murray Council


Note 2. Income (continued)

$ '000

(h). Conditions over Grants & Contributions

Grants and contributions which were obtained on the condition that theybe expended for specified purposes or in a future period, but which arenot yet expended in accordance with those conditions, are as follows:

Unexpended at the close of the previous reporting period

Less:Expended during the current period from revenuesrecognised in previous reporting periodsRoads InfrastructureHeritage & Cultural ServicesHealthy CommunitiesSubtotal

Plus:Amounts recognised as revenues in this reportingperiod but not yet expended in accordance with the conditionsFederal Infrastructure ProjectsState Infrastructure ProjectsSubtotal

Unexpended at the close of this reporting period

Net increase (decrease) in assets subject to conditionsin the current reporting period

386

771

- (644)

Notes 2018 2017

(122) (816)

438 634

316 (182)

345 248

(42) (51)

953

1,087 771

93

(80) (121)

Mid Murray Council


Note 3. Expenses

$ '000

(a). Employee Costs

Salaries and WagesEmployee Leave ExpenseSuperannuation - Defined Contribution Plan ContributionsSuperannuation - Defined Benefit Plan ContributionsWorkers' Compensation InsuranceLess: Capitalised and Distributed CostsTotal Operating Employee Costs

Total Number of Employees (full time equivalent at end of reporting period)

(b). Materials, Contracts and Other Expenses

(i) Prescribed ExpensesAuditor's Remuneration - Auditing the Financial ReportsBad and Doubtful DebtsElected Members' ExpensesSubtotal - Prescribed Expenses

(ii) Other Materials, Contracts and ExpensesContractorsEnergyMaintenanceLegal ExpensesNatural Resources Levy (NRM)Other Government LeviesParts, Accessories & ConsumablesProfessional ServicesSundryFuel & OilsInsurancesRubbish Collection ContractorTelephoneVehicle Registration & TPIWater & SewerDonations & ContributionsWaste ServicesFreightComputer Hardware, Software & SupportLess: Capitalised and Distributed CostsSubtotal - Other Material, Contracts & Expenses

Total Materials, Contracts and Other Expenses

99

7,846

94

537 460

10,946

545 170

403

Notes 2018 2017

586 6,675 7,206

541

396 402

210

15

8,211

18

365 277

330 367

137

253 253

(385) (379)

798 760

231

8,266 7,380

321

10,665

9,881

9,616

536

(8,482) (5,971)

102 114

265 281

282 210

168

3,909

694 509

256

14 (2) 13

18120 137

572 601 520 207 195 132

91 224

3,740

357 378

63 75

Mid Murray Council


Note 3. Expenses (continued)

$ '000

(c). Depreciation, Amortisation and Impairment

(i) Depreciation and AmortisationBuildings & Other StructuresInfrastructure- Roads- Bridges- Footpaths- Kerbing- Stormwater Drainage- Open Space Parks & Gardens- Water Licences & Supply- Effluent Drainage- Capping and ReinstatementPlant & EquipmentFurniture & FittingsOther AssetsSubtotal

Total Depreciation, Amortisation and Impairment

(d). Finance Costs

Interest on Overdraft and Short-Term DrawdownInterest on LoansTotal Finance Costs

Note 4. Asset Disposal & Fair Value Adjustments

Infrastructure, Property, Plant & Equipment

(i) Assets Renewed or Directly ReplacedProceeds from DisposalLess: Carrying Amount of Assets SoldGain (Loss) on Disposal

(ii) Assets Surplus to RequirementsProceeds from DisposalLess: Carrying Amount of Assets SoldGain (Loss) on Disposal

Net Gain (Loss) on Disposal or Revaluation of Assets

68 66 80

122

3,260 3,182

250 238 118

Notes 2018 2017

(128) 1,141

1,041 1,056

86 40

8 9

78

298 262

470 98 98

419

835 881

- (711) -

2,606 223 (84) (1,465)

6,573

6,573 6,506

249 208

139 1,141

8

(267)

-

-

444

8

6,506

239 278 488 486

-

Mid Murray Council


Note 5. Current Assets

$ '000

(a). Cash & Cash Equivalents

Cash on Hand at BankDeposits at CallTotal Cash & Cash Equivalents

(b). Trade & Other Receivables

Rates - General & OtherAccrued RevenuesDebtors - GeneralOther Levels of GovernmentGST RecoupmentPrepaymentsLoans to Community OrganisationsSubtotal

Less: Allowance for Doubtful DebtsTotal Trade & Other Receivables

(c). Inventories

Stores & MaterialsTrading StockTotal Inventories

Note 6. Non-Current Assets

Financial Assets

ReceivablesLoans to Community OrganisationsOther DebtorsTotal Receivables

Total Financial Assets 201

121 201

121

413 193

63 84 58 117

376 165 37 28

3,043 3,783

3,082 3,824 33 51

(39) (41)

518 570 179 1,160

Notes 2018 2017

110 200

500 622

1 1

390 422

1,977 1,840

192 201 182 1

Mid Murray Council


Note 7a. Infrastructure, Property, Plant & Equipment

Fair Value At At Carrying At At Carrying

$ '000 Level Fair Value Cost Dep'n Value Fair Value Cost Dep'n Value

Capital Work in Progress 3 - 1,357 - 1,357 - - - - 3,080 (4) - - 4,433 - 4,433 Land 2 6,564 38 121 6,480 2 190 (666) - (182) 603 - 6,201 348 122 6,427 Land 3 18,334 - - 18,334 - - - - - - - 18,334 - - 18,334 Buildings & Other Structures 2 5,215 - 4,660 555 103 58 - (62) (125) (1) - 5,215 35 4,722 528 Buildings & Other Structures 3 43,222 1,747 20,802 24,166 23 - - (979) - - - 42,618 2,374 21,782 23,210 Infrastructure 3 - - - - - - - - - - - - - - - - Roads 3 85,299 1,266 39,266 47,299 3,146 2,295 (46) (3,260) (1,350) (415) - 85,208 4,895 42,435 47,668 - Road Earthworks 3 48,593 - - 48,593 - - - - - 32 - 48,593 32 - 48,625 - Bridges 3 4,029 - 1,820 2,209 54 - - (86) (54) - 429 5,162 - 2,610 2,552 - Footpaths 3 2,126 374 861 1,639 201 - - (68) 16 - - 2,126 591 929 1,788 - Kerbing 3 5,390 153 2,897 2,646 12 - - (80) 25 106 - 5,390 297 2,978 2,709 - Stormwater Drainage 3 10,239 190 4,040 6,389 21 - - (122) - 143 - 10,239 354 4,162 6,431 - Structures 3 6 - 6 - 1,260 4 - - (1,241) (23) - 6 - 6 - - Open Space Parks & Gardens 3 8,927 32 3,710 5,249 - - - (250) - 166 - 8,927 198 3,960 5,165 - Water Licences & Supply 3 345 - 72 273 - - - (8) - - - 345 - 80 265 - Effluent Drainage 3 14,649 2,926 7,352 10,223 6 15 - (419) - (6) 3,706 19,863 15 6,353 13,525 - Capping and Reinstatement 3 996 - 404 592 - - - (98) - - 996 - 502 494 Plant & Equipment 3 - 10,328 5,459 4,869 150 1,098 (84) (835) 77 (172) - - 10,843 5,739 5,104 Furniture & Fittings 3 - 3,566 2,447 1,120 - - - (298) - 170 - - 3,736 2,744 992 Other Assets 3 - 383 10 374 19 226 - (8) (245) - - - 383 17 366 Total Infrastructure, Property,Plant & Equipment

Comparatives 256,598 23,774 105,676 174,696 4,401 2,943 (1,464) (6,506) - (627) 8,925 253,934 22,360 93,925 182,368

93,925

Revaluation Incrementsto Equity (ARR)

(Note 9)AccumulatedAccumulated

as at 30/6/2017

182,368 4,996 (795) 3,886

Asset Additions

Asset Movements during the Reporting Periodas at 30/6/2018

Depreciation Expense (Note 3c)

WDVof Asset

Disposals

WIPTransfers

Adjustments& Transfers

New / Upgrade Renewals

- 4,135 599 188,616 99,141 28,534 253,934 22,360 259,223 (6,573)

Mid Murray Council


Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property

Valuation of Assets

The fair value of assets and liabilities must be estimated in accordance with various Accounting Standards for eitherrecognition and measurement requirements or for disclosure purposes.

AASB 13 Fair Value Measurement requires all assets and liabilities measured at fair value to be assigned to a "level"in the fair value hierarchy as follows:

Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date.

Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly.

Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs).

Refer to Note 7a for the disclosure of the Fair Value Levels of Infrastructure, Property, Plant and Equipment Assets.

Information on Valuations

Certain land, and the buildings and structures thereon, are shown above as being based on fair value hierarchylevel 2 valuation inputs. They are based on prices for similar assets in an active market, with directly or indirectlyobservable adjustments for specific advantages or disadvantages attaching to the particular asset.

Valuations of Crown land, community land and land subject to other restrictions on use or disposal, shown above as being based on fair value hierarchy level 3 valuation inputs, are based on prices for similar assets in an active market, but include adjustments for specific advantages or disadvantages attaching to the particular asset that are not directly or indirectly observable in that market, or the number and / or amount of observable adjustments of which are so great that the valuation is more fairly described as being based on level 3 valuation inputs.

There is no known market for buildings, infrastructure and other assets. These assets are valued at depreciatedcurrent replacement cost. This method involves:

- The determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate.

- The calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council.

This method has significant inherent uncertainties, relying on estimates of quantities of materials and labour, residual values and useful lives, and the possibility of changes in prices for materials and labour, and the potential for development of more efficient construction techniques.

Mid Murray Council


Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property (continued)

Valuation of Assets (continued)

Other Information

At 1 July 2004 upon the transition to AIFRS, Council elected pursuant to AASB 1.D5 to retain a previously establisheddeemed cost under GAAP as its deemed cost. With subsequent addition at cost, this remains as the basis ofrecognition of non-material asset classes.

Upon revaluation, the current new replacement cost and accumulated depreciation are re

‐

stated such that the difference represents the fair value of the asset deter

‐

mined in accordance with AASB 13 Fair Value Measurement: accumulated depreciation is taken to be the difference between current new replacement cost and fair value. In the case of land, current replacement cost is taken to be the fair value.

Highest and best use

All of Council's non financial assets are considered as being utilised for their highest and best use.

Transition to AASB 13 - Fair Value Measurement

The requirements of AASB 13 Fair Value Measurement have been applied to all valuations undertaken since 1 July 2013 as shown by the valuation dates by individual asset classes below.

Land - Basis of valuation: Fair Value/Market Value - Date of valuation: 30 June 2015 - Valuer: Maloney Field Services Pty Ltd

Land Improvements - Basis of valuation: Recognised at Cost

Buildings & Other Structures - Basis of valuation: Fair Value / Market Value - Date of valuation: 30 June 2015 - Valuer: Maloney Field Services Pty Ltd

Mid Murray Council have identified assets which are required to be valued under a market approach, in accordance with AASB 13 - Fair Value Measurement. The assets were subsequently valued by Maloney Field Services as at 30 June 2015. The balance of the assets were valued at Depreciated Replacement Cost.

Mid Murray Council


Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property (continued)

Valuation of Assets (continued)

InfrastructureRoads - Basis of valuation: Replacement Cost. Additons at cost. - Date of valuation: 1 July 2016. - Valuer: Council valuation using unit rates

Infrastructure assets in the form of Community Wastewater Management Schemes were valued by Gayler Professional Engineering at written down current replacement cost as at 1 July 2017. All acquisitions made after the respective dates of valuation are recorded at cost.

Stormwater drainage infrastructure was valued by Maloney Field Services as at 30 June 2011 at written down currentreplacement cost. All acquisitions made after the respective dates of valuation are recorded at cost.

Bridges, major culverts infrastructure was valued by Tonkins Consultancy as at 1 July 2017 at written down currentreplacement cost. All acquisitions made after the respective dates of valuation are recorded at cost.

Council plans to undertake condition based assessments of its Infrastructure assets on a four-yearly rolling program according to the following schedule in consultation with its external asset management consultants.Kerbs & Footpaths 2018/19Stormwater 2018/19Buildings 2018/19Parks & Open Spaces 2019/20

Mid Murray Council


Note 8. Liabilities

$ '000

(a). Trade and Other Payables

Goods & ServicesAccrued Expenses - Employee EntitlementsAccrued Expenses - Finance CostsDeposits, Retentions & BondsTotal Trade and Other Payables

(b). Borrowings

LoansTotal Borrowings

All interest bearing liabilities are secured over the future

revenues of the Council

(c). Provisions

Employee Entitlements (including oncosts)

Future Reinstatement / Restoration, etcTotal Provisions

Movements in Provisions

$ '000

2018 (current & non-current)

Opening BalanceAdd Additional Amounts RecognisedClosing Balance

Non Current

27

39

27

613 493 37

- 530

-

936

1,762

11,311

-

1,644

8,397

- 27 - 134 - -

383 - 391 111

531

884

-

78 1,678

Other

120

2,169

936 884 11,311

Insurance Losses

1,800

569

1,715

CarbonTax

- -

Notes2018

-

-

38

20172017

-

Non Current Current

2,140 -

27 2,634

609

Future Reinstatement

8,397

2018Current

- -

Mid Murray Council


Note 9. Reserves

$ '000

(a). Asset Revaluation Reserve

Land - CommunityLand - OtherBuildings & Other StructuresInfrastructure- Roads- Road Earthworks- Bridges- Stormwater Drainage- Effluent Drainage- Capping and ReinstatementTotal Asset Revaluation ReserveComparatives

$ '000

(b). Other Reserves

Building & Infrastructure ReserveEffluent Drainage ReserveProjects ReserveTotal Other ReservesComparatives

PURPOSES OF RESERVESAsset Revaluation ReservesThe asset revaluation reserve is used to record increments and decrements arising from changes in fair value ofnon current assets (less any subsequent impairment losses, where applicable).

- 7,615

48,593 - - - 48,593

4,365 - - - 4,365

54,423 - - - 54,423

- 429 - - 429

564 - 228 - 792 37 - - - 37

-

-

228

1/7/2017 Increments (Decrements)

864 -

4,135

-

150,766

154,901

- -

-

-

30/6/2018

1,465

20,438 - -

-

-

-

864

-

1/7/2017 Tfrs from Reserve

Other Movements 30/6/2018

1,876

1,465

(411)

- 1,693

Tfrs to Reserve

141,841

-

8,925 -

11,566 -

Transfers Impairments

- -

Notes

150,766

20,438

577 - - - 3,189 3,706 - - 6,895

Notes

- - 11,566

577

7,615 - -

Mid Murray Council


Note 10. Assets Subject to Restrictions

$ '000

The uses of the following assets are restricted, wholly or partially, by legislation or other externally imposed requirements. The assets are required to be utilised for the purposes for which control was transferred to Council, or for which the revenues were originally obtained.

Cash & Financial AssetsUnexpended amounts receivedOpen Space Contributions - FederalRoads To Recovery - FederalSmart Cities & Suburbs Program - FederalWomen of the River Exhibition grant - FederalMurray Coorong Trail - State Open Space Contributions - StateOther - StateTotal Cash & Financial AssetsTotal Assets Subject to Externally Imposed Restrictions

386 330

83

225 120

224 248 63 -

1,087 771 1,087

-

2018 2017Notes

-

137

42 -

771

Mid Murray Council


Note 11. Reconciliation to Statement of Cash Flows

$ '000

(a). Reconciliation of Cash

Cash Assets comprise highly liquid investments with short periods tomaturity subject to insignificant risk of changes of value. Cash at theend of the reporting period as shown in the Statement of Cash Flowsis reconciled to the related items in the Balance Sheet as follows:

Total Cash & Equivalent AssetsBalances per Statement of Cash Flows

(b). Reconciliation of Change in Net Assets to Cash from Operating Activities

Net Surplus/(Deficit)Non-Cash Items in Income Statements Depreciation, Amortisation & Impairment Net (Gain) Loss on Disposals

Add (Less): Changes in Net Current Assets Net (Increase)/Decrease in Receivables Change in Allowances for Under-Recovery of Receivables Net (Increase)/Decrease in Inventories Net (Increase)/Decrease in Other Current Assets Net Increase/(Decrease) in Trade & Other Payables Net Increase/(Decrease) in Unpaid Employee Benefits Net Increase/(Decrease) in Other Provisions Net Increase/(Decrease) in Other LiabilitiesNet Cash provided by (or used in) operations

(c). Financing Arrangements

Unrestricted access was available at balance date to the following lines of credit:

Bank OverdraftsCorporate Credit CardsLGFA Cash Advance Debenture Facility

The bank overdraft facilities may be drawn at any time and may be terminated by the bank without notice.

500 622

6,573

2018 2017

622

2

500

(1,794) 1,427

6,506

Notes

(465) 396

128 (1,141) 3,811 5,061

724

(220) 174 55 209

42 (340)

(1,195) -

5

33 21 - 500

(32) - 26

3,988 4,299

39

16,582 12,000

Mid Murray Council


Note 12a. Functions

Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual$ '000 2018 2017 2018 2017 2018 2017 2018 2017 2018 2017

Governance 11 1 1,144 1,004 (1,133) (1,003) 3 - - - Corporate Services 3,388 5,572 1,077 1,076 2,311 4,497 3,007 5,250 33,814 31,836 Financial Services 48 44 1,318 1,233 (1,270) (1,189) 5 5 - - Funding 13,012 12,355 619 591 12,393 11,764 - - - - Information Management 11 5 1,482 1,444 (1,471) (1,439) 5 5 820 891 Libraries 21 21 237 224 (216) (203) 20 18 - - Community Care 76 33 805 715 (729) (682) 58 3 120 127 Community Transport 166 169 162 140 4 29 166 157 - - Cultural Services 41 36 157 145 (116) (109) - 5 - - Tourism And Development 325 430 1,095 1,013 (770) (583) - 5 917 946 Council Properties 317 726 1,683 1,874 (1,366) (1,148) - - 18,642 19,456 Regulatory Services 144 195 495 561 (351) (366) - - 37 39 Health Services 48 59 222 257 (174) (198) - - - - Environment Services 285 334 324 397 (39) (63) - - - - Development Services 324 325 1,463 1,616 (1,139) (1,291) 10 10 - - Waste Management 513 348 2,166 1,898 (1,653) (1,550) - - 2,000 2,141 Marine Facilities - 91 58 30 (58) 61 - 90 735 746 Sport And Recreation 73 70 496 443 (423) (373) - - 2,661 2,823 Open Space 44 53 1,198 1,114 (1,154) (1,061) 44 53 4,413 4,431 (continued on next page)

Details of these Functions/Activities are provided in Note 12(b).

Functions/Activities

Income, Expenses and Assets have been directly attributed to the following Functions / Activities.

INCOME EXPENSES OPERATINGSURPLUS (DEFICIT)

TOTAL ASSETS HELD (CURRENT &

NON-CURRENT)

GRANTS INCLUDEDIN INCOME

Mid Murray Council


Note 12a. Functions (continued)

Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual$ '000 2018 2017 2018 2017 2018 2017 2018 2017 2018 2017

Footpaths And Cycle Tracks 21 10 159 111 (138) (101) 21 10 1,788 1,639 Stormwater - - 219 268 (219) (268) - - 6,430 6,388 Cemeteries 39 48 91 101 (52) (53) - - 210 219 Roads 15 404 6,286 7,006 (6,271) (6,602) - 377 101,212 100,747 Infrastructure Services 2,393 1,909 822 947 1,571 962 2,358 1,671 - - Works Depot 91 17 100 307 (9) (290) - - - - Plant And Machinery 114 124 260 129 (146) (5) - - 5,099 4,869 Water Supply 55 45 16 13 39 32 - - 265 273 Community Wastewater Management S 816 915 999 1,127 (183) (212) - 120 13,530 10,199

Total Functions/Activities 22,391 24,339 25,153 25,784 (2,762) (1,445) 5,697 7,779 192,693 187,770

Revenues and expenses exclude net gain (loss) on disposal or revaluation of assets, net gain (loss) from joint ventures & associated entities, amounts received specifically for new or upgraded assets and physical resources received free of charge.

Functions/Activities

Income, Expenses and Assets have been directly attributed to the following Functions / Activities.Details of these Functions/Activities are provided in Note 12(b).

INCOME EXPENSES OPERATINGSURPLUS (DEFICIT)

GRANTS INCLUDEDIN INCOME

TOTAL ASSETS HELD (CURRENT &

NON-CURRENT)

Mid Murray Council


Note 12b. Components of Functions

$ '000

The activities relating to Council functions are as follows:

GOVERNANCE

CORPORATE SERVICES

FINANCIAL SERVICES

FUNDING

INFORMATION MANAGEMENT

LIBRARIES

COMMUNITY CARE

COMMUNITY TRANSPORT

CULTURAL SERVICES

TOURISM AND DEVELOPMENT

COUNCIL PROPERTIES

REGULATORY SERVICES

HEALTH SERVICES

ENVIRONMENT SERVICES

DEVELOPMENT SERVICES

WASTE MANAGEMENT

Environmental Health Services and Health Prevention Services.

All libraries including Mannum and Morgan.

Community Transport and Community Passenger Network.

Tourism, Economic Development and Mannum Dock.

Cultural Services including Port of Morgan Heritage Centre.

Including Admin Buildings, Public Conveniences, Mannum Caravan Park, Television Services, Licenses and Leases.

Includes Dog and Cat Control, Parking, Camping Sites and Other General Inspection, Fire Prevention/Protection andIllegal Developments.

Elected Members and Chief Executive operations.

Corporate Services, Human Resources and Risk Management.

Natural Resources Management and Environmental General Services.

Includes Development General Services, Building Assessments and Planning Assessments.

Waste Collections, Disposal Facility Cambrai, Transfer Stations, Recycling and Organics Waste Management and

Financial Services including audit function, revenue collection, procurement, loans and investments.

Rates General, Rates Other and Grants Commission.

Customer Service, Information Technology and Records Management.

Community Services including Morgan Community Centre and Hub, Blanchetown Community Centre,Aged/Disabled/Disadvantaged Homes, Healthy Communities/OPAL, Youth Development and Health Centres.

Mid Murray Council


Note 12b. Components of Functions (continued)

$ '000

The activities relating to Council functions are as follows:

MARINE FACILITIES

SPORT AND RECREATION

OPEN SPACE

FOOTPATHS AND CYCLE TRACKS

STORMWATER

CEMETERIES

ROADS

INFRASTRUCTURE SERVICES

WORKS DEPOT

PLANT AND MACHINERY

WATER SUPPLY

COMMUNITY WASTEWATER MANAGEMENT SCHEMES

Includes Mary Ann, Morgan Riverfront, Pioneer Park, Graeme Claxton and other open spaces.

Works depot and Private Works services.

Plant and Machinery Services for Capital and Operation.

Water Supply service for Bowhill.

Provision of Community Wastewater Management Schemes for various private-owned shacks and townships.

Mannum and Morgan Wharf Precincts and Other Marine Facilities.

Mannum Leisure Centre, Mannum and Cambrai Swimming Pools.

Cemeteries services.

Sealed and Unsealed Roads, Road Reserves, Bridges, Kerbs and Gutters, Street Lighting and Traffic Control.

Infrastructure and Asset Management Services, and Emergency Responses.

Stormwater services.

Footpaths and Cycle Tracks.

Mid Murray Council


Note 13. Financial Instruments

$ '000

Recognised Financial Instruments

Bank, Deposits at Call, Short Term Deposits Accounting Policy:Carried at lower of cost and net realisable value; Interest isrecognised when earned.

Terms & Conditions:Deposits are returning a fixed interest rate of 1.5% during the year(2017: between 1.5% and 1.75%). Short term deposits have anaverage maturity of 24 hours and an average interest rate of 1.5%(2017: 24 hours and 1.52%).

Carrying Amount:Approximates fair value due to the short term to maturity.

Receivables Accounting Policy:Rates & Associated Charges Carried at nominal values less any allowance for doubtful debts.(including legals & penalties for late payment) An allowance for doubtful debts is recognised (and re-assessed

annually) when collection in full is no longer probable.Note: These receivables do not meet the definitionof "financial instruments" and have been excluded Terms & Conditions:from the following disclosures. Secured over the subject land, arrears attract interest of 6.75%

(2017: 7%). Council is not materially exposed to any individualdebtor, credit risk exposure is concentrated within the Council's boundaries in the State.

Carrying Amount:Approximates fair value (after deduction of any allowance).

Receivables Accounting Policy:Fees & Other Charges Carried at nominal values less any allowance for doubtful debts.

An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable.

Terms & Conditions:Unsecured, and do not bear interest. Council is not materiallyexposed to any individual debtor, credit risk exposure isconcentrated within the Council's boundaries.


Mid Murray Council


Note 13. Financial Instruments (continued)

$ '000


Receivables Accounting Policy:Other Levels of Government Carried at nominal value.

Terms & Conditions:Amounts due have been calculated in accordance with theterms and conditions of the respective programs followingadvice of approvals, and do not bear interest. All amountsare due by Departments and Agencies of State and FederalGovernments.

Carrying Amount:Approximates fair value.

Receivables Accounting Policy:Retirement Home Contributions Carried at nominal values less any allowance for doubtful debts.

An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable.

Terms & Conditions:Amounts due have been calculated in accordance with the termsand conditions of the respective legislation.


Liabilities Accounting Policy:Creditors and Accruals Liabilities are recognised for amounts to be paid in the future for

goods and services received, whether or not billed to the Council.

Terms & Conditions:Liabilities are normally settled on 30 day terms.


Mid Murray Council



$ '000


Liabilities Accounting Policy:Retirement Home Contributions To avoid inconvenience when complying with the separate audit

requirements imposed by the relevant legislation, amounts arecarried at nominal values.

Terms & Conditions:Pursuant to Commonwealth legislation certain intending residents are required to contribute amounts on an interest free basis. The amounts are subject to certain deductions as prescribed by the legislation, the balance being repaid ontermination of tenancy.

Carrying Amount:Approximates fair value for short tenancies; may be non-materially overstated for longer tenancies.

Liabilities Accounting Policy:Interest Bearing Borrowings Carried at the principal amounts. Interest is charged as an

expense as it accrues.

Terms & Conditions:Secured over future revenues, borrowings are repayable half yearly for fixed and periodically within the term for variable(CAD) borrowings; interest is charged at fixed (or variable) rates between 3.60% and 6.7% (2017: 3.74% and 5.67%).


Liabilities Accounting Policy:Finance Leases Accounted for in accordance with AASB 117.

Mid Murray Council



$ '000

2018Financial AssetsCash & EquivalentsReceivablesTotal Financial Assets

Financial LiabilitiesPayablesCurrent BorrowingsNon-Current BorrowingsTotal Financial Liabilities

2017Financial AssetsCash & EquivalentsReceivablesTotal Financial Assets

Financial LiabilitiesPayablesCurrent BorrowingsNon-Current BorrowingsTotal Financial Liabilities

The following interest rates were applicableto Council's Borrowings at balance date:

Other Variable RatesFixed Interest Rates

Net Fair ValueAll carrying values approximate fair value for all recognised financial instruments. There is no recognised market forthe financial assets of the Council.

1,782

-

6,219

12,247

3.75% 7,418 4.68% 4,829 5.67% 5,238

3.74%

622 622 178

622

< 1 year

133 2,715 2,564

8,361 3,319 5,000 3,292

-

5,000 6,192 936

692 121 121 -

618

1,771 27 1,169 -

1,798

884

133

- 813

2,270

Carrying

1,118 -

2,404 178

2,243

7,940

1,192

27

500 -

688

- 1,118 2,270

- -

4,043

30 June 2018

Interest RateCarrying

Interest RateValue

-

9,281

30 June 2017

-

Due > 1 yearDue& ≤ 5 years

11,880 11,311

12,298

14,847 14,045

11,551

CarryingValue

1,169

500 500

1,313 1,313

8,910

688

618 8,397

1,942

Due> 5 years

1,798

2,093

813

ValuesCash Flows

Weighted Avg Weighted Avg

Total Contractual

Mid Murray Council



$ '000

Risk Exposures

Credit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. The maximum credit risk on financial assets of the Council is the carrying amount, net of any allowance for doubtful debts. All Councilinvestments are made with the SA Local Government Finance Authority and are guaranteed by the SA Government.Except as detailed in Notes 5 & 6 in relation to individual classes of receivables, exposure is concentrated within theCouncil's boundaries, and there is no material exposure to any individual debtor.

Market Risk is the risk that fair values of financial assets will fluctuate as a result of changes in market prices. Allof Council's financial assets are denominated in Australian dollars and are not traded on any market, and henceneither market risk nor currency risk apply.

Liquidity Risk is the risk that Council will encounter difficulty in meeting obligations with financial liabilities. In accordance with the model Treasury Mangement Policy (LGA Information Paper 15), liabilities have a range ofmaturity dates. Council also has available a range of bank overdraft and standby borrowing facilities that it can access.

Interest Rate Risk is the risk that future cash flows will fluctuate because of changes in market interest rates.Council has a balance of both fixed and variable interest rate borrowings and investments. Cash flow fluctuations aremanaged holistically in seeking to minimise interest costs over the longer term in a risk averse manner.

Note 14. Commitments for Expenditure

$ '000

Other Expenditure Commitments

Other expenditure committed for (excluding inventories) at the reportingdate but not recognised in the financial statements as liabilities:

Audit ServicesMaintenance ContractsBanking-bill payment services

These expenditures are payable:Not later than one yearLater than one year and not later than 5 years

725

2018 2017Notes

527 2,780 322 3,590

3,590

15 3,509

14

849

810

849

66 110

Mid Murray Council


Note 15. Financial Indicators

$ '000

1. Operating Surplus RatioOperating SurplusTotal Operating Income

This ratio expresses the operating surplus as a percentage of totaloperating revenue.

2. Net Financial Liabilities RatioNet Financial LiabilitiesTotal Operating Income

Net Financial Liabilities are defined as total liabilities less financial assets

(excluding equity accounted investments in Council businesses). These are

expressed as a percentage of total operating revenue.

Adjustments to RatiosIn recent years the Federal Government has made advance payments prior

to 30th June from future year allocations of financial assistance grants, as

explained in Note 1. These Adjusted Ratios correct for the resulting distortion

in key ratios for each year and provide a more accurate basis for comparison.

Adjusted Operating Surplus Ratio

Adjusted Net Financial Liabilities Ratio

3. Asset Sustainability RatioNet Asset RenewalsInfrastructure & Asset Management Plan required expenditure

Net asset renewals expenditure is defined as net capital expenditure on

the renewal and replacement of existing assets, and excludes new

capital expenditure on the acquisition of additional assets.

These Financial Indicators have been calculated in accordance with Information paper 9 - Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia.

(15%)(6%)22,391

(12%)(2,762)

Amounts2018 2018 2017 2016

Indicator Prior Periods

13,188 59% 40% 61%22,391

3,659 68% 46% 19%5,350

(11%) (15%) (6%)

61%40%59%

Mid Murray Council


Note 16. Uniform Presentation of Finances

$ '000

The following is a high level summary of both operating and capital investment activities of the Council prepared on a simplified Uniform Presentation Framework basis.

All Councils in South Australia have agreed to summarise annual budgets and long-term financial plans on the same basis.

The arrangements ensure that all Councils provide a common 'core' of financial information, which enables meaningful comparisons of each Council's finances.

Incomeless ExpensesOperating Surplus / (Deficit)

Net Outlays on Existing Assets Capital Expenditure on Renewal and Replacement of Existing Assets add back Depreciation, Amortisation and Impairment add back Proceeds from Sale of Replaced AssetsSubtotal

Net Outlays on New and Upgraded Assets

add back Amounts Received Specifically for New and Upgraded Assets

Subtotal

Net Lending / (Borrowing) for Financial Year

Note 17. Operating Leases

Council does not have any Operating Leases

Capital Expenditure on New and Upgraded Assets (including Investment Property & Real Estate Developments)

577

2017

add back Proceeds from Sale of Surplus Assets (including Investment Property & and Real Estate Developments)

2,914

1,096 1,731

3,537

6,573

(3,304) 2,078

223

(4,996) (3,774)

2018

24,339 22,391 (25,153) (25,784)

(1,445) (2,762)

(3,456)

(3,882) (3,546)

(14)

444 2,029

6,506

Mid Murray Council


Note 18. Superannuation

$ '000

The Council makes employer superannuation contributions in respect of its employees to Statewide Super (formerly Local Government Superannuation Scheme). There are two types of membership, each of which is funded differently. Permanent and contract employees of the South Australian Local Government sector with Salarylink benefits prior to 24 November 2009 have the option to contribute to the Accumulation section and/or Salarylink. All other employees (including casuals) have all contributions allocated to the Accumulation section.

Accumulation only MembersAccumulation only members receive both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of ordinary time earnings in accordance with superannuation guarantee legislation (9.50% in 2017/18; 9.50% in 2016/17). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

Salarylink (Defined Benefit Fund) MembersSalarylink is a defined benefit scheme where the benefit payable is based on a formula determined by the member’s contribution rate, number of years and level of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Fund’s Trustee based on advice from the appointed Actuary. The rate is currently 6.3% (6.3% in 2016/17) of “superannuation” salary.

In addition, Council makes a separate contribution of 3% of ordinary time earnings for Salarylink members to their Accumulation account. Employees also make member contributions to the Salarylink section of the Fund. As such, assets accumulate in the Salarylink section of the Fund to meet the member's benefits, as defined in the Trust Deed, as they accrue.

The Salarylink section is a multi-employer sponsored plan. As the Salarylink section's assets and liabilities are pooled and are not allocated by each employer, and employees may transfer to another employer within the local government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for these contributions.

The most recent actuarial investigation was conducted by the Fund's actuary, Louise Campbell, FIAA, of WillieTowers Watson as at 30 June 2017. The Trustee has determined that the current funding arrangements are adequate for the expected Salarylink liabilities. However, future financial and economic circumstances may require changes to Council’s contribution rates at some future time.

Contributions to Other Superannuation Schemes Council also makes contributions to other superannuation schemes selected by employees under the “choice of fund” legislation. All such schemes are of the accumulation type, where the superannuation benefits accruing to the employee are represented by their share of the net assets of the scheme, and no further liability attaches to the Council.

Mid Murray Council


Note 19. Interests in Other Entities

Council has no interest in any Equity Accounted Businesses such as Joint Ventures, Associates & Joint Operations.

Note 20. Non-Current Assets Held for Sale & Discontinued Operations

$ '000

Non Current Assets & Disposal Group Assets

Land Held for SaleTotal Non Current Assets & Disposal Group Assets - 603

603 -

2018 2017

Mid Murray Council


Note 21. Contingencies & Assets/Liabilities Not Recognised in the Balance Sheet

The following assets and liabilities do not qualify for recognition in the Balance Sheet, but knowledge is consideredrelevant to the users of the financial report in making and evaluating decisions about the allocation of scarceresources.

1. LAND UNDER ROADS

As reported in the Financial Statements, Council is of the opinion that it is not possible to attribute a value sufficiently reliably for these assets to qualify for recognition, and accordingly land under roads has not been recognised in the reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure.

At reporting date, Council controlled 3,536 km of road reserves of average width 20 metres.

2. POTENTIAL INSURANCE LOSSES

Council is a multi-purpose organisation providing a large range of building, parks infrastructure, playgrounds and other facilities accessible to the public. At any time, it is likely that claims will have been made against Council that remain unsettled.

Council insures against all known insurable risks using a range of insurance policies, each of which is subject to deductable "insurance excesses", the amount of which varies according to the class of insurance.

Council has recognised the potential losses arising from claims known at reporting date based on average historical net cost (including insurance excess) of similar types of claims. Other potential claims not reported to Council may have existed at reporting date.

3. BANK GUARANTEES

Council has no bank guarantees

4. LEGAL MATTERS

Council is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuant to that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice that parties bear their own legal costs. At the date of these reports, Council had notice of 2 appeals against planning decisions made prior to reporting date. All known costs have been recognised, but the amount of further costs cannot be known until the appeals are determined.

Mid Murray Council


Note 22. Events after the Balance Sheet Date

Council is unaware of any material or significant "non adjusting events" that should be disclosed.

Note 23. Related Party Transactions

$ '000

Key Management Personnel

Transactions with Key Management Personel

The Key Management Personnel of the Council include the Mayor, Councillors, CEO and certain prescribed officers under section 112 of the Local Government Act 1999 . In all, 15 persons were paid the following total compensation:

The compensation paid to Key Management Personnel comprises:

Short-Term Employee BenefitsLong-Term BenefitsTotal

Amounts paid as direct reimbursement of expenses incurred on behalf of Council have not been included above.

Receipts from Key Management Personnel comprise:

Other than amounts paid as ratepayers or residents (e.g. rates, swimming pool entry fees, etc.), Council receivedthe following amounts in total:

Lease payments for Council propertyOutdoor PermitsTotal

Three Key Management Personnel or close family members are part of the Mannum Football Club,Mannum Hospital Auxilary and Mid Murray Landcare. The total amount of contributions given to these groupsin the year amounted to $16,796.

Two Key Managment Personnel had either direct interest or via close family members interests, in retail businesses that provided goods and services to the value of $7,089.

One close family member of a Key Management Personnel was employed by the Council in accordance withthe terms of the appropriate Award, and recorded in the public Register of Salaries maintained in accordancewith section 105 of the Local Government Act 1999. One family member of a Key Management Personnel was an elected member of Council under the LG Act.

One Key Management Personnel are a member of the management committee of the Mannum Bowling Club that repaid $4,160 of an interest free loan that was in previous years granted by Council. Balance of loan outstandingwas $6,240 as at 30/6/18.

884

873 11

2018 2017

833 3

836

1 84

83 - 1 1

Mid Murray Council


Note 23. Related Party Transaction (continued)

One Key Management Personnel are a member of the management committee of the Blanchetown Kart Club that repaid $3,750 of an interest free loan that was in previous years granted by Council. Balance of loan outstanding was $2,500 at 30/6/18.

One close family member of a Key Management Personnel are a member of the management committee of theMannum Football Club that repaid $4,270 of an interest free loan that was in previous years granted by Council. Balance of loan outstanding was $15,000 at 30/6/18.

One close family member of two Key Management Personnel are a member of the management committee of theMannum Netball Club that repaid $1,250 of an interest free loan that was in previous years granted by Council. Balance of loan outstanding was $3,750 at 30/6/18.

Mid Murray Council


Note 24. Equity - Retained Earnings and Revaluation Reserves Adjustments

$ '000

(a). Correction of Error/s relating to a Previous Reporting Period

Correction of errors disclosed in this year's financial statements:

Accrued Loan Interest reversed August 2003 from nil opening balanceLoan Interest reversed July 2015 with no prior year accrual to offset

In accordance with AASB 108 - Accounting Policies, Changes inAccounting Estimates and Errors, the above Prior Period Errorshave been recognised retrospectively.

These amounted to the following Equity Adjustments:

- Adjustments to Opening Equity - 1/7/16 (relating to adjustments for the 30/6/16 reporting year end and prior periods)Total Prior Period Adjustments - Prior Period Errors

(b). Voluntary Changes in Accounting Policies

Council made no voluntary changes in any accounting policies during the year.

- 26

- 26

- -

2018

- 26

2017

Bentleys SA Audit Partnership

Level 2139 Frome StreetAdelaide SA 5000

GPO Box 939Adelaide SA 5001

ABN 43 877 091 903

T +61 8 8372 7900F +61 8 8372 7999

[email protected]

A member of Bentleys, a network of independent accounting firms located throughout Australia, New Zealand and China that trade as Bentleys. All members of the Bentleys Network are affiliated only and are separate legal entities and not in Partnership. Liability limited by a scheme approved under Professional Standards Legislation. A member of Kreston International. A global network of independent accounting firms.

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE MID MURRAY COUNCIL

Opinion

We have audited the accompanying financial report of the Mid Murray Council, which comprises thestatement of financial position as at 30 June 2018, the statement of profit or loss and othercomprehensive income, statement of changes in equity and statement of cash flows for the year thenended, and notes to the financial statements, including a summary of significant accounting policiesand the Certification of the Financial Statements.

In our opinion, the financial report gives a true and fair view of the financial position of the Mid MurrayCouncil as of 30 June 2018, and of its financial performance and its cash flows for the year thenended in accordance with Australian Accounting Standards and the Local Government Act 1999 andthe Local Government (Financial Management) Regulations 2011.

Basis for Opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities underthose standards are further described in the Auditor’s Responsibilities for the Audit of the FinancialReport section of our report. We are independent of the entity in accordance with the ethicalrequirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethicsfor Professional Accountants (the Code) that are relevant to our audit of the financial report inAustralia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basisfor our opinion.

Responsibilities of Management and Those Charged with Governance for the Financial Report

Management is responsible for the preparation of the financial report, which gives a true and fair viewin accordance with Australian Accounting Standards and the Local Government Act 1999 and theLocal Government (Financial Management) Regulations 2011, and for such internal control as thecommittee and management determines is necessary to enable the preparation of a financial reportthat gives a true and fair view and is free from material misstatement, whether due to fraud or error.

In preparing the financial report, management is responsible for assessing the entity’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and usingthe going concern basis of accounting unless management either intends to liquidate the entity or tocease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the entity’s financial reporting process.

Page 44

Auditor’s Responsibilities for the Audit of the Financial Report

Our objectives are to obtain reasonable assurance about whether the financial report as a whole isfree from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee thatan audit conducted in accordance with the Australian Auditing Standards will always detect a materialmisstatement when it exists. Misstatements can arise from fraud or error and are considered materialif, individually or in the aggregate, they could reasonably be expected to influence the economicdecisions of users taken on the basis of this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditingand Assurance Standards Board website at http://www.auasb.gov.au/Home.aspx. This descriptionforms part of our auditor’s report.

BENTLEYS SA AUDIT PARTNERSHIP

DAVID PAPAPARTNER

Dated at Adelaide this 31st day of October 2018

Page 45

http://www.auasb.gov.au/Home.aspx


Level 2139 Frome StreetAdelaide SA 5000

GPO Box 939Adelaide SA 5001

ABN 43 877 091 903

T +61 8 8372 7900F +61 8 8372 7999

[email protected]


INDEPENDENT ASSURANCE REPORT ONINTERNAL CONTROLS OF MID MURRAY COUNCIL

Opinion

We have audited the compliance of Mid Murray Council (the Council) with the requirements of Section 125 ofthe Local Government Act 1999 in relation to the Internal Controls established by the Council to ensure thatfinancial transactions relating to the receipt, expenditure and investment of money, acquisition and disposalof property and incurring of liabilities for the period 1 July 2017 to 30 June 2018 are in accordance withlegislative provisions.

In our opinion, the Council has complied, in all material respects, with Section 125 of the Local GovernmentAct 1999 in relation to Internal Controls, established by the Council in relation to the receipt, expenditure andinvestment of money, acquisition and disposal of property and incurring of liabilities so as to providereasonable assurance that the financial transactions of the Council have been conducted properly and inaccordance with legislative provisions for the period 1 July 2017 to 30 June 2018.

Limitation on Use

This report has been prepared for the members of the Council in accordance with Section 129 of the LocalGovernment Act 1999 in relation to Internal Controls specified above. We disclaim any assumption ofresponsibility for any reliance on this report to any persons or users other than the members of the Council,or for any purpose other than that for which it was prepared.

Limitations of Controls

Because of the inherent limitations of any internal control structure it is possible that, even if the controls aresuitably designed and operating effectively, the control objectives may not be achieved so that fraud, error,or non-compliance with laws and regulations may occur and not be detected.

An assurance engagement on internal controls is not designed to detect all instances of controls operatingineffectively as it is not performed continuously throughout the period and the tests performed are on asample basis. Any projection of the outcome of the evaluation of controls to future periods is subject to therisk that the controls may become inadequate because of changes in conditions, or that the degree ofcompliance with them may deteriorate.

Independence

In conducting our engagement, we have complied with the independence requirements of the Australianprofessional accounting bodies.

Page 46

The Council’s Responsibility for the Internal Controls

The Council is responsible for implementing and maintaining an adequate system of internal controls, inaccordance with Section 125 of the Local Government Act 1999 in relation to Internal Controls, to ensurethat the receipt, expenditure and investment of money, the acquisition and disposal of property, and incurringof liabilities are in accordance with legislative provisions.

Our Responsibility

Our responsibility is to express an opinion on the Council’s compliance with Section 125 of the Local Government Act 1999 in relation only to the Internal Controls established by the Council to ensure thatfinancial transactions relating to the receipt, expenditure and investment of money, acquisition and disposalof property and incurring of liabilities, based on our procedures. Our engagement has been conducted inaccordance with applicable Australian Standards on Assurance Engagements ASAE 3100 ComplianceEngagements, issued by the Australian Auditing and Assurance Standards Board, in order to state whether,in all material respects, the Council has complied with Section 125 of the Local Government Act 1999 inrelation only to the Internal Controls specified above for the period 1 July 2017 to 30 June 2018. ASAE 3100also requires us to comply with the relevant ethical requirements of the Australian professional accountingbodies.

Our procedures included obtaining an understanding of internal controls in relation to the receipt,expenditure and investment of money, the acquisition and disposal of property and the incurring of liabilities,evaluating management’s assessment of these internal controls, assessing the risk that a material weaknessexists, and testing and evaluating the design and implementation of controls on a sample basis on theassessed risks.

BENTLEYS SA AUDIT PARTNERSHIP

DAVID PAPAPARTNER

Dated at Adelaide this 31st day of October 2018

Page 47


Level 2 139 Frome Street Adelaide SA 5000

GPO Box 939 Adelaide SA 5001

ABN 43 877 091 903

T +61 8 8372 7900 F +61 8 8372 7999

[email protected] bentleys.com.au


Certification of Auditor Independence

I confirm that, for the audit of the financial statements of Mid Murray Council for the year ended 30 June 2018, I have maintained my independence in accordance with the requirements of APES 110 – Code of Ethics for Professional Accountants, Section 290, published by the Accounting Professional and Ethical Standards Board, in accordance with the Local Government Act 1999 and the Local Government (Financial Management) Regulations 2011 made under that Act.

This statement is prepared in accordance with the requirements of Regulation 22 (5) Local Government (Financial Management) Regulations 2011.


David Papa Partner

Dated at Adelaide this 25th day of October 2018

Page 49

MURRAYLANDS & RIVERLAND LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2017 to 2018

Murraylands and Riverland Local Government Association PO Box 236 VICTOR HARBOR, SA,5211

Email: [email protected] Web: www.mmlga.sa.gov.au


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



The past year has been extraordinarily busy and productive for the Murraylands and Riverland Local Government Association (MRLGA).

Our purpose remains staunchly focused on providing effective representation for local government and communities at regional, state and federal level in support of our Constituent Councils by sharing information, facilitating debate and influencing government policy through partnerships and advocacy.

This document represents the Annual Report of the Murraylands and Riverland Local Government Association (MRLGA) for the period 1st July 2017 to 30th

June 2018.

This report must be submitted to the Constituent Councils by 31st October in each Financial Year in accordance with the MRLGA Charter on the work and operations of the Subsidiary.

The report details the achievements of the MRLGA against its strategic objectives and incorporates the audited Financial Statements of the Subsidiary and any other information or reports required by the Constituent Councils.

This report also details the activities of the Association to represent and serve our Constituent Councils and to advance the Murraylands and Riverland communities through effective advocacy, facilitation and innovation.

The Annual Report articulates clearly the alignment of the Subsidiary with is role of Leadership, Advocacy, Regional Capacity Building and Collaborative Partnerships. The MRLGA represents engaged and informed member Councils, our board members apply rigorous principles of management and governance and our stakeholders value the disciplined representation of the Association.

Mayor Dave Burgess Peter Bond

MRLGA President MRLGA Chief Executive Officer

Murraylands and Riverland LGA Annual Report 2017-2018 | 2

WELCOME

CONTENTS

ROLE OF THE MRLGA 5

MURRAYLANDS AND RIVERLAND LGA IN PROFILE 6

THE MRLGA BOARD 7

MRLGA DELEGATES TO THE LGA SA 8

ASSOCIATION COMMITTEES AND WORKING PARTIES 9

ASSOCIATION MEETINGS 11

STRATEGIC ACTIVITIES 2017-2018 12

FINANCES 14

ACKNOWLEDGEMENTS 15

Appendix 1 16

Audited Financial Statements 2017-18 16


MRLGA ANNUAL REPORT SUMMARY 2017-2018

The MRLGA Board is pleased to provide the Murraylands and Riverland Local Government Association (MRLGA) Annual Report on the work and operations of the Subsidiary for the financial year 2017-2018 in accordance with Clause 28, Schedule 2 of the Local Government Act (1999).

Our vision is to be ‘a successful region led by progressive and responsive local governments’ and our ability to deliver this vision has been enhanced significantly through the year with the release of the MRLGA’s updated Strategic Plan 2016-2020. Our way forward will focus predominantly in the formation of partnerships that will add strength to the resolution of regional issues and provide for the most effective mechanisms to deliver regional programs.

The MRLGA Board has represented its Constituent Councils on a range of issues pertinent to our region. Such issues have included in part, Local/State Government Reform, advocating for the implementation of the Murray-Darling Basin Plan, Planning Reform, abolition of Rubble Royalties, the Community Wellbeing program, the fight against rate capping and as a Board member on the Grants Commission.

The MRLGA Board looks forward to realising the opportunities that are available to our dynamic region. With the new State Government having local reform firmly in their sights this is a time for mature heads and strategic partnerships when making the critical decisions that will grow our region.

In closing the MRLGA Board sincerely thanks all constituent Councils and key partners for the role they have played in delivering a range of programs and projects over the last 12-months. The Board would particularly like to thank our CEO, Peter Bond for his commitment and support provided to me and the Association over the past year; in particular the role he took in leading a range of strategic projects vital to the social and economic wellbeing of our flourishing region.

Murraylands & Riverland Local Government Association (MRLGA)


ROLE OF THE MRLGA

The Murraylands and Riverland Local Government Association is comprised of the following Constituent Councils:

• Berri Barmera Council • Coorong District Council • District Council of Karoonda East Murray • District Council of Loxton Waikerie

• Mid Murray Council • Rural City of Murray Bridge • Renmark Paringa Council, and • Southern Mallee District Council

The Murraylands and Riverland Local Government Association Strategic Plan 2016 - 2020 responds not only to the strategic needs and obje’ctives of its 8 Constituent Councils, but also to a number of key strategies including States Seven Strategic Priorities, the LGA’s Strategic Plan, the RDAs Regional Roadmap and the SA MDBNRM Board’s Strategic and Business Plans.

Executive Officer services for the Association for the year were again provided by Peter Bond under a contract arrangement. In accordance with a resolution of Member Council Delegates, the Chief Executive Officer is subject to ongoing performance review with the Association.

The Annual Report articulates clearly the alignment of the Subsidiary with is role and purpose as outlined below;


Role MRLGA will provide for …

Leadership and Advocacy • Initiate action and lead regional activity • Set the agenda and direction • Represent the region, and pursue outcomes on behalf of the Constituent

Councils and the region

Capacity Building

• Work with member Councils to build capacity and increase sustainability

• Provide for integrated and coordinated regional collaboration for Constituent Councils

• Act as the central organisation for shared Local Government responsibilities

• Join with other stakeholders to deliver a service or project

Continuous Improvement • Facilitate continuous improvement for our Constituent Councils

Collaborative Partnerships • Join with other stakeholders to build the capacity of the region

OUR VISION

A successful region led by progressive and responsive local governments. issues and projects and the lobbying for the benefit of our regional communities.

OUR MISSION

To provide an effective and efficient regional organisation, facilitating the coordination of Local Government resources, the fostering of partnership approaches to regional issues and projects and the lobbying for the benefit of our regional communities.

MURRAYLANDS AND RIVERLAND LGA IN PROFILE

The Murraylands and Riverland Region covers over 36,000 kilometres2 (third largest region in South Australia) spanning eight Constituent Councils. It is home to around 69,000 people and some 5,000 businesses. The major economic output is primary production accounting for 34% of all GRP generated, 20% of jobs and 15% of household incomes. Our region has the highest proportion of agriculture dependence for any region in South Australia.

The Murraylands and Riverland Local Government Association (MRLGA) operates as a Regional Subsidiary under the provisions of the Local Government Act 1999.

MRLGA is composed of eight Constituent Councils from within the region as outlined in Figure 1. As a Regional Subsidiary the Association has as its governing document a Charter as provided for under the Local Government Act 1999 which came into effect on 13th December 2001.

The MRLGA Charter identifies a broad range of roles to deliver the objectives of the Association. Given our limited resources, it is necessary to closely define the role of MRLGA in delivering the five regional strategies. The Charter defines the Association’s role as follows;

To undertake coordinating, advocacy and representational roles for its constituent Councils at a regional level To facilitate and coordinate activities of local government at a regional level on behalf of our constituent Councils. To develop, encourage, promote, foster and maintain consultation and cooperation and to strengthen the representation and status of local government To develop further cooperation between its constituent Councils for the benefit of the communities in the region. To develop and manage policies which guide the conduct of programs and projects in the region To undertake projects that benefit the region and its communities

The Charter requires the MRLGA to prepare a Strategic Plan every three (3) years. This Strategic Plan sets the activities and outcomes for the work of the MRLGA for the financial year 2016-2017. The direction of the Association is now governed by the current Strategic Plan 2016–2020 adopted by the MRLGA Board in April 2016 and identifies the Subsidiaries' Vision, Mission, Commitment and Role over the next 5-years.


THE MRLGA BOARD

The MRLGA Board comprises representatives from each of the Constituent Councils and is chaired by the MRLGA President. Historically each Constituent Council could nominate up to two voting members to the Board. At the General Meeting of the Subsidiary held on 9th December 2015 the Board resolved to reduce voting representation at MRLGA Board meetings to one vote per Council (being a total of eight voting delegates).

All voting delegates shall be the Mayor of each Council and proxy representatives shall be Council Members with CEO’s encouraged to attend as observers. This will ultimately require amendment of the Subsidiary’s Charter under Clause 4.2 Membership of the Board where it states;

“the Board shall consist of two (2) persons from each Constituent Council appointed by the Constituent Council and each Constituent Council shall, following every periodic Local Government election, appoint, and give notice in writing to the Chief Executive Officer of the Subsidiary, of those persons who are its Board members, of whom one shall be an elected member of the Constituent Council and one may be the Chief Executive Officer or other officer of the Constituent Council.”

MRLGA Board Members for 2017-2018

Mayor Dave Burgess, Mid Murray Council was re-elected President at the Annual General Meeting held at Karoonda on 14th July 2017 and Mayor Peter Hunt, Berri Barmera Council was re-elected Vice President both for a full annual term of office.

Council Voting Delegate Non-Voting Proxy Delegate

Berri Barmera Council Mayor Peter Hunt - Vice President Cr Andrew Kassebaum, Deputy Mayor

Coorong District Council Mayor Neville Jaensch Cr Sharon Bland, Deputy Mayor

District Council of Karoonda East Murray Mayor Kevin Burdett Cr Caroline Phillips, Deputy Mayor

District Council of Loxton Waikerie Mayor Leon Stazinowski Cr Michael Vowles, Deputy Mayor

Mid Murray Council Mayor Dave Burgess - President Cr Kelly Kuhn, Deputy Mayor

Rural City of Murray Bridge Mayor Brenton Lewis Cr Theo Weinmann, Deputy Mayor

Renmark Paringa Council Mayor Neil Martinson Cr Peter Hunter, Deputy Mayor

Southern Mallee District Council Mayor Andrew Grieger Cr Neville Pfeiffer, Deputy Mayor


MRLGA DELEGATES TO THE LGA SA

Under the Constitution of the Local Government Association of South Australia (LGA SA) regions are represented via appointed members to serve on the LGA Board and the South Australian Regional Organisation of Councils (SAROC).

MRLGA delegates appointed to the LGA Board are;

• Mayor Dave Burgess MMC (President & LGA Immediate Past President)

• Mayor Peter Hunt BBC (LGA Vice President)

• Mayor Neville Jaensch CDC

• Mayor Brenton Lewis RCMB Deputy Member

MRLGA delegates appointed to SAROC include

• Mayor Dave Burgess MMC (President & LGA Immediate Past President)

• Mayor Peter Hunt BBC (LGA Vice President)

• Mayor Neville Jaensch CDC (Proxy)

• Mayor Brenton Lewis RCMB Deputy Member

• Mr Peter Bond Chief Executive Officer

The South Australian Regional Organisation of Councils (SAROC) is an important committee of the LGA that focuses on key issues affecting regional Councils. Membership is drawn from each of the six non-metropolitan Regional Local Government Associations with members meeting bi-monthly to discuss key issues affecting non-metropolitan Councils.

The MRLGA supports the Governance process by contributing to agenda items for SAROC meetings, the distribution of Key Outcomes Statements of meetings to MRLGA Board meetings and by providing collegiate support to prepare submissions on behalf of regional and rural Councils that included continued lobbying and input into the ongoing review of the business plans, administrative fee and levy proposals of the Natural Resource Management lobbying in relation to legislative changes, Boundary Reform, Youth Traineeships, Community Wellbeing, Road Safety, Waste Management and Decentralisation/Regional Population Growth, to name a few.


ASSOCIATION COMMITTEES AND WORKING PARTIES

The following outlines representation on MRLGA Committee’s and Working Parties to the 30th June, 2018:

Murray River Alliance SA • President, Mayor Dave Burgess, Mid Murray Council (ex-officio). • Peter Bond, CEO MRLGA

Murraylands and Riverland (previously Murray and Mallee) Local Government Association Regional Transport Strategy Committee: • Mayor Neil Martinson, Renmark Paringa Council, Chair (by virtue of position held) • President, Mayor David Burgess, Mid Murray Council (President, Mayor Dave

Burgess, Mid Murray Council (ex-officio) • Peter Bond, CEO MRLGA • Geoff Meaney, Manager Infrastructure Planning, Renmark Paringa Council • Greg Perry, Manager Infrastructure Services, Berri Barmera Council • Greg Hill, Director, Infrastructure, Mid Murray Council. (Russell Pilbeam - proxy) • Tim Tol, Director of Infrastructure, District Council of Loxton Waikerie, (Domenic

Perre - proxy) • Matthew Morgan, CEO, District Council of Karoonda East Murray • Simon Bradley, GM Infrastructure and Environment, Rural City of Murray Bridge

(Matt James - proxy) • Matthew Sherman, Works Manger, Southern Mallee District Council • David Mosel, Director Infrastructure and Assets, Coorong District Council • Jo Podoliak, Chief Executive, Regional Development Australia - Murraylands and

Riverland

Murray and Mallee Zone Emergency Management Committee: • Deputy Mayor Kevin Myers, Mid Murray Council, Chair. • President, Mayor Dave Burgess, Mid Murray Council (ex-officio). • Mayor Peter Hunt, Berri Barmera Council. • Michael Sedgman, CEO, Rural City of Murray Bridge (Ros Kruger – Proxy). • David Beaton, Berri Barmera Council (Veronica Rothe - Proxy) • Tim Tol, Director Infrastructure Services, District Council of Loxton Waikerie. • David Mosel, Director Infrastructure and Assets, Coorong District Council. • Tony Secomb, Manager Corporate Services (seconded), Southern Mallee District Council.


Murraylands and Riverland CEO’s Network Group: • Tony Siviour, CEO, Renmark Paringa Council, • Michael Sedgman, CEO, Rural City of Murray Bridge, • Russell Peate, CEO, Mid Murray Council, • Mia Dohnt, CEO, Southern Mallee District Council, • Peter Ackland, District Council of Loxton Waikerie, • David Beaton, CEO, Berri Barmera Council. • Vince Cammell, CEO, Coorong District Council • Peter Smithson, CEO, District Council of Karoonda East Murray • Peter Bond, CEO, MRLGA

Murraylands and Riverland Regional Public Health Plan Committee: • President, Mayor Dave Burgess, Mid Murray Council (ex-officio). • Katina Nikas, EHO, Renmark Paringa Council, Chairperson • Caroline Thomas, EHO, Coorong District Council, • Tom McKellar, EHO, Mid Murray Council, • Myles Somers, Manager Environmental Services, Berri Barmera Council, • Rebecca Burton, EHO, Berri Barmera Council, • Vacant, Southern Mallee District Council and District Council of Karoonda East Murray, • Reg Buderick, Rural City of Murray Bridge, • Phil Eckert, Team Leader Regulation, Rural City of Murray Bridge, • Jeremy Byrnes, EHO, Rural City of Murray Bridge, • Dara Clayton, EHO, District Council of Loxton Waikerie, • Peter Bond, CEO, MRLGA


ASSOCIATION MEETINGS

During 2017-2018, the Association met on four occasions on: • 14th July 2017 - Annual General Meeting - District Council of Karoonda East Murray Council Offices, 11 Railway Terrace, Karoonda, • 16th October 2016 - General Meeting - Berri Barmera Council, 19 Wilson Street, Berri, • 17th January 2017 - General Meeting - Coorong District Council, 95-101 Railway Terrace, Tailem Bend, • 6th April 2018 - General Meeting - District Council of Karoonda East Murray Council Offices, 11 Railway Terrace, Karoonda March 2017, • 31st May 2018 - Special Meeting - Rural City of Murray Bridge Council Offices, Murray Bridge

All Association Meetings, including Committee Meetings Agendas and Minutes are available for viewing and or downloading from the Association’s website at www.mmlga.sa.gov.au

A number of guest speakers and attendees have made presentations/addresses to the Association meetings throughout the year. They include:

• Emma Bradbury Chief Executive Officer, Murray Darling Association Inc • Karen Raffen and Ruby Hannam, Brand SA

Representatives of the LGA SA, RDA MR, SA MDB NRM, SAPOL and PIRSA attended each meeting and took the opportunity to brief the Association of the relevant matters being addressed by their respective bodies.

We acknowledge the support of the CEO of the LGA, Matt Pinnegar, Jo Podoliak, CEO, RDA Murraylands and Riverland, Sharon Starick SA MDB NRM Board Presiding Member, James Blandford, SAPOL and Tim Smythe/Barb Cowey, PIRSA/Regions SA who have been ready to assist the region and ensure a presence at our meetings.

The Association has also enjoyed a close working relationship with its State and Federal Members of Parliament, a number of whom have been regular attendees at our meetings.

The President has continued the practice of giving each of our guests the opportunity to address our meetings briefly about matters and issues before them that may be of interest to the Association and Member Councils. The contribution from all of the speakers, presenters and guests has kept the Association and the Delegates abreast of a wide range of issues that impact on Local Government and the communities in the Region.



STRATEGIC ACTIVITIES 2017-2018

The Subsidiary undertakes a coordinating role, in conjunction with Constituent Councils on their issues and those raised by the Local Government Association of South Australia, the community and other key stakeholders.

State and Federal Members of Parliament representing our Region continue to be briefed both individually and through invitations to attend our quarterly meetings.

Submissions and briefings undertaken during the reporting period include:

• Inquiry into National Freight and Supply Chain Priorities, July 2017 - provided a submission responding to the Australia Government’s “Inquiry into National Freight and Supply Chain Priorities” Discussion Paper released in May 2017,

• Inquiry into Regional Development and Decentralisation, November 2017 - Provided evidence to the Select Committee on Regional Development and Decentralisation in support of the need for Decentralisation and proactive Regional Development across regional SA.

• Murray-Darling Basin Royal Commission To Investigate The Operations And Effectiveness Of The Murray-Darling Basin System, April 2018 - Provided a submission to the Murray-Darling Basin Royal Commission for the purpose of investigating the operations and effectiveness of the Murray-Darling Basin system.

The CEO MRLGA has also attended Forums, Workshops and Briefings throughout the year regarding evolving issues and to make contribution on behalf of the Association


Key Project Activities for 2017-18

• Regional Roads Freight Movement Study - The purpose of the Regional Roads Freight Movement Study was to identify the benefits and costs of upgrading key roads within the Region to cater for increased demands and larger vehicle types (Double Road Train and B-Triple vehicles). These benefits and costs would then be used in the development of business cases to obtain funding for the required road improvements.

• Regional Commodity Route Network HVRA and Risk Analysis - Partnering member Councils in carrying out Network Level Heavy Vehicle Route Assessment and Risk Analysis’ of B-Double Commodity Routes. The MRLGA co-funded constituent Council route assessment based on the application of criteria.

• Regional Road Action Plans and 2018 SLRP Roads Database Update - The MRLGA engages HDS Australia Pty Ltd to provide that level of service at a variable fee for service depending on the extent of work involved. The data generated is used for the development of SLRP funding application priorities for 2017-18. This also included submitting SLRP Funding on behalf of member Councils for adopted priorities for the 2017-2018 SLRP program and referring to the LGTAP for funding.

• Regional Sport and Recreation Facilities Needs Review - Tredwell Management were appointed to deliver this project through the 2016/2017 and 2017/2018 financial years.

• Regional Waste Management Strategy BCA - This project sort to identify opportunities for greater collaboration between member Councils in the planning and delivery of waste management services.

• One River Murray Authority Governing Structure - the Murray River SA Alliance initiated a review of governance structures over the South Australian section of the River Murray.

• Murray and Mallee Zone Emergency Management Committee (ZEMC) - continued to represent the Local Government sector on matters relating to Emergency Management and assisted the LGA in the inception of LGFS needs.

• Regional Public Health and Wellbeing Plan - As required under the Act, the Association’s Regional Public Health Plan report to SA Health has been compiled and submitted by the Association’s Regional Public Health Plan Committee. That committee provided for the implementation and monitoring of a Regional Public Health Plan for MRLGA, held working group meetings and liaised with LGA Public Health Program Manager.The Committee met on 26/07/2017, 2/11/2017, 24/01/2018, 8/03/2018, 15/05/2018

• Legal Charter Review - During the course of the year a review of the MRLGA Charter was carried out (as may be required by new regulations arising from review of Local Government Act 1999). The review of the MRLGA Charter is also required as a consequence of the Strategic Review conducted in 2015-2016.

• Asset Planning Business Case Analysis (BCA) - a project is an initiative of the Murraylands and Riverland Local Government Association (MRLGA). It seeks to identify opportunities for greater collaboration between member Councils in meeting their asset management obligations.

• NS Freight Route Review - The MRLGA have partnered with S&HLGA and the RDA’s in the Northern Freight Bypass project to consider the cost and benefits of a realigned Hills rail freight bypass from Tailem Bend/Monarto North through to the Sturt Highway. This study will inform the new State Government GlobelinkSA project. This project required attendance at Northern Freight Bypass Working Group meetings 19/10/2017, 8/02/2018, 27/04/2018, 2/05/2018


FINANCES

The Annual Business Plan for each year balances the objective of ensuring the MRLGA’s long-term financial sustainability whilst increasing investment in key projects and preparing for future development and improvement opportunities.

Income for the Murraylands & Riverland Local Government Association is derived from three main sources:

1. Subscriptions from Constituent Councils of MRLGA; 2. Funding from the LGA SA for Regional Capacity Building, Outreach Services, Rubble Royalties and R&D Projects; and 3. Project funding through partnerships with external organisations.

A small amount of income is derived from interest and project management fees.

Annual expenditure is divided between two main areas:

1. Operating – expenditure required to employ a Chief Executive Officer, and general costs for administration, Board expenses and other general operating expenses;

2. Projects – expenditure required to deliver specific projects, including where applicable the engagement of external resources. Financial reports are considered by the MRLGA Board at each meeting. The Audited Financial Statements for 2017-2018 are included in Appendix 1 of this report.


ACKNOWLEDGEMENTS

MRLGA acknowledges the Constituent Council Mayors, Elected Members, Chief Executive Officers and staff for the ongoing support of the regional role of the Association.

The Local Government Association SA has continued to provide strong support to the MRLGA and is members throughout the year. MRLGA acknowledges the contribution of SAROC members, Chief Executive Officer Matt Pinnegar and the many LGA staff that have supported MRLGA throughout the year.

The Local Government Research and Development Scheme funding has enabled MRLGA to undertake a range of additional projects throughout the year, both through additional Research and Development Fund projects and also via the Regional Capacity Building Grants.

MRLGA enjoys a close working relationship with Regional Development Australia Murraylands and Riverland and SA MDB NRM Board members and staff.

Peter Bond Chief Executive Officer Murraylands and Riverland Local Government Association

August 2018


Appendix 1

Audited Financial Statements 2017-18


FINANCIAL STATEMENTSFOR THE YEAR ENDED

30 June 2018

Murray and Mallee Local Government Association

Statement of Financial Performance 2

Statement of Financial Position 3

Statement of Changes in Members' Funds 4

Statement of Cash Flows 5

Notes to the Financial Statements 6

Statements by Members of the Committee 16


Contents

1


STATEMENT OF FINANCIAL PERFORMANCEFOR THE YEAR ENDED 30 JUNE 2018

Note 2018 2017$ $

IncomeMBM LGA Contributions 2 158,665 152,394 Other Grants & Contributions 2 257,518 324,185 Interest Revenue 2 4,689 2,904

Total Revenue 420,872 479,483

Operating Expenses 3 (277,094) (255,693)

Surplus (deficit) for the year 143,778 223,790 Total Comprehensive Profit (Loss) 143,778 223,790

The accompanying Notes form part of these financial statements

2


STATEMENT OF FINANCIAL POSITIONAS AT 30 JUNE 2018

Note 2018 2017$ $

Assets

Current AssetsCash and Cash Equivalents 4 435,692 426,824 Trade and other receivables 5 148,706 11,729 Total Current Assets 584,398 438,553

Total Assets 584,398 438,553

Liabilities

Current Liabilities 2,066 Trade and other payables 6 14,384 12,318

Total Current Liabilities 14,384 12,318

Total Liabilities 14,384 12,318

Net Assets 570,014 426,235

Member's FundsUnspent funds reserve 7 - (76,220) Accumulated surplus 7 570,014 502,456 Total Members Funds 570,014 426,235


3


STATEMENT OF CHANGES IN MEMBER'S FUNDSAS AT 30 JUNE 2018

NoteAccumulated

Surplus

Unspent funds

reserve Total$ $ $

2018

Balance at the beginning of the year 7 502,456 (76,220) 426,236 Surplus for the year 143,778 - 143,778 Transfers (76,220) 76,220 -

Balance at the end of year 570,014 - 570,014

2017

Balance at the beginning of the year 7 157,342 45,104 202,446 Surplus for the year 223,790 - 223,790 Transfers 121,324 (121,324) -

Balance at the end of year 502,456 (76,220) 426,326


4


STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2018

Note 2018 2017$ $

Cash from operating activitiesReceipts from grants 257,518 324,185 Receipts from members 158,665 152,394 Interest received 4,689 2,904 less increase in debtors (136,977) (8,090) Payments to suppliers (277,094) (255,693) add increase in payables 2,066 (942)

Net cash provided from operating activities 8 8,868 214,758

Net increase in cash held 8,868 214,757 Cash at beginning of financial year 426,824 212,067

Cash at end of financial year 4 435,692 426,824


5


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2018

Note 1: Statement of Significant Accounting PoliciesThe financial statements are general purpose financial statements that have been prepared in accordance with Australian Accounting Standards (including Australian Accounting Interpretations) and the Local Government Act (1999). The association is a not-for-profit entity for financial reporting purposes under Australian Accounting Standards.

Australian Accounting Standards set out accounting policies that the AASB has concluded would result in financial statements containing relevant and reliable information about transactions, events and conditions to which they apply. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless stated otherwise.

The financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected noncurrent assets, financial assets and financial liabilities. The amounts presented in the financial statements have been rounded to the nearest dollar.

The financial statements were authorised for issue on by the members of the committee.

(b) Cash and cash equivalents Cash and cash equivalents include cash on hand, deposits held at-call with banks, other short-termhighly liquid investments with original maturities of three months or less, and bank overdrafts. Bankoverdrafts are shown within borrowings in current liabilities in the statement of financial position.

(a) Comparatives When required by Accounting Standards, comparative figures have been adjusted to conform to changes in presentation for the current financial year.

Where the association has retrospectively applied an accounting policy, made a retrospective restatement or reclassified items in its financial statements, an additional statement of financial position as at the beginning of the earliest comparative period will be disclosed.

(c) Income taxes The activities of the Association are exempt from taxation under the Income Tax Assessment Act1997.

(d) Goods and Services Tax (GST)Revenues, expenses and assets are recognised net of the amount of GST, except where the amount ofGST incurred is not recoverable from the Australian Taxation Office. In these circumstances the GST isrecognised as part of the cost of acquisition of the asset or as part of an item of the expense.Receivables and payables in the statement of financial position are shown inclusive of GST.

6



(e) Financial Instruments

Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the instrument. For financial assets, this is equivalent to the date that the association commits itself to either purchase or sell the asset (i.e. trade date accounting is adopted}.

Financial instruments are initially measured at fair value plus transaction costs except where the instruments classified "at fair value through profit or loss", in which case transaction costs are expensed to profit or loss immediately.

Classification and subsequent measurement

Financial instruments are subsequently measured at fair value, amortised cost using the effectiveinterest method, or cost. Fair value represents the amount for which an asset could be exchanged or aliability settled, between knowledgeable, willing parties. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted.

Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at initial recognition less principal repayments and any reduction for impairment, and adjusted for any cumulative amortisation of the difference between that initial amount and the maturity amount calculated using the effective interest method.

The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the rate that discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or discounts) over the expected life (or when this cannot be reliably predicted, the contractual term} of the financial instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying amount with a consequential recognition of income or expense in profit or loss.

The association does not designate any interests in subsidiaries, associates or joint venture entities as being subject to the requirements of Accounting Standards specifically applicable to financial instruments.

(i) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments thatare not quoted in an active market and are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial asset is derecognised.

(ii) Financial liabilities

Non-derivative financial liabilities other than financial guarantees are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial liability is derecognised.

7



Impairment

At the end of each reporting period, the association assesses whether there is objective evidence that a financial asset has been impaired. A financial asset or a group of financial assets is deemed to be impaired if, and only if, there is objective evidence of impairment as a result of one or more events (a "loss event") that has occurred, which has an impact on the estimated future cash flows of the financial asset(s).

In the case of available-for-sale financial assets, a significant or prolonged decline in the market value of the instrument is considered to constitute a loss event. Impairment losses are recognised in profit or loss immediately. Also, any cumulative decline in fair value previously recognised in other comprehensive income is reclassified to profit or loss at this point.

In the case of financial assets carried at amortised cost, loss events may include indications that the debtors or a group of debtors is experiencing significant financial difficulty, default or delinquency in interest or principal payments, indications that they will enter bankruptcy or other financial re-organisation and changes in arrears or economic conditions that correlate with defaults.

For financial assets carried at amortised cost (including loans and receivables), a separate allowance account is used to reduce the carrying amount of financial assets impaired by credit losses. After having taken all possible measures of recovery, if the management establishes that the carrying amount cannot be recovered by any means, at that point the writing off amounts are charged to the allowance account or the carrying amount of impaired financial assets is reduced directly if no impairment amount was previously recognised in the allowance accounts.

When the terms of financial assets that would otherwise have been past due or impaired have been renegotiated, the association recognises the impairment for such financial assets by taking into account the original terms as if the terms have not been renegotiated so that the loss events that have occurred are duly considered.

Derecognition

Financial assets are derecognised where the contractual right to receipt of cash flows expires or the asset is transferred to another party, whereby the entity no longer has any significant continuing involvement in the risks and benefits associated with the asset. Financial liabilities are derecognised where the related obligations are discharged, cancelled or expire. The difference between the carrying amount of the financial liability extinguished or transferred to another party and the fair value of consideration paid, including the transfer of non-cash assets or liabilities assumed, is recognised in profit or loss.

(f) Impairment of assets

At the end of each reporting period, the association assesses whether there is any indication that an asset may be impaired. The assessment will consider both external and internal sources of information. If such an indication exists, an impairment test is carried out on the asset by comparing the recoverable amount of that asset, being the higher of the asset's fair value less costs to sell and its value-in-use, to the asset's carrying amount. Any excess of the asset's carrying amount over its recoverable amount is immediately recognised in profit or loss.

Where the future economic benefits of the asset are not primarily dependent upon the asset's ability to generate net cash inflows and when the entity would, if deprived of the asset, replace its remaining future economic benefits, value in use is determined as the depreciated replacement cost of an asset where it is not possible to estimate the recoverable amount of an individual asset, the association estimates the recoverable amount of the cash-generating unit to which the asset belongs.

8



Where an impairment loss on a revalued asset is identified, this is recognised against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that class of asset.

(g) Revenue

Non-reciprocal grant revenue is recognised in the statement of comprehensive income when the association obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to the association and the amount of the grant can be measured reliably.

If conditions are attached to the grant which must be satisfied before it is eligible to receive the contribution, the recognition of the grant as revenue will be deferred until those conditions are satisfied. When grant revenue is received whereby the association incurs an obligation to deliver economic value directly back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in the statement of financial position as a liability until the service has been delivered to the contributor, otherwise the grant is recognised as income on receipt.

Revenue from membership subscriptions are recognised as income in proportion to the stage of completion of the transaction at the reporting date. The stage of completion is determined by reference to the membership year.

Revenue from the rendering of a service is recognised upon the delivery of the service to the customer.

Interest revenue is recognised using the effective interest method, which for floating rate financial assets is the rate inherent in the instrument.

All revenue is stated net of the amount of goods and services tax (GST).

(h) Trade and other payables

Accounts payable and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the association during the reporting period that remain unpaid. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition of the liability.

(i) Trade and other receivables

These include amounts due from ATO and accrued interest on deposits in financial institutions. Receivables expected to be collected within 12 months of the end of the reporting period are classified as current assets. All other receivables are classified as non-current assets.

Accounts receivable are initially recognised at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment.

(j) Critical Accounting Estimates and Judgments

Key estimates

(i) Impairment - general

The association assesses impairment at the end of each reporting period by evaluation of conditions and events specific to the association that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-in-use calculations which incorporate various key assumptions.

Impairment

At the end of each reporting period, the association assesses whether there is objective evidence that a financial asset has been impaired. A financial asset or a group of financial assets is deemed to be impaired if, and only if, there is objective evidence of impairment as a result of one or more events (a "loss event") that has occurred, which has an impact on the estimated future cash flows of the financial asset(s).

In the case of available-for-sale financial assets, a significant or prolonged decline in the market value of the instrument is considered to constitute a loss event. Impairment losses are recognised in profit or loss immediately. Also, any cumulative decline in fair value previously recognised in other comprehensive income is reclassified to profit or loss at this point.

In the case of financial assets carried at amortised cost, loss events may include indications that the debtors or a group of debtors is experiencing significant financial difficulty, default or delinquency in interest or principal payments, indications that they will enter bankruptcy or other financial re-organisation and changes in arrears or economic conditions that correlate with defaults.

For financial assets carried at amortised cost (including loans and receivables), a separate allowance account is used to reduce the carrying amount of financial assets impaired by credit losses. After having taken all possible measures of recovery, if the management establishes that the carrying amount cannot be recovered by any means, at that point the writing off amounts are charged to the allowance account or the carrying amount of impaired financial assets is reduced directly if no impairment amount was previously recognised in the allowance accounts.

When the terms of financial assets that would otherwise have been past due or impaired have been renegotiated, the association recognises the impairment for such financial assets by taking into account the original terms as if the terms have not been renegotiated so that the loss events that have occurred are duly considered.

Derecognition

Financial assets are derecognised where the contractual right to receipt of cash flows expires or the asset is transferred to another party, whereby the entity no longer has any significant continuing involvement in the risks and benefits associated with the asset. Financial liabilities are derecognised where the related obligations are discharged, cancelled or expire. The difference between the carrying amount of the financial liability extinguished or transferred to another party and the fair value of consideration paid, including the transfer of non-cash assets or liabilities assumed, is recognised in profit or loss.

(f) Impairment of assets

At the end of each reporting period, the association assesses whether there is any indication that an asset may be impaired. The assessment will consider both external and internal sources of information. If such an indication exists, an impairment test is carried out on the asset by comparing the recoverable amount of that asset, being the higher of the asset's fair value less costs to sell and its value-in-use, to the asset's carrying amount. Any excess of the asset's carrying amount over its recoverable amount is immediately recognised in profit or loss.

Where the future economic benefits of the asset are not primarily dependent upon the asset's ability to generate net cash inflows and when the entity would, if deprived of the asset, replace its remaining future economic benefits, value in use is determined as the depreciated replacement cost of an asset where it is not possible to estimate the recoverable amount of an individual asset, the association estimates the recoverable amount of the cash-generating unit to which the asset belongs.

9



Note 2: Revenue 2018 2017$ $

MBM LGA ContributionsBerri Barmera 20,860 20,451 Coorong District Council 13,816 13,545 DC of Karoonda East Murray 7,315 7,172 DC of Loxton Waikerie 22,080 21,506 Mid Murray Council 16,525 16,201 The Rural City of Murray Bridge 27,633 27,091 Renmark Paringa Council 18,557 18,194 Southern Mallee DC 8,669 8,501 SLRP surcharge 23,210 19,733

158,665 152,394

Other Grants & ContributionsOther Grants 3,450 - Rubble Royalties 164,291 - Regional Capacity Buildings 39,777 - Local Government Association of SA - 274,185 Out Reach Program Income 50,000 50,000

257,518 324,185

Interest Revenue 4,689 2,904

Total Revenue 420,872 479,483

10

Murray Mallee Local Government Association


Note 3: Other Operating Expenses 2018 2017$ $

Allowances 3,000 - Accounting software 276 498 Audit fees 3,300 3,500 Consultancy and contractors - 867 Executive officer contract services 115,520 109,545 Insurance 7,208 5,697 LGA capacity building grant - 2,395 Meeting expenses 2,221 1,424 Murraylands regional collaboration project - 3,240 President's travelling allowance 649 1,950 SAROC regional meeting costs 1,115 (836) Sundry expenses 1,200 6,088 SLRP Priority Setting 14,099 - Administration Support 10,680 - Project Expenditure:2030 Transport Plan Project - Roads Database - 11,700 Discretionary Projects 18,700 - Strategic ICT Projects 15,000 - Commodity Route Assessment 16,960 13,400 Hills Road/Rail Bypass - 5,000 Murray River Alliance Projects 11,022 10,000 Regional Freight Movement Study 29,735 50,284 Regional Waste Strategy 2,500 15,000 Sport and Recreation Facilities Needs Review 23,909 15,940

277,094 255,693

Note 4: Cash and cash equivalents 2018 2017$ $

Cash on hand 100 100 Cash at bank 279,473 275,294 LGFA Investment 156,119 151,430

435,692 426,824

Note 5: Trade and other receivables 2018 2017$ $

Trade Debtors 140,408 - GST receivable (net) 8,298 11,729

148,706 11,729

Note 6: Trade and other Payables 2018 2017$ $

Payables 14,384 - Accruals - 12,318

14,384 12,318

11



Note 7: Accumulated Surplus 2018 2017$ $

Opening Balance 426,236 278,666 Surplus for the year 143,778 223,790

570,014 502,456 Net transfers (to)/from reserves:

Unspent funds reserve 76,220 (76,220)

Net transfers (to)/from accumulated surplus: (76,220) -

Net Transfers (to)/from reserves - (76,220) Balance at year end 570,014 426,236

Note : reserves no longer used in relation to unspent funds as a result of change in accounting treatment.

Note 8: Reconciliation of cash flow from operations with surplus for year

2018 2017$ $

Net surplus for the year 143,778 223,790 Changes in assets and liabilities(Increase)/decrease in trade and other receivables (136,977) (8,090) Increase/(decrease) in trade and other payables 2,067 (942)

8,868 214,757

12



Note 9: Financial Instruments

Categorisation of Financial instruments

Carrying Amount Fair Value Carrying Amount Fair Value$ $ $ $

6 14,384 14,384 12,318 12,318 14,384 14,384 12,318 12,318

4 435,692 435,692 426,824 426,824 435,692 435,692 426,824 426,824

I. Credit Risk

There is no collateral held by the association securing trade and other receivables.

ii. Liquidity Risk

No assets have been pledged as security for any liabilities.

Cash and cash equivalentsTotal Financial Assets

Financial liabilities

Details of the significant accounting policies and methods adopted including the criteria for the recognition, the basis of measurement and the basis on which income and expenses are recognised with respect to each class of financial asset, financial liability and equity instrument are disclosed in Note 1 Summary of Significant Account Policies.

Trade and other PayablesTotal Financial liabilities

2018 2017

Note

Financial Assets

Credit risk is managed through maintaining procedures to regularly monitor the financial stability of customers and counterparties and by investing surplus funds in financial institutions that maintain a high credit rating.

Liquidity risk arises from the possibility that the association might accounting difficulty in settling its debts or otherwise meeting its obligations related to financial liabilities. The association manages this risk by preparing and monitoring budgets, only investing surplus cash with major financial institutions and proactively monitoring the recovery of unpaid debts.

Receivable and payable amounts disclosed exclude amounts relating to statutory receivables and payables.

The fair values disclosed in the table above have been base don cash and cash equivalents, trade and other receivables and trade and other payables short term instruments in a nature whose carrying value is equal to fair value.

Exposure to credit risk relating to financial assets arises from the potential non-performance by counterparties of contract obligation that could lead to a financial loss to the association.

13



iii. Market Risk

% Weighted Average Interest

rate Carrying Value

% Weighted Average Interest

rate Carrying Value

$ $ $ $Trade and other Payables 0% 14,384 0% 12,318 Financial AssetsCash at bank 0% 279,473 0% 275,294 LGFA Investment 1.8% 156,119 1.8% 151,430 Cash on hand 0% 100 0% 100

Note 10: Contingent Liabilities and Contingent Assets

At 30 June 2018, the association is unaware of any liability, contingent or otherwise, which has not already been recorded elsewhere in this financial report.

Note 11: Capital Commitments

At 30 June 2018, the association is unaware of any capital or leasing commitments which have not already been recorded elsewhere in this financial report.

Note 12: Events after the end of the reporting period

Since the reporting date, there have been no events that would materially impact on the contents of this report.

Note 13: Economic Dependence

Murray and Mallee Local Government Association is dependent on the Local Councils within its jurisdiction and other funding bodies for the majority of its revenue used to operate the business. At the date of this report, the Committee believe that the Local Councils and other bodies will continue to fund the Association.

Note 14: Related Party Transactions

The total remuneration paid to key management personnel of Murray & Mallee Local Government Association Incorporated during the year was as follows: 2018 $ Executive Officer Contract Services 115,520

Key management personnel include the CEO and President.

Other related parties includes close family members of key management personnel and entities that are controlled or jointly controlled by those key management personnel individually or collectively with their close family members. There were no transactions with other related parties.

Note 15: Capital Management

The Committee controls the capital of the entity to ensure that adequate cash flows are generated to fund its programs and that returns from investments are maximised within tolerable risk parameters. The Committee ensures that the overall risk management strategy is in line with this objective. The committee operates under policies approved by the board. Risk management policies are approved and reviewed by the board on a regular basis. These include credit risk policies and future cash flow requirements. The entity's capital consists of financial liabilities, supported by financial assets. There have been no changes to the strategy adopted by the Committee to control the capital of the entity since the previous year.

Note 16: Association details

The registered office of the association and principal place of business is;

Murray and Mallee Local Government AssociationPO Box 236 Victor Harbor SA 5211

2018

Financial liabilities

The following table illustrates sensitives to the association's exposure to changes in interest rates.

2017

Exposure to interest rate risk arises on financial liabilities recognised at the end of the reporting period whereby a future change in interest rates will affect future cash flows.

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Note 10: Contingent Liabilities and Contingent Assets

At 30 June 2018, the association is unaware of any liability, contingent or otherwise, which has not already been recorded elsewhere in this financial report.

Note 11: Capital Commitments

At 30 June 2018, the association is unaware of any capital or leasing commitments which have not already been recorded elsewhere in this financial report.

Note 12: Events after the end of the reporting period

Since the reporting date, there have been no events that would materially impact on the contents of this report.

Note 13: Economic Dependence

Murray and Mallee Local Government Association is dependent on the Local Councils within its jurisdiction and other funding bodies for the majority of its revenue used to operate the business. At the date of this report, the Committee believe that the Local Councils and other bodies will continue to fund the Association.

Note 14: Related Party Transactions

The total remuneration paid to key management personnel of Murray & Mallee Local Government Association Incorporated during the year was as follows: 2018 $ Executive Officer Contract Services 115,520

Key management personnel include the CEO and President.

Other related parties includes close family members of key management personnel and entities that are controlled or jointly controlled by those key management personnel individually or collectively with their close family members. There were no transactions with other related parties.

Note 15: Capital Management

The Committee controls the capital of the entity to ensure that adequate cash flows are generated to fund its programs and that returns from investments are maximised within tolerable risk parameters. The Committee ensures that the overall risk management strategy is in line with this objective. The committee operates under policies approved by the board. Risk management policies are approved and reviewed by the board on a regular basis. These include credit risk policies and future cash flow requirements. The entity's capital consists of financial liabilities, supported by financial assets. There have been no changes to the strategy adopted by the Committee to control the capital of the entity since the previous year.

Note 16: Association details

The registered office of the association and principal place of business is;

Murray and Mallee Local Government AssociationPO Box 236 Victor Harbor SA 5211

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1.

2.

Name: Name: Position: Date: Date:

Position:

Presents a true and fair view of the financial position of Murray and Mallee Local Government Association as at 30 June 2018 and its performance for the year ended on that date in accordance with Accounting Standards and other mandatory professional reporting requirements.

At the date of this statement, there are reasonable grounds to believe that Murray and Mallee Local Government Association will be able to pay its debts as and when they fall due.

In the opinion of the committee, the Financial Statements comprising of the Statement of Financial Performance, Statement of Financial Position, Statement of Changes in Members' Funds, Statement of Cash Flows and Notes to the Financial Statements:

The Committee is responsible for the reliability, accuracy and completeness of the accounting records and the disclosure of all material and relevant information.

This statement is made in accordance with a resolution of the Committee and is signed for and on behalf of the Committee by:

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Peter Bond

President

Peter Bond

Mayor Dave Burgess

Peter Bond

12 October 2018

Peter Bond

Peter Bond

Peter Bond

Chief Executive Officer

Peter Bond

12 October 2018