Annual Report 2002 - 2003 - Wattle Range Council - SA.Gov.au

wattle range 

annual 

report 

2002-2003 

wattle 

range 

council 

wattle range

wattle range 

contents 

mayor’s 

MESSAGE FROM THE MAYOR 1 

MESSAGE FROM THE CEO 2 

COUNCIL PROFILE 2 

Council Membership 3 

Ward Boundaries 4 

Corporate Structure 4 

YEAR IN REVIEW 5 

Economic Development 5 

Operations 6 

Engineering Services 6 

Planning & Environmental Services 6 

Business & Corporate Services 9 

Library Services 11 

Tourism Services 12 

Saleyards Services 13 

Child Care Services 13 

RATING POLICY 14 

FINANCIAL STATEMENTS 17 

Opening Statement 17 

Statement of Financial Position 17 

Expense & Revenue by Function and Type 19 

GENERAL INFORMATION 20 

COUNCIL REPRESENTATION QUOTA 21 

message 

This past year has seen further consolidation and 

expansion in our Wattle Range Council area. 

Economic growth and job creation opportunities are 

a major thrust for our Council. The many school 

children I speak with across our area tell me “I hope 

I can get a job when I leave School”, so we must 

take action to grow, for if we stagnate we wither. 

South Australia is a State with a total population 

of 1.5 million, with over 1.0 million people living in 

Adelaide, and it is imperative Wattle Range Council 

pushes our own barrow as nobody else will. 

We badly need more funding for the maintenance 

of our infrastructure, especially roads. If the 

State Government cannot find a company willing 

to upgrade and operate the SE rail system then 

the construction of the Border Road from 

north of Penola through to Mount Gambier 

becomes imperative. The harvesting of the Blue 

Gum plantations is due to come on-stream in 

approximately 4 years and it is essential that the 

heavy logging traffic be diverted from the Riddoch 

Highway. How can tourists be attracted to 

Coonawarra, Penola, Nangwarry and further down 

the road to Mount Gambier if 800 or so trucks are 

travelling that road daily? 

After the recent election, the composition of 

Council has changed. We will miss the expertise of 

Bill Murray (6 years) and Maurie Gritton (18 years) 

both splendid contributors and thank Barbara 

Cameron (3 years) and Richard Howell (3 years) for 

their contributions. 

Newly elected to Council are Jim vanSchaik from 

Millicent (Corcoran Ward) who has many years 

of local government experience and is a former 

Mayor of Millicent, Gwenda Lawlor from Furner 

(Corcoran Ward) who was a former Chairman of the 

District Council of Beachport, Vivian Reschke from 

Coonawarra (Riddoch Ward) and Bernard Larter 

from Kalangadoo (Sorby Adams Ward). We extend a 

sincere welcome to them all. 

Our congratulations go to Cr Simon Cox who has 

been elected as Deputy Mayor, Cr Zig Osis elected 

as the Chairman of the Business and Corporate 

Services Committee and Cr John Trafford elected as 

the Chairman of the Operations Committee, while 

our thanks goes to Council’s dedicated Staff who 

share our passion for progress for the Wattle Range 

Council district. 

I would thank those people who work so hard in our 

communities with little recognition – Service Clubs, 

Carer Groups, Aid organizations and those many 

volunteers who assist neighbours, Meals on Wheels 

etc. You do many good deeds and I thank you all. 

We are making good progress. We can and we will 

do better especially if we all pull together. 

D.M. (DON) FERGUSON 

MAYOR 

1

message 

from the 

ceo 

2002/03 has culminated with the general Council 

election marking the end of the previous Council 

and the election of a new Council who will take the 

Council forward to May 2006. 

With the conclusion of the May 2003 election I 

would like to thank the retiring Councillors for 

their untiring efforts on behalf of the Wattle Range 

communities and to acknowledge the unsuccessful 

candidates who presented themselves for election to 

Council while congratulating the new and returned 

Councillors on their election to Council. 

Our sustained efforts to build upon the well 

established partnership between Councillors, 

staff and the local communities have seen positive 

outcomes with a Council focus on economic 

development, youth initiatives and new employment 

opportunities. Many long awaited significant 

industrial development projects have commenced 

providing renewed impetus to local communities 

and their confidence in the future. 

The appointment of Mr Geoff Moffatt and Mr 

Leith McEvoy to the positions of General Manager 

– Business & Corporate Services and General 

Manager – Operations in November 2002 finalised 

the Council’s organisational restructure. The 

restructure is aimed at providing Council with 

the ability to meet its financial and infrastructure 

demands, while improving the standard of service 

delivery and responsiveness to the community. 

Infrastructure management has been identified as a 

major challenge for all local government authorities 

and Wattle Range Council is no exception. With 

much of Council’s infrastructure base (roads, 

stormwater drainage, footpaths and buildings) 

constructed in the 1960’s and 1970’s the cycle for 

major maintenance and refurbishment is now upon 

us. The challenge for Council is to develop asset/ 

infrastructure management policies and strategies to 

ensure Council can achieve the maintenance of our 

assets and infrastructure to agreed standards. 

The main driver in developing a sustainable asset/ 

infrastructure management program is establishing 

how Council can afford to maintain its assets and 

infrastructure at an acceptable standard over the 

long term. A $1.0 million road-resealing program 

undertaken during 2002/03 was a deliberate program 

to extend the life and improve the standard of 

the sealed road network. It is expected that the 

resealing program will be continued over the next 

few years to address the backlog of sealed road 

maintenance. 

Investigations, including engineering assessments, 

into the long-standing problems with water 

infiltration into the Millicent Civic & Arts Centre 

building saw the building closed in July 2002 due to 

concerns at the structural adequacy of the fly-tower 

portion of the Centre over the stage area. Remedial 

building work to rectify the adequacy of the flytower 

structure was completed by local engineering 

contractors in December 2002, however the building 

remains closed while other remedial building 

works are undertaken to restore the integrity of 

this prominent civic building that is expected to 

continue into 2003/04. 

Mayor Ferguson, Councillors and Council employees 

are committed to working positively with our 

communities to make Wattle Range Council an 

even more dynamic and vibrant place to live and do 

business. 

F.N. (FRANK) BRENNAN 

CHIEF EXECUTIVE OFFICER 

mission statement 

To provide responsible stewardship of resources 

and efficient cost effective key services to our 

community. 

vision statement 

The Wattle Range Council will develop its area to be 

the premier region in South Australia through: 

Productive and forward looking leadership 

Responding to community needs 

Growing our business and industry 

Responsible environmental management 

Maintaining our quality lifestyle 

Sound financial management 

2

council 

membership 

2000-2003 

3 

MEMBERS OF COUNCIL 

ELECTED MAY 2000 

Mayor – Don Ferguson 

KINTORE WARD 

Cr Barbara Cameron 

Cr Rosemary Kain 

RIDDOCH WARD 

Cr Simon Cox 

Cr Bill Murray 

CORCORAN WARD 

Cr Mark Braes – Deputy Mayor 

Cr John Clarke 

Cr Maurie Gritton 

Cr Zig Osis 

Cr John Trafford 

SORBY ADAMS WARD 

Cr Fay Childs 

Cr Richard Howell 

MEMBERS OF COUNCIL 

ELECTED MAY 2003 

Mayor – Don Ferguson 

KINTORE WARD 

Cr Rosemary Kain 

Cr John Clarke 

RIDDOCH WARD 

Cr Vivian Reschke 

Cr Simon Cox 

CORCORAN WARD 

Cr John Trafford 

Cr Gwenda Lawlor 

Cr Jim van Shaik 

Cr Mark Braes 

Cr Zig Osis 


Cr Fay Childs 

Cr Bernard Larter 

SENIOR EXECUTIVE TEAM 

Left: (General Manager – Operations – Leith McEvoy; Chief Executive Officer – Frank 

Brennan; Senior Executive Officer – Cathy Bell and General Manager – Business & 

Corporate Services – Geoffrey Moffatt) 

STANDING COMMITTEES 

(JUNE 2002 – NOVEMBER 2002) 

Council had four standing Committees representing 

Council’s core business units:- 

Engineering Services Committee 

Chairman, Cr John Clarke 

Finance & Corporate Services Committee 

Chairman, Cr Bill Murray 

Community & Economic Development Committee 

Chairman, Cr John Trafford 

Environmental Services Committee 

Chairman, Cr Simon Cox 

STANDING COMMITTEES 

(NOVEMBER 2002 – JUNE 2003) 

Following Council’s organizational restructure 

Council reduced it’s Standing Committees to two:- 

Business & Corporate Services Committee 

Chairman, Cr. Bill Murray/Cr Zig Osis 

Operations Committee 

Chairman, Cr John Trafford 

COMMUNITY CONSULTATIVE 

COMMITTEES 

Council has established these Committees for each 

of its four wards. The Committees are an important 

part of Council’s communication process and are 

formed to liaise and consult with Ward Councillors 

on any community issues. 

OTHER COMMITTEES 

The Wattle Range Council has established the 

following Committees to manage, operate and 

control certain Council facilities or to advise on or 

act in areas of Council responsibility. 

These are listed as follows:- 

FACILITIES COMMITTEES 

Beachport Recreation Centre Management 

Committee 

Greenrise Lake Advisory Committee 

Kalangadoo Institute Hall Committee 

Lake George Management Committee 

Lake McIntyre Management Board 

McCorquindale Park Management Committee 

Millicent Gallery Management Committee 

Millicent Civic & Arts Centre Management 

Committee 

Millicent Stock Saleyards Management Board 

McLaughlin Park Management Committee 

Rendelsham Hall Management Committee 

Nangula Hall Management Committee 

Tantanoola Institute Hall Management Committee 

Tantanoola Sports & Showgrounds Management 

Board 

ADVISORY COMMITTEES 

Greenrise Lake Advisory Committee 

Penola Local History Advisory Committee 

Rivoli Bay Marine Facilities Advisory Committee 

Wattle Range District Bushfire Prevention 

Committee 

Wattle Range Social Issue Planning Committee 

Wattle Range Heritage Advisory Committee 

Wattle Range Tourism Advisory Committee

WARD BOUNDARIES 

Manager 

Engineering Services 

Coonawarra 

RIDDOCH WARD 

Furner 

Penola 

Beachport KINTORE WARD 

Hatherleigh 

Kalangadoo 

Rendelsham 

Mt Burr 

Nangwarry 

Southend 


Millicent 

Tantanoola Glencoe 

CORCORAN 

WARD 

SENIOR OFFICERS 

As per new Organisational Structure – September, 

2002. 

Chief Executive Officer 

Mr. Frank Brennan 

General Manager – Operations 

Mr. Leith McEvoy 

General Manager – Business & Corporate Services 

Mr. Geoffrey Moffatt 

Manager – Engineering Services 

Mr. Bill Henderson 

Manager – Finance & Accounting Services 

Mrs. Robyn Dunstall 

Director – Library & Information Services 

Mrs. Janice Nitschke 

Director – Child Care 

Mrs. Diane Manhood 

Saleyards Manager 

Ms. Carol Johnson 

Senior Planner/Team Leader Environmental Services 

Mr. Tim Tol 

Senior Administration Officer 

Miss Cathy Bell 

General Manager 

Operations 

STAFFING STATISTICS 2002/2003 FEMALES MALES 

Management 2.0 5.0 

Clerical / Administration 12.1 2.0 

Engineering 1.0 3.8 

Field Staff 39.3 

Inspectorate 1.0 3.8 

Tourism 3.3 

Library 4.3 

IT 1.0 

Child Care 9.3 0.7 

Saleyards 1.6 1.0 

Lifeguards 0.4 0.3 

Cleaners 0.1 

35.1 56.9 

TOTAL NUMBERS 92 

SENIOR MANAGEMENT TEAM 

Back: (Manager Engineering Services, Bill Henderson; Director – Library & Information 

Services , Mrs. Janice Nitschke; Senior Administration Officer, Cathy Bell and General 

Manager – Business & Corporate Services, Geoffrey Moffatt). Front: (General Manager 

– Operations , Leith McEvoy; Chief Executive Officer, Frank Brennan; Manager Finance 

& Accounting Services, Robyn Dunstall and Senior Planner, Tim Tol). 

corporate 

structure 

Manager 

Finance & Accounting 

Services 

Development & 

Environmental Services 

Department 

Chief Executive 

Officer 

Senior 

Administration Officer 

- Executive Assistant 

General Manager 

Business & Corporate 

Services 

Manager 

Library & Information 

Services 

wattle range 

Dierctor 

Child Care 

Services 

Saleyards 

Manager 

Southern Ocean 

Touries Park 

Community & Social 

Development Officer 

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inreview 

5 

ECONOMIC DEVELOPMENT 

2002/03 has seen the long-standing and continued 

efforts of Council in relation to promoting economic 

development and job creation opportunities coming 

to fruition with a number of major developments 

across the Council region commencing. 

These include: 

Wynns Coonawarra – $0.75 million expansion and 

upgrade of the Wynns Coonawarra winery complex 

to provide additional crushing capacity. 

Lake Bonney Windfarm – $300 million windfarm 

project consisting of 122 wind turbines to generate 

200 Mw of electricity to the national electricity grid. 

Kimberly-Clark Australia – $250 million expansion 

and fifth tissue machine at Snuggery. 

Southern Food Group - $30 million construction of 

a potato processing factory at Snuggery. 

Other significant developments and expansions 

included HollaFresh Herb farm, Safries Potato 

Processing Factory and Lakerseeds. 

Council is continuing negotiations with proponents 

of a Biomass Plant (generation of electricity from 

processing of waste timber) - $60.0 million - 

proposed for Snuggery and currently working closely 

with proponents of a major food processing factory 

(utilising new technologies). 

Providing employment and investment 

opportunities into the Wattle Range Council region 

are the Beachport and Southend Fishing Fleets 

valued at some $40 million (boats only), and the 

Coonawarra Wine region (home of the world’s best 

red wines) which continues to grow. 

Our rural industries are experiencing excellent 

commodity prices, while our business (retail/small 

business) sector is buoyant given the level of 

investment and confidence locally. 

Council’s efforts appear to be bearing fruit 

and a continued focus on promoting economic 

development and job creation opportunities will 

ensure the Wattle Range Council will be a premier 

region in Australia. 

F.N. (FRANK) BRENNAN 

CHIEF EXECUTIVE OFFICER 

wattle range

OPERATIONS TEAM 

Left: (Senior Planner, Tim Tol; General Manager – Operations, Leith McEvoy and 

Manager - Engineering Services, Bill Henderson). 

OPERATIONS 

The Operations Department is responsible for 

a number of the Council’s work areas, which 

include development and environmental services, 

engineering services, general inspectorial services, 

asset management, strategic and business planning, 

and service standards and policy. 

The Wattle Range Council area has continued 

to be diverse and dynamic, with the Operations 

Department providing very effective and efficient 

services and support to the community. 

In reviewing and changing the Council’s 

organisational structure the Council’s Committee 

structure was similarly reviewed and altered with 

two (2) new Committees being established to reflect 

the new departmental structure. The Operations 

Department now reports to Council through the 

Operations Committee, with Councillor John 

Trafford being the Chairman of this Committee. 

Some of the key works and projects undertaken by 

the Operations Department in 2002/03 inclde the 

following: 

Remedial building works on the Millicent Civic and 

Arts Centre (Stage One); 

Completion of the Millicent Skate Park; 

The Beachport Bike Track (Stage One); 

Ongoing work associated with the Coonawarra 

Integrated Wastewater Treatment Scheme; 

Various road sealing, resealing and resheeting 

projects; 

Resealing of the Millicent Airstrip; 

Ongoing maintenance and improvements to 

Council’s numerous parks and gardens, playground 

areas, and sporting/recreational facilities; 

The installation of a Pedestrian Crossing in Church 

Street, Penola; 

Ongoing work to finalise Council’s Consolidation 

Plan Amendment Report; and, 

The preparation and adoption of an ‘Outdoor 

Dining Policy’ for footpaths and other public areas. 

The Operations Department and its Staff look 

forward to serving and working with the Wattle 

Range Community into the future. 

L.J. (LEITH) MCEVOY 

GENERAL MANAGER - OPERATIONS 

ENVIRONMENTAL SERVICES DIVISION 

During 2002/2003 Council reviewed and changed 

its organisational structure which resulted in the 

establishment of an Operations Department, which 

now incorporates the Environmental Services 

Division. 

The Environmental Services Team consists of:- 


Mr Leith McEvoy 

Senior Planner/Team Leader – Environmental 

Services 

Mr Tim Tol 

Senior Assistant Building Surveyor 

Mr Malcolm Perry 

Development Officer – Building 

Mr Ted Wolinski 

Environmental Health Officer 

Ms Catarina Santos 

General Inspectors 

Mr Ron Thompson and Mr Dennis Reid 

Customer Service Officer 

Ms Megan Grosser 

Several casual staff are also attached to this Division 

including seasonal Swim Centre Attendants and 

Lifeguards, and Council’s Building Maintenance 

Contractors. 

The year 2002 – 2003 continued the busy pace 

experienced in the previous year. An economic 

upturn in building activity was sustained through 

general confidence in the local ecomony. 

PLANNING 

Council’s Planning Section has continued to deal 

with all planning and development matters in a 

very efficient and effective manner. During 2002- 

2003 there was considerable development activity 

throughout the Council area. 

In 2002-2003 Council approved development 

totaling $61,504,530.00 in value. These comprised: 

Residential $ 6,016,287.00 

Residential Additions / 

Outbuildings 

$ 2,529,019.00 

Retailing / Commercial $ 10,237,572.00 

Industrial $40,729,300.00 

Farming / Agriculture $ 1,992,352.00 

$61,504,530.00 

In comparison, during 2001-2002 Council approved 

developments totaling $11,408,628.00 in value. 

Council has a Development Assessment Panel and a 

Heritage Advisory Committee. 

The Development Assessment Panel is a specialist 

body providing the statutory role of Council as a 

Planning Authority under the Development Act 

1993. The Panel determines various Development 

Applications and generally provides strategic 

direction to Council on Development issues. 

The Panel clearly distinguishes the separate role of 

Council and/or an Elected Member when meeting 

to discuss or deliberate as the local Planning 

Authority, as opposed to meeting as Council. 

The Wattle Range Council Heritage Advisory 

Committee provides expert guidance and focus 

for Council related activities associated with the 

district’s built heritage. Amongst other tasks, the 

Committee is developing a Local Heritage Register 

and is involved in supporting appropriate Planning 

Policies being developed and incorporated into 

Council’s Development Plan. 

During 2002 - 2003 Council also continued with 

its ongoing work to finalise the Consolidation Plan 

Amendment Report (PAR). 

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inreview 

7 

BUILDING INSPECTION/BUILDING 

MAINTENANCE 

Council’s Building Officers have maintained a 

high level of building inspections which meet 

both legislative requirements and community 

expectations. Council seeks to ensure practical 

enforcement balanced with its duty of care. Council 

endeavours to inspect 50% of all footings for 

domestic dwellings, 100% of all buildings with 

firewalls, 100% of all swimming pool fencing, and 

other various levels of inspection at different stages 

of construction. 

Council’s Building Maintenance Program continued 

to address both structured and unexpected 

maintenance needs. The Service is often required 

for emergency situations such as blocked plumbing, 

broken windows, and so on, and has continued to 

work closely with Council’s Rapid Response Team 

to ensure immediate attention to issues in Council 

buildings, particularly in relation to public safety. 

ENVIRONMENTAL HEALTH 

As from September 2002, Council appointed a new 

Environmental Health Officer, and entered into a 

resource sharing agreement with the Robe District 

Council and the Kingston District Council. The 

work of the Environmental Health Officer is now 

shared between these three (3) Councils. 

The work of the Environmental Health Officer has 

continued to include: 

Inspection of Food Premises / Businesses; 

Inspection of Public Swimming Pools and Spas; 

Inspection of Hair Dressing/Beauty Salons and Skin 

Penetration Premises / Businesses; 

Assist with Administering the Public & School 

Immunisation Program; 

Septic Tank Approvals 

Assist with the operation of Council’s Septic Tank 

Effluent Disposal Schemes (STEDS); 

Mosquito Monitoring; 

Dealing with Customer Requests and Complaints, 

and; 

Public Education and Health Promotion (ie New 

Food Act etc.) 

GENERAL INSPECTION 

Council’s two (2) General Inspectors have continued 

to be involved in several key work areas, which have 

included:- 

Dog Control; 

Impounding of stray stock; 

Fire Prevention duties; 

Parking Control; and 

Customer Requests and Complaints 

The General Inspector’s work quite close with 

Council’s Rapid Response Team to ensure that 

matters are dealt with efficiently and effectively at 

all times. 

wattle range 

MILLICENT CIVIC AND ARTS CENTRE 

Remedial and upgrade building works are still 

underway at the Millicent Civic and Arts Centre. 

The Centre was closed in mid 2002 due to some 

concerns about the structural safety and roof leaks 

of certain parts of the building (i.e. particularly the 

walls around the rear stage area, etc.) The Stage 

One remedial works around the rear stage area of 

the complex were satisfactorily completed in early 

2003. 

In early 2003, Council also engaged the architectural 

firm of Habitable Places to proceed with the scope 

of works, specifications, drawings, and the details 

costings, for the remainder of the work required 

at the Centre. Habitable Places has now nearly 

completed all of this work, which is currently being 

considered by Council. 

Council is hoping to proceed with the remainder of 

the required remedial works, together with some 

upgrade building works, and is endeavouring to have 

the Centre back in full operation at the earliest 

opportunity. 

At this time, the Centre will remain closed for the 

remainder of 2003, and is unlikely to be open for 

bookings and use until mid 2004. 

COONAWARRA INTEGRATED 

WASTEWATER TREATMENT SCHEME 

The Coonawarra Integrated Wastewater Treatment 

Scheme is a proposal from the Coonawarra wineries 

to have a sustainable reuse outcome. The project 

has been developed over the past two (2) years by 

the Coonawarra Environment Committee and the 

Wattle Range Council. 

The Feasibility Study was completed in December, 

2002 by Tonkin Consulting, and since then has been 

under consideration by the Committee and the 

Council. 

The next step in progressing this project further 

is the preparation of a formal Business Plan. 

The Business Plan is required in order to clearly 

and thoroughly detail all of the financial issues, 

implications and options, associated with the 

preferred Scheme. 

In June, 2003 Council agreed to proceed further 

with this project, and resolved to make Application 

to the Department for Business, Manufacturing 

and Trade seeking financial assistance towards the 

cost of undertaking the preparation of the Business 

Plan, as a matter of some urgency. Council was 

successful in receiving financial assistance from the 

Department. 

The Coonawarra Environment Committee and the 

Council will now proceed to engage an appropriate 

consultant to undertake the preparation of this 

Business Plan, and progress this project further 

during 2003/04.

ENGINEERING SERVICES 

During 2002/2003 Council reviewed and changed 

its organisational structure which resulted in the 

establishment of an Operations Department, which 

now incorporates the Engineering Services Division. 

The Engineering Services Team consists of: 


Mr Leith McEvoy 

Manager – Engineering Services 

Mr Bill Henderson 

Operations Engineer 

Mr Morven Hutchesson 

Director Operations 

Mr Phil Barton 

Administration/Customer Service Officer 

Mrs Karen Talanskas (previously Ms Monica 

Redden) 

The year has been one of continued change for the 

management of the Engineering Services Division 

with the emphasis being placed on establishing 

long term and sustainable programmes to meet the 

Councils objectives. 

Engineering Services has continued to implement 

the philosophy of review and service enhancement. 

Council has continued to promote assistance and 

support to Tidy Towns and Cleaning Australia and 

has participated in the creation of the Proud of 

Penola Committee. 

The Engineering Services focus has been on the 

following areas:- 

OPERATIONS PROGRAMMES 

Unsealed Roads Resheeting Program 

Road Sweeping Program 

Weed Spray Program 

Routine Maintenance Program 

Resealing Program 

Course Correction Program. 

WORKS COMPLETED 

Ellen Street, Penola. 

Rivoli Drive, Muggleton. 

Southend Access Road, 1 km cement stabilisation. 

Subdivision off Saleyards Road, Millicent. 

Intersection of Millicent-Mount Gambier Road and 

Springs Road (Black Spot Funding) 

Intersection of Millicent-Kingston Road and 

Beachport-Penola Road (Black Spot Funding) 90% 

complete. 

Skate Park, Millicent. 

Pedestrian Crossing, Church Street, Penola; and 

Beachport Office Car Park. 

ENVIRONMENTAL BEST PRACTICE 

Development of a management structure committed 

to attaining and sustaining measurable goals, to the 

benefit of the community and Council. 

Continued review of services delivered to ensure 

they are sustainable and to ensure appropriate 

standards are relevant and measurable; and 

Development of best practice in asset management. 

HIGHLIGHTS 

The focus of the Engineering Services Division 

was on maintaining high levels of efficiency and 

effectiveness with a view to obtaining value for 

money. 

Management is continuing to investigate and 

evaluate alternative ways of delivering Engineering 

Services to improve efficiency, innovation and cost 

effectiveness through the established workforce. 

Examples of this are as per the following: 

During this financial year Council received the 

delivery of a new Flocon road maintenance unit, 

fitted with several attachments to improve and 

expand on the range of maintenance activities that 

can be carried out; and 

Contractors were employed to carry out course 

correction activities to repair deformations in some 

sealed roads, which extend the life and road surface 

considerably. It is anticipated this program will 

continue, as the benefits have been substantial. 

ROADWORKS 

The local road network is the communities most 

apparent and accessible asset which is the subject of 

continuous maintenance. 

The funding received by Council from the ‘Roads To 

Recovery Program’ has allowed Council to continue 

to carry out the rehabilitation of several roads. 

During 2002/2003 the following was achieved: 

Approximately 42 kms of roads were resealed. 

Resealing of Millicent Airstrip. 

Approximately 1km of road cement stabilised. 

Approximately 3.7 kms of roads were constructed 

and sealed; and 

Approximately 32 kms of roads were resheeted 

STORMWATER DRAINAGE 

Council continued its program of drain maintenance 

with the cleaning of debris from drains and 

maintaining its weed control activities. 

During 2002/2003 the following was achieved. 

Installation of a pumping system and rising main in 

Plunkett Terrace, Millicent; and 

Installation of a pumping system and rising main in 

Arthur Street, Penola. 

FORESHORE PROTECTION 

Groyne maintenance at Southend and Beachport 

was carried out, with sand replenishment at 

Southend. 

Major repairs were carried out to repair a severely 

storm damaged groyne using rock construction. 

BOATYARD OPERATION 

Council has continued the management of the 

Beachport Boatyard facility for the fishing industry 

and on behalf of Transport SA. 

During 2002/2003 waste oil units were installed at 

the Beachport Boatyard and at Southend. 

PLANT 

Expenditure has been consistent with Council’s 

Business Plan for the financial year. During the year 

a Flocon Road Maintenance Unit was delivered. This 

unit was ordered during the previous financial year 

2001/2002. 

STAFF MOVEMENTS 

The primary objective of downsizing has been 

maintained, namely to improve the balance between 

committed employment funds and funds available 

for cash-type needs, such as bitumen sealing and 

materials for road maintenance works. 

W. (BILL) HENDERSON 

MANAGER – ENGINEERING SERVICES 

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9 

inreview 

BUSINESS AND CORPORATE SERVICES 

The Business & Corporate Services Department 

was formed in November 2002 as a result of an 

organisational restructure conducted by Council. 

The teams within the department are responsible 

for providing a diverse range of services to Council, 

ratepayers and the operations teams, encompassing 

Finance and Accounting, Corporate Governance, 

Legislative Functions & Compliance, Information 

Technology, Community Development and Strategic 

Planning. 

The teams also operate Customer Services and 

Tourist Information Centres in Millicent, Penola & 

Beachport, in addition to the provision of Library 

Services at a number of key locations within the 

Wattle Range area. 

Council’s Business Units include the Millicent Stock 

Saleyards, the Gladys Smith Early Learning Centre 

and the Southern Ocean Tourist Park, providing 

invaluable services and support to the community. 

The Business & Corporate Services Department 

aims to provide services and support to the 

community in a sustainable and cost effective 

manner, consistent with the strategic objectives of 

the Wattle Range Council. 

G.M. (GEOFFREY) MOFFATT 

GENERAL MANAGER – BUSINESS 

& CORPORATE SERVICES 

BUSINESS AND CORPORATE 

SERVICES TEAM 

Left: (Director – Library & Information Services, Janice Nitschke; General Manager 

– Business & Corporate Services, Geoffrey Moffatt and Manager – Finance and 

Corporate Services, Robyn Dunstall). 

COMMUNICATION PLAN 

wattle range 

The Communications Working Group continued 

to oversee the implementation and continuous 

improvement of Council’s Communication Plan, 

which was developed in December 2000. 

The Plan sets out a series of activities and initiatives 

aimed to improving Council’s Communication, 

both internally and externally, in a cost effective and 

efficient manner. 

Major Communication tools include the quarterly 

publication of the Wattle Range Review, the 

implementation of Council’s new Website, Staff 

Newsletter and Notice Boards, Group Advertising 

and the Community Event and Information 

Calendar. 

STRATEGIC MANAGEMENT PLAN 

2002/2003 saw the implementation of specialist 

software to enable the timely and efficient 

monitoring of key actions arising from the 2001 

– 2003 Corporate Plan. 

This will further facilitate the refinement of action 

plans at all levels of the Council, consistent with 

overall corporate direction. 

Experiences gained through the implementation and 

monitoring of the 2001 – 2003 Corporate Plan will 

be of significant benefit during the development of 

Council’s next Strategic Corporate Plan. 

COMMUNITY LANDS 

Council completed the Community Land 

Classification Exclusion process on the 31st 

December 2002 as required under the Local 

Government Act 1999. 

The process, which included extensive public 

consultation, resulted in 80 properties excluded 

from classification as Community Land out of a 

total of 465 properties held or under the control of 

Council. 

A detailed register of land held or under the control 

of Council has been compiled, identifying the land 

parcels and their community land classification and 

includes a map and photograph of the land and any 

buildings or improvements. 

The register is available for inspection at Council’s 

principal office in Millicent. The development of 

Community Land Management Plans as required 

under Section 196 of the Local Government Act 

1999 has commenced, with completion required 

prior to 31st December 2004. 

LAND SALES 

Industrial Land subdivisions in Southend and 

Penola experienced significant interest during the 

year, reflecting a significant increase in industrial 

confidence and activity in the Wattle Range Council 

area. 

All remaining Southend Industrial allotments were 

sold in the second half of the year, along with 2 of 

the Penola allotments. 

AUSTRALIA DAY AWARDS 

Recipients of this year’s Awards were: 

For former District Council of MILLICENT area 

Citizen of the Year 

Ms Sandra Fensom 

Young Citizen of the Year 

Mr Aaron Shaun Brooks 

For former District Council of PENOLA area 

Citizen of the Year 

Mrs Catherine Wilson 

Mrs Leanne Jayne Young 

Mrs Kay Fenn

WATTLE RANGE COUNCIL SPORTING 

FOUNDATION 

Council were pleased to provide financial support 

through its Foundation to the following young 

people who gained selection to compete at State or 

National level: 

Squash 

Rachel Smith 

Athletics 

Gabrielle Sare 

Owen Williams 

Basketball 

Alexandra Brown 

Kate Butler 

Nicole Butler 

Joanna Casimaty 

Courtney Dickenson 

Ashleigh Galio 

Fergus Hamilton 

Scott Mariager 

Thomas Marson 

Shannon Seebohm 

Sam Thomson 

Daniel Talanskas 

Khao Watts 

Track and Field 

Tyler Jackman 

Adam Stewart 

YOUTH/SOCIAL SERVICES 

YOUTH ADVISORY COMMITTEES 

Currently there are 4 Youth Advisory Committees 

meeting in Wattle Range – Millicent, Mount Burr, 

Nangwarry and Penola. Each of these committees 

is made up of young people with the desire to see 

improvements in their respective towns. 

Millicent YAC has taken the opportunity to do a 

representative survey of young people at Millicent 

High School to understand the sort of projects that 

would be supported. They are putting together 

proposals to work in partnership with business 

to create recreational opportunities for youth. 

Millicent YAC worked with Michelle Smith, Youth 

Week Co-ordinator to host a Youth Week event. 

Millicent YAC were able to consider the issues 

of underage drinking and make comment to the 

Council on Council’s proposed dry area. 

Mount Burr Youth Action Group has a large group 

of enthusiastic group of young people. This group 

has been involved in skills development activities 

including a visit to Noorla Yo Long to build 

teamwork and cohesion. They are currently in 

the project development stage. The group is keen 

to follow through on an earlier attempt to have a 

bike track built in their town. During the year they 

have provided feedback to Lutheran Community 

Care’s Young Australians Project, collaborating 

with them on transport issues. Mount Burr Youth 

Action Group has provided representatives on 

Mount Burr’s Community Builders Committee. The 

representatives have been able to provide designs 

and input into the Community Builders Mural 

project and feed back new developments at Youth 

Advisory Meetings. 

Nangwarry YAC has created opportunities for 

recreation for themselves with the support of local 

parent Wendy Fullston. They have held a number 

of discos and are in the planning stages for the next 

one. These events have been well supported with 

young people traveling from Kalangadoo, Penola 

and Tarpeena to attend. This YAC is the envy of 

the others because of the excellent venue they have 

available to them in the Nangwarry Community 

Club. 

The Nangwarry YAC have negotiated with the 

Principal of Nangwarry Primary School to house the 

Wattle Range mobile Skate Ramps. The Youth at 

Nangwarry are very keen to be able to use them on 

weekends. They have drawn up a code of conduct 

and organized suitable parent volunteers to supervise 

the use of the ramps. 

Nangwarry YAC also took up the invitation from 

Grant District Council YAC to attend their 

underage rage in Mount Gambier. Transport 

was arranged for a group of young people from 

Nangwarry to attend. 

Penola Youth Advisory Committee commenced the 

year in a rebuilding stage having lost 5 of their key 

leaders from last year to work and tertiary studies. 

Penola YAC was assisted in rebuilding by the 

attendance of three representatives at Youth Fest03 

in Adelaide. Karly Maney, Madeline Honner and 

Councillor Simon Cox all returned with renewed 

enthusiasm. Penola YAC hosted a Youth Week 

event holding a disco. They have also been part of 

the Penola Festival by staging a regular event. 

10


inreview 

WATTLE RANGE COUNCIL SOCIAL ISSUES SUB 

COMMITTEE 

The Social Issues Sub Committee is the practical 

outcome of issues raised to Council by the 

community. These issues relate particularly to the 

distress experienced by young people and the degree 

of isolation and alienation felt by a proportion of 

the community. The Social Issues Sub Committee is 

establish to consult widely with communities and to 

advise Council of social issues that are of concern to 

communities. The Committees vision is to:- 

To implement and develop agreed strategies. These 

fall into three main areas: 

Youth; 

Support for Families; 

Increase Access to Support Service; 

To provide leadership in the formation of 

partnerships between communities and service 

providers, both government and non-government; 

To actively seek input from local communities into 

the issues and needs they identify, and; 

To assist Council to inform itself of local issues and 

needs. 

The Committee is made up of community 

representatives, a range of service providers from 

state, federal local and non government agencies. 

Interested community members are always welcome. 

Issues raised during the year included homelessness, 

affordability of medical services and loss of services 

to the communities or Penola and Millicent. 

WATTLE RANGE WELCOME STRATEGY 

The Welcome Strategy aims to help new residents 

settle into the region and participate in community 

life by providing them with information, support 

and friendship as they make the transition to their 

new district. Three Welcome Kits have been 

formulated to cater for the individual differences 

of the Beachport, Millicent and Penola Districts. 

Community and Business Organisations have been 

generous with their support and ownership of this 

important project. Each of the Visitor Information 

Centres has been instrumental in bringing the 

project to fruition and ensuring ease of access of 

new residents to the Welcome Kits. In addition, 

Millicent have 5 Volunteer Welcomers available to 

meet with new residents at their request. 

WATTLE RANGE LIBRARY SERVICES 

2003 commenced with many activities to herald in 

the theme @your library. This theme has afforded 

us the opportunity to participate in many state wide 

activities as well as local events focusing on areas 

within the library. January was fun@your library, with 

a range of fun and holiday activities, face painting, 

stories, art and craft. April was another month for 

holiday activities. This was followed by ask@your 

library highlighting the value of the library and the 

many information resources available at the your 

fingertips. Treasures@your library afforded us the 

opportunity to bring out all the treasures and history 

that we have in the library, a furniture collection, 

council records, club treasures, old photographs. 

Such was the display it kept on continually changing. 

Business@your library was a time to support local 

businesses and a collection of new materials relevant 

to business was added to the collection, a collection 

for the community and TAFE students. 

The Wattle Range Library Service continues to 

be an effective partner in many successful projects 

and consortia arrangements both with PLAIN 

Central Services, other South Eastern Libraries and 

Networking the Nation initiatives. Libraries Board 

of SA State-wide statistics reflect the success of 

and the importance of this library and information 

services to the Wattle Range community delivered 

in a most cost effective manner. The Wattle Range 

Libraries are one of the most highly used Library 

services in rural South Australia and recognised 

for innovation and service. The community and 

the students across Wattle Range are now able to 

access some 270,000 resources, online data bases 

and online local history collections from Millicent 

and Penola, the Internet and other resources. The 

Wattle Range Library Collection is available online 

at www.wattlerange.sa.gov.au see libraries. 

Staff across the Wattle Range Library Network have 

participated in a series of customer services training 

programs. As a result there have been significant 

changes in the layout of the library at Millicent to 

enhance the services to the community, and these 

changes will continue to rollout across the other 

libraries. Staff have also assisted within the Visitor 

Information Centre, multi skilling across the 

portfolio area. 

Millicent Library & Resource Centre 

11

Penola Visitor and Information Centre 

Millicent Visitor and Information Centre 

Beachport Visitor and Information 

Centre 

A range of varied school holiday programs have 

commenced across Wattle Range with the Penola 

School Community Library holding their first 

program in the January holidays. 

Such programs are actively supported at the 

Millicent Library and up to 70 children attend 

each session. It has been a sheer delight to witness 

parents, children and staff working together. No 

longer are libraries stuffy, they are the place to be! 

@ your library. These activities complement school 

visits and encourage children to make the best use of 

libraries and literature. 

The Beachport and Millicent Local History 

Collections continue to be digitised and are available 

on the web. These important collections of local 

and State significance were enhanced by the bequest 

of a personal collection of private and historical 

papers from the Bruce Tower’s Estate along with a 

significant collection of furniture representing early 

colonial Millicent. This collection will be housed in 

the Millicent History Centre and Tower’s Furniture 

Gallery currently under planning. 

The Penola Local History collection at the Penola 

Council and Visitor Information Centre continues 

to be developed and resources added to the Wattle 

Range Data Base. Volunteers and Wattle Range staff 

are able to assist the researcher and tourist with 

access to this collection. This facility continues to 

be developed with an archive being established for 

research materials. The collection is accessible from 

the web www.wattlerange.sa.gov.au see local history. 

The Millicent Gallery attached to the Millicent 

Library, was the first “A” Class Gallery in rural South 

Australia and continues to be well supported by 

the community. The exhibition program continues 

to represent the local artist and regional and state 

touring exhibitions. Highlights of the exhibition 

program this year were the River Murray exhibition 

and local exhibitions. 

IXL Centres, developed to provide training and 

free access to the Internet for the community, 

continue to provide Internet and computer services 

to the community and school students at these 

schools. They have been established at Mount Burr, 

Nangwarry, Kalangadoo and Tantanoola through 

successful grant applications to the NTN. The IXL 

centre established at Beachport in 2000 continues 

to be well used with training provided by the library 

staff and access to the Internet both for the local 

community and tourists. 

WATTLE RANGE TOURISM SERVICES 

Council maintains three fully accredited Visitor 

Information Centres at Beachport, Millicent and 

Penola. Internet access is available at all three 

centres, with a new Internet centre established 

at Beachport with a suite of computers for the 

community and visitors. Council is pleased to 

report that there was a 20% increase in visitations 

across Wattle Range Visitor Information Centres. 

In early July a Strategic Planning forum was held 

with all staff and representatives from Limestone 

Coast Tourism and Management. The resultant 

strategic plan and the business plan have been used 

as the basis for training, development of centres and 

budget development. This was the first time that a 

Wattle Range Tourism Plan had been developed and 

agreed to by all sectors. 

The Beachport Visitor Information Centre was 

officially opened in 2001 and there has been an 

increase in activity since the opening. Council 

staff and volunteers operate a very busy centre 

particularly during the warmer months, with 

volunteers staffing the centre on weekends during 

the cooler months. During 2002/2003 there were 

9,986 tourism inquiries, with increased numbers of 

South Australian visitations. This represented an 

increase of 28% over the first year of operation. 

The inquiry rate at the Millicent Visitor Information 

Centre for the financial year was 16,874. This 

represents the busiest financial year ever, and is an 

increase of 8% being an increase of 1212 visitations 

on last year’s figure of 15662. The average financial 

year inquiry rate is 14,099, which is a 2,775 increase 

on that figure (20% increase). During this period the 

Centre experienced its busiest week and the busiest 

Easter period in nine years. 

The David Harris Room at the Millicent Visitor 

Information Centre has had an interesting array of 

exhibitions throughout the year including several 

displays of items from the Museum’s collection. The 

work of local artists including Lena Zurlino, Rod 

Gall, Millicent Water Colour Group, Millicent High 

School Art Students. Other exhibitions included 

Carers Exhibition and Gev Zaagsma. 

The Penola/Coonawarra Visitor Information Centre 

experienced a 22.5% increase in visitations, with 

19,622 inquiries which saw an increase in Interstate 

visitations and a substantial increase in January, 

February and March complementing the excellent 

climatic conditions. During April and May, the 

Penola Festival and Easter vacations were the focus. 

Penola/Coonawarra had a full calendar of events, 

with staff involved in the promotion. A trainee 

tourism officer was appointed during this period 

to work mainly in Penola with some relief work in 

Beachport. 

wattle range 

12


inreview 

The Penola History Centre was opened on the 

26th January, 2003 and this centre has proved to 

be a centre of excellence for the collection of local 

histories, materials and resources. These resources 

are now available on the web. The Centre is open 

on Wednesday and Friday afternoons and the first 

Saturday of the month. The Visitor Information 

Staff are also available to assist with enquiries. The 

centre is staffed by volunteers and Wattle Range 

Staff. 

The development of the John Riddoch 

Interpretative Centre continues with community 

consultation being of primary importance to ensure 

that the historical interpretation is supported by 

the community. This centre along with the History 

Centre will be a primary focus for history research 

and collection within the district. Researcher/ 

designer Peter Templeton is working closely with 

the committee. Meanwhile steps are being taken to 

relocate the art work from the John Shaw Neilsson 

Art Prize within the centre. 

Staff continue to expand upon opportunities for 

tour groups and major events within the district 

and their commitment is evident through increased 

grant funding being awarded to Wattle Range 

organizations, and National and significant events 

being attracted to the district. 

These include the Wattle Range Council 

Tourism Advisory Committee, Millicent Business 

Community Association, Penola District Business 

and Tourism Association, Beachport and District 

Development Association, Beachport Traders, Cross 

Border Visitor Information Providers Group, South 

Australian Tourism Commission Visitor Information 

Centre Working Party. 

All tourism staff were involved in the very successful 

South East Field Day display where increased 

visitations to the site were achieved through an 

internal site, ongoing activities at the stand and a 

number of prizes for visitors. They were the only 

local government body from within the region to 

participate. 

The Millicent Centre is a part of the Welcoming 

Strategy developed within Council and is now 

responsible for the collation and mailing out of new 

resident kits throughout the area on a monthly basis. 

The Millicent Centre trialed this concept within 

the Council and Beachport and Penola Centres have 

now adopted the model. 

All augers well for the coming year with 

developments occurring at the Millicent Visitor 

Information Centre, the completion of the John 

Riddoch Interpretative Centre, Festivals and 

increasing tourism activities. 

MILLICENT STOCK SALEYARDS 

The Millicent Stock Saleyards are fully accredited 

for Quality Assurance under the National Saleyards 

Quality Assurance Program. 

The National Saleyards Quality Assurance Program 

is subject to regular audit and is designed to 

integrate with other Quality Assurance programs in 

the industry including Cattlecare, Flockcare, NSQA 

and Trucksafe, which are all vital links in the Meat 

& Livestock industry concept of “paddock to plate” 

management. 

20,611 cattle and 102,589 sheep and lambs passed 

through the Millicent Stock Saleyards in 2002/2003, 

while 1,884 cattle were weighed out of market 

for direct sales during the year. Sheep and lambs 

sold at similar rates to the other South Eastern 

Saleyards, however good quality large cattle sales 

were a consistent feature during the year, with prices 

the best seen throughout the State on numerous 

occasions. 

A new innovation has been the installation of 

electronic lamb weighing scales which will give 

producers an opportunity to have their lambs 

weighed before the sale and have the weight 

displayed on the pen. 

The bulk of livestock processed for slaughter is 

sourced from Saleyards which continue to provide 

true market competition for local producers. 

The key challenges facing Council in 2003/2004 

in respect to the Millicent Stock Saleyards will be 

the mandatory implementation of the National 

Livestock Identification System (NLIS) and 

improving the financial viability of the Saleyards 

complex. 

GLADYS SMITH EARLY LEARNING CENTRE 

The Gladys Smith Early learning Centre continues 

to promote and develop meaningful learning for 

children ages 6 weeks to 6 years. 

The context of the program throughout the Centre 

is central to cognition and learning and evaluating 

experiences. 

Conceptualizing and developing a program 

together with parents and local community input 

has established a philosophy of encouraging 

development and practices to form a sound 

foundation for future education. 

The Centre has expanded the off campus training 

for students of Regency TAFE undertaking the 

Diploma of Community Services (ChildCare). 

Students currently studying at the Centre are from 

Mt Gambier, Tantanoola, Penola, Beachport and 

Millicent. A total of 16 students are attending the 

onsite training facilitated by the Director of the 

Centre. 

13

2002/2003 

rating 

policy 

statement document 

INTRODUCTION 

This document sets out 

the policy of the Wattle 

Range Council for setting 

and collecting rates from its 

community. The policy covers: 

Method used to value land; 

Adoption of valuations; 

General rates; 

Minimum rate; 

Differential general rates; 

Separate rates; 

Service charges; 

Water catchment levy (the 

Council’s collection role); 

Pensioner concessions; 

Unemployed persons 

concessions; 

Payment of rates; 

Late payment of rates; 

Remission and postponement 

of rates; 

Rebate of rates; 

Sale of land for non-payment of 

rates, and; 

Disclaimer 

STRATEGIC FOCUS 

In setting its rates for the 2002/ 

2003 financial year the Council 

has considered the following: 

Its current Corporate Plan, 

2001-2004 Wattle Range 

Council Corporate Plan, 

which was last revised in May 

2001. The corporate plan was 

developed following extensive 

community consultation with 

local businesses, community 

groups and interested citizens; 

Compliance with Council’s 

financial management policies 

which put in place guidelines for 

the long term financial health of 

Wattle Range Council. 

The current economic climate 

in which the major factors are 

continued poor employment 

prospects generally, low inflation 

and low interest rates;. 

The specific issues faced by 

our community, which are 

maintenance of increased service 

levels introduced by Council 

following amalgamation. 

The budget for the 2002/2003 

financial year; 

The impact of rates on 

the community, including 

householders, businesses and 

primary producers; 

For the 2002/2003 financial 

year the Council has frozen 

the general rate in the dollar. 

Valuation movements have 

resulted in a 6.8% increase in 

rate revenue. 

The corporate plan documents 

and the Council’s budget are 

available for inspection at: 

Wattle Range Council (Offices) 

Civic Centre 

George Street 

MILLICENT SA 5280 


27 Arthur Street, 

PENOLA SA 5277 


Millicent Road 

BEACHPORT SA 5280 

The Millicent Library 

George Street 


The Penola Community School 

Library 

Cameron Street 


The Nangwarry Branch Library 

Whitford Crescent 

NANGWARRY SA 5277 

The Kalangadoo Branch Library 

Millicent Road, 

KALANGADOO SA 5278 

The Council regularly conducts 

public consultation on a broad 

range of issues relating to the 

future directions of the area. 

These meetings are always 

advertised in local papers. 

Ratepayers and interested 

parties are welcome to attend. 

The Council also encourages 

feedback at any time and such 

comments may be sent to: 

Mr FN Brennan 

Chief Executive Officer 

Wattle Range Council 

PO Box 27 


METHOD USED TO VALUE 

LAND 

The Council may adopt one of 

three valuation methodologies to 

value the properties in its area. 

They are:- 

Capital Value – the value of the 

land and all of the improvements 

on the land. 

Site Value – the value of the 

land and any improvements 

which permanently affect the 

amenity of use of the land, such 

as drainage works, but excluding 

the value of buildings and other 

improvements. 

Annual Value – a valuation of the 

rental potential of the property. 

The Council has decided to 

continue to use capital value as 

the basis for valuing land within 

the council area. The Council 

considers that this method 

provides the fairest method of 

distributing the rate burden 

across all ratepayers on the 

following basis: 

The equity principle of taxation 

requires that ratepayers of 

similar wealth pay similar taxes 

and ratepayers of greater wealth 

pay more tax than ratepayers of 

lesser wealth; 

Property value is a relatively 

wattle range 

good indicator of wealth and 

capital value, which closely 

approximates the market value 

of a property, provides the best 

indicator of overall property 

value. 

ADOPTION OF VALUATIONS 

The Council pursuant to S167 

of the Local Government Act 

1999, has adopted the Capital 

Valuations made by the SA 

Valuer-General for the area of 

council and has specified the 

1st July 2002 as the day as and 

from which the valuations shall 

become and be the valuation 

of the council. If you are 

dissatisfied with the valuation 

made by the Valuer-General then 

you may object to the Valuer- 

General in writing, within 60 

days of receiving this notice 

of the valuation, explaining 

the basis for the objection 

- provided you have not: (a) 

previously received a notice of 

this valuation under the Local 

Government Act, in which case 

the objection period is 60 days 

from the receipt of the first 

notice; or (b) previously had 

an objection to the valuation 

considered by the Valuer- 

General. The address of the 

Office of the Valuer-General is: 

Office of the Valuer-General 

GPO Box 1354 

ADELAIDE SA 5001 

and the telephone number is 

1300 653 345. The Council has no 

role in this process. 

It is important to note that the 

lodgement of an objection does 

not change the due date for 

payment of rates. 

GENERAL RATES 

All land within a council area, 

except for land specifically 

exempt (e.g. crown land, 

council occupied land and 

other land prescribed in the 

Local Government Act 1999 

– refer Section 147 of the Act), is 

rateable. The Local Government 

Act provides for a Council to 

raise revenue for the broad 

purposes of the Council through 

a general rate which applies to all 

rateable properties. 

At its meeting of July 1, 2002 

the Council decided to raise rate 

revenue of $8,136,200 in a total 

revenue budget of $14,195,940. 

14

2002/2003 

rating 

15 

policy 

statement document 

MINIMUM RATE 


impose a minimum rate of 

$350. It will affect 2394 (29%) 

of rateable properties. The 

minimum rate is levied against 

the whole of an allotment 

(including land under a separate 

lease or licence) and only one 

minimum rate is levied against 

two or more pieces of adjoining 

land (whether intercepted by a 

road or not) if they are owned by 

the same owner and occupied by 

the same occupier. The reasons 

for imposing a minimum rate 

are: 

The Council considers it 

appropriate that all rateable 

properties make a contribution 

to the cost of administering the 

Council’s activities; 

The Council considers it 

appropriate that all rateable 

properties make a contribution 

to the cost of creating and 

maintaining the physical 

infrastructure that supports each 

property. 

DIFFERENTIAL GENERAL 

RATES 


impose differential general rates 

on the following properties: 

Land within townships - 0.6110 

cents in the $. 

Land within rural living areas 

and zones - 0.5275 cents in the $. 

Other land, i.e. in non urban 

areas - 0.4370 cents in the $. 

Rates raised in the categories are as 

follows 

Townships $2,263,180 (29.3%) 

Rural living $134,420 (1.7%) 

Other 

(non urban) 

$5,314,780 (69%) 

Location and land use are used 

as the factor to levy differential 

rates. If a ratepayer believes 

that a particular property has 

been wrongly classified by the 

Council then they may object 

(to the Council) to that land use 

within 60 days of being notified. 

A ratepayer may discuss the 

matter with the Rates/Property 

Officer on 8733 0900 in the first 

instance. 

The Council will provide, on 

request, a copy of Section 156 


which sets out the rights and 

obligations of ratepayers in 

respect of objections to a land 

use. 

The objection must set out 

the basis for the objection and 

details of the land classification 

use that should be attributed 

to that property. The Council 

may then decide the objection 

as it sees fit and notify the 

ratepayer. A ratepayer also has 

the right to appeal against the 

Council’s decision to the Land 

and Valuation Court. Objections 

to the Council’s decision may be 

lodged with Mr Francis Brennan, 

Chief Executive Officer, Wattle 

Range Council, PO Box 27, 

Millicent SA 5280. 

It is important to note that the 

lodgement of an objection does 

not change the due date for 

payment of rates. 

SEPARATE RATES 

Council has declared three 

Separate rates for the 2002/2003 

financial year as follows; 

1) For the purposes of meeting 

part of the loan servicing 

costs for the provision 

of Recreation Facilities 

constructed in 1997/98 at Mt 

Burr, Council has continued 

to levy a separate rate of $10 

per property in the Mt Burr 

township. This will raise 

funds of $1,780. 

2) For the purposes of meeting 

Medical and Allied Services, 

Council levied a separate 

rate of $10 per property. 

This will raise funds of 

$17,560 in the area of the old 

Penola Council. 

For the purposes of meeting 

Sheoak Lodge Nursing 

Home extensions, Council 

levied a separate rate of $16 

per property. This will raise 

funds of $64,400 in the 

areas of the old Millicent 

and Beachport Councils. 

SERVICE CHARGES 

Council has declared two Service 

charges for the 2002/2003 

financial year as follows; 

The Council provides septic 

tank effluent disposal systems to 

all residential and commercial 

properties in the townships 

of Penola, Kalangadoo and 

Southend. The full cost of 

operating, maintaining and debt 

servicing these services for this 

financial year is budgeted to 

be $67,957, $23,316 and $49,585 

respectively. The Council will 

recover this cost through the 

imposition of the following 

service charges for each Property 

Unit; 

PENOLA 

Occupied $97 

Vacant $70 

Extension 1 $75 

KALANGADOO 

Occupied $102 

Vacant $78 

SOUTHEND 

Occupied $260 

Vacant $205 

Yates Court Occupied $190 

Yates Court Vacant $130 

With Pump $190 

For the purposes of meeting 

the majority of costs associated 

with the collection of garbage 

in urban areas, the Council has 

levied a separate rate of $65 on 

non vacant land. This will raise 

funds of $235,500. 

Where the service is provided 

to non-rateable land, a service 

charge is levied against the land. 

Details on what constitutes a 

service charge for each Property 

Unit, and other information 

about the scheme, are available 

from the Environmental Health 

Officer phone 8733 0900. 

WATER CATCHMENT LEVY 

The Council is in the South 

East Water Catchment area 

and is required under the Water 

Resources Act to fund the 

operations of the South East 

Water Catchment Management 

Board. It does so by imposing 

a separate rate of $12.85 against 

the 5878 rateable properties 

in the catchment area in this 

council area. 

The Council is operating as 

a revenue collector for the 

South East Water Catchment 

Management Board in this 

regard. It does not retain this 

revenue or determine how it is 

spent. 

RATE CONCESSIONS 

The State Government, in 

providing equity across SA 

in this area, funds a range 

of concessions on Council 

rates. The concessions are 

administered by various State 

Agencies who determine 

eligibility and pay the concession 

directly to Council on behalf of 

the ratepayer. Concessions are 

available only on the principal 

place of residence. 

Ratepayers who believe they 

are entitled to a concession 

should not withhold payment 

of rates pending assessment 

of an application by the State 

Government as penalties apply 

to overdue rates. A refund will 

be paid to an eligible person 

if Council is advised that a 

concession applies and the rates 

have already been paid.

STATE SENIORS CARD 

RATEPAYER (SELF FUNDED 

RETIREE) 

This is a new concession 

available from 1 July 2001 and is 

administered by Revenue SA. If 

you are a self-funded retiree and 

currently hold a State Seniors 

Card you may be eligible for 

a concession toward Council 

Rates. In the case of couples, 

both must qualify, or if only 

one holds a State Senior’s Card, 

the other must not be in paid 

employment for more than 20 

hours per week. If you have not 

received a concession on your 

rates notice or would like further 

information please contact the 

Revenue SA Call Centre on 1300 

366 150. 

PENSIONER CONCESSION 

An eligible pensioner must 

hold a Pension Card, State 

Concession Card or a 

Repatriation Health Card 

marked TPI Gold, EDA Gold or 

War Widow and may be entitled 

to a concession on Council rates 

(and water and effluent charges 

where applicable). Application 

forms, which include 

information on the concessions, 

are available from the Council, 

SA Water Corporation or the 

Department of Human Services. 

This concession is administered 

by SA Water on behalf of the 

Department of Human Services 

and further information can 

be obtained by telephoning SA 

Water. 

OTHER CONCESSIONS 

The Department of Family 

and Youth Services administers 

Council rate concessions 

available to range of eligible 

persons receiving State and 

Commonwealth allowances. This 

includes, but is not limited to, 

ratepayers who are in receipt of: 

Austudy, Newstart, Parenting 

Payment, Partner Allowance, 

Sickness Allowance, Special 

Benefit, Widow Allowance, 

Youth Allowance, Abstudy, 

CDEP or a New Enterprise 

Initiative Scheme. It may also 

apply to ratepayers in receipt 

of a pension as a war widow 

under legislation of the United 

Kingdom or New Zealand and 

the holders of a State Concession 

Card issued by Family and Youth 

Services. All enquiries should be 

directed to your nearest branch 

office of Family and Youth 

Services. 

PAYMENT OF RATES 

The Council has pursuant 

to section 181 of the Local 

Government Act, 1999, declared 

that all rates are payable in 

four equal or approximately 

equal installments, due on 2nd 

September 2002, 2nd December 

2002, 3rd March 2003 and on 

2nd June 2003. 

Rates may be paid: 

By using the DEFT payment 

options listed on the rate notice. 

These include Bpay, phone, 

internet, Australia Post and mail 

options. 

In person, at the Council offices 

at: 

Civic Centre 

George Street 


27 Arthur Street 


Millicent Road 

BEACHPORT SA 5280 

During the hours of 8.30am to 

5.00pm, Monday to Friday. 

Please note: payments can no 

longer be made at Bank SA 

branches. 

Any ratepayer who may, or is 

likely to, experience difficulty 

with meeting the standard 

payment arrangements are 

invited to contact Council’s 

Manager, Finance and 

Accounting Services on 

8733 0900 to discuss alternative 

payment arrangements. 

Such enquiries are treated 

confidentially by the Council. 

LATE PAYMENT OF RATES 

The Local Government Act 

provides that Councils impose 

an initial penalty of 2% on any 

payment for rates, whether by 

instalment or otherwise, that is 

received late. A payment that 

continues to be late is then 

charged a prescribed interest rate 

on the expiration of each month 

that it continues to be late. 

Council has delegated authority 

to its senior staff to remit fines 

raised on late payment of rates in 

legitimate circumstances. 

Should rates remain unpaid 

for more than 21 days, Council 

may refer the debt to a debt 

collection agency for collection. 

The debt collection agency 

charges collection fees to the 

ratepayer. A copy of Council’s 

Debt Collection Policy is 

available on request. 

When the Council receives a 

payment in respect of overdue 

rates the Council applies the 

money received as follows: 

first – to satisfy any costs 

awarded in connection with 

court proceedings; 

second – to satisfy any interest 

costs; 

third – in payment of any fines 

imposed; 

fourth – in payment of rates, 

in chronological order (starting 

with the oldest account first). 

wattle range 

REMISSION AND 

POSTPONEMENT OF RATES 

Section 182 of the Local 

Government Act permits the 

Council, on the application 

of the ratepayer, to partially 

or wholly remit rates or to 

postpone rates, on the basis of 

hardship. Where a ratepayer 

is suffering hardship in paying 

rates he/she is invited to contact 

Council’s Manager Finance and 

Accounting Services on 8733 

0900 to discuss the matter. The 

Council treats such inquiries 

confidentially. 

REBATE OF RATES 


Section 159 requires Councils 

to rebate the rates payable 

on some land. This includes a 

100% rebate for health services 

(section 160), 75% rebate for 

community services (section 

161), 100% rebate for religious 

purposes (section 162), 75% 

rebate for educational purposes 

(section 165) and discretionary 

rebates (section 166). 

Application forms may be 

obtained from Council branch 

offices located at Millicent 

Civic Centre George Street, 

Millicent, 42 Church St, Penola 

and Millicent Road, Beachport. 

All persons who or bodies which 

wish to apply to the Council for 

a rebate of rates must do so on 

or before 30th September. 

SALE OF LAND FOR NON- 

PAYMENT OF RATES 


provides that a Council may sell 

any property where the rates 

have been in arrears for three 

years or more. The Council is 

required to notify the owner 

of the land of its intention to 

sell the land, provide the owner 

with details of the outstanding 

amounts, and advise the owner 

of its intention to sell the land 

if payment of the outstanding 

amount is not received within 

one month. 

DISCLAIMER 

A rate cannot be challenged on 

the basis of non-compliance with 

this policy and must be paid in 

accordance with the required 

payment provisions. 

Where a ratepayer believes 

that the Council has failed 

to properly apply this policy 

it should raise the matter 

with the Council. In the first 

instance contact Council’s Rate 

Property Officer on 8733 0900 

to discuss the matter. If, after 

this initial contact, a ratepayer 

is still dissatisfied they should 

write to Mr Frank Brennan, 

Chief Executive Officer, Wattle 

Range Council, PO Box 27, 

MILLICENT, SA 5280. 16

operatingstatement 

financial 

17 

wattle range 

The following Statements are in abridged version 

of the Audited Financial Statements prepared 

in accordance with the provisions of Local 

Government Act, Local Government Accounting 

Regulations and applicable Accounting Standards. 

A complete version of the Audited Financial 

Statements is available for inspection at any Wattle 

Range Council Office. 

WATTLE RANGE COUNCIL OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE, 2003 

OPERATING REVENUE 2 

Rates 

NOTE 

General 7,704,911 7,118,428 

Other 3 462,876 512,275 

Statutory Charges 3 208,417 231,590 

User Charges 782,015 774,308 

Operating Grants and Subsidies 2,181,685 2,020,345 

Investment Income 4 67,239 47,863 

Reimbursements 419,965 997,496 

Gain on Disposal of Non-Current Assets - - 

Commercial Activity Revenue 94,220 31,225 

Other 125,847 341,235 

TOTAL OPERATING REVENUE 12,047,174 12,074,766 

OPERATING EXPENSES 2 

Employee Costs 6 4,138,942 3,745,005 

Contractual Services 7 3,224,330 3,225,164 

Materials 1,545,839 2,479,514 

Finance Charges 339,117 352,900 

Depreciation 8 5,825,322 5,761,428 

Loss on Revaluations - 396,434 

Loss on Disposal of Non-Current Assets 5 24,245 530,444 

Other 9 2,532,756 1,563,992 

TOTAL OPERATING EXPENSES 17,630,551 18,054,880 

OPERATING SURPLUS/(DEFICIT) BEFORE CAPITAL REVENUES -5,583,377 -5,980,114 

CAPITAL REVENUES 

Capital Grants, Subsidies and Monetary Contributions 419,775 375,000 

Physical resources received free of charge - - 

Operating Surplus/(Deficit) after Capital revenues -5,163,602 -5,605,114 

and before Abnormal and/or Extraordinary Items 

Abnormal Items 

Extraordinary Items 

NET SURPLUS/(DEFICIT) RESULTING FROM OPERATIONS -5,163,602 -5,605,114 

2003 

$ 


$

STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE, 2003 

CURRENT ASSETS 

NOTE 

Cash 19 307,308 103,771 

Receivables 10 774,467 763,115 

Inventory 11 183,925 139,959 

Investments 12 435,971 1,374,907 

Other 13 129,430 45,358 

TOTAL CURRENT ASSETS 1,831,101 2,427,110 

CURRENT LIABILITIES 

Bank Overdraft 19 - - 

Creditors 19 663,337 923,048 

Provisions 14 635,800 606,215 

Loans 15 1,039,262 990,804 

Other 16 220,085 218,168 

TOTAL CURRENT LIABILITIES 2,558,484 2,738,235 

Net Current Assets/(Current Liabilities) -727,384 -311,125 

NON-CURRENT ASSETS 

Receivables 10 803,636 842,493 

Inventory 11 - - 

Investments 12 - - 

Land 18 11,390,395 11,327,089 

Buildings 18 17,790,637 18,731,814 

Infrastructure 18 36,790,565 39,340,489 

Equipment 18 2,963,665 2,779,628 

Furniture and Fittings 18 316,536 628,699 

Other 18 191,850 152,649 

TOTAL NON-CURRENT ASSETS 70,247,284 73,802,861 

NON-CURRENT LIABILITIES 

Creditors 14 

Provisions 15 - - 

Loans 16 567,700 491,596 

Other 17 5,353,912 4,238,249 

TOTAL NON-CURRENT LIABILITIES 5,921,612 4,729,845 

NET ASSETS 63,598,288 68,761,892 

EQUITY 

Accumulated Surplus 52,441,896 57,402,770 

Reserves 11,156,392 11,359,121 

TOTAL EQUITY 63,598,288 68,761,891 


$ 


$ 

18

expense& revenue 

by function & type 

19 

EXPENSE AND REVENUE BY FUNCTION 

EXPENSE 

$ 

wattle range 

REVENUE 

$ 

Business Undertakings 1,090,047 689,149 

Community Services 1,624,580 545,533 

Culture 114,277 10,051 

Economic Development 750,471 229,808 

Environment 1,427,265 111,483 

Governance & Support Services 1,032,349 9,395,643 

Library Services 510,707 57,368 

Recreation 1,694,121 150,065 

Regulatory Services 693,100 217,533 

Transport 7,882,208 960,728 

Unclassified Activities 811,427 99,588 

EXPENSE BY TYPE $ 

Wages & Salaries 4,138,900 

Contractual Services 3,224,300 

Material 1,545,800 

Finance Charges 339,100 

Depreciation 5,825,300 

Loss on disposal Assets 24,200 

Other 2,532,800 

EXPENSE BY FUNCTON 

TRANSPORT 

44% 

UNCLASSIFIED 

ACTIVITIES 5% 

REVENUE BY FUNCTION 

BUSINESS 

UNDERTAKINGS 

6% COMMUNITY 

SERVICES 9% 

CULTURE 1% 

REGULATORY 

SERVICES 4% 

UNCLASSIFIED 

ACTIVITIES 1% 

REGULATORY 

SERVICES 2% TRANSPORT 8% BUSINESS 

UNDERTAKINGS 6% 

RECREATION 1% 

LIBRARY 

SERVICES 0% 

GOVERNANCE & SUPPORT 

SERVICES 75% 

RECREATION 10% 

ECONOMIC 

DEVELOPMENT 4% 

ENVIRONMENT 8% 

GOVERNMENT & 

SUPPORT SERVICES 6% 

LIBRARY SERVICES 3% 

COMMUNITY 

SERVICES 4% 

CULTURE 0% 

ECONOMIC 

DEVELOPMENT 2% 

ENVIRONMENT 1% 

17,630,551 12,466,949 

REVENUE BY TYPE $ 

Rates 8,167,800 

Statutory Charges 208,400 

Investment Income 67,200 

Operational grants & subsidies 2,181,700 

Reimbursements 420,000 

Commercial Activity 94,200 

User Charges 782,000 

Other 125,800 

Capital Revenue 419,800 

Gain Loss on Disposal - 

EXPENSE BY TYPE 

LOSS ON DISPOSAL 

ASSETS 0% 

DEPRECIATION 

34% 

OTHER 14% 

FINANCE 

CHARGES 2% 

REVENUE BY TYPE 

OPERATIONAL GRANTS 

& SUBSIDIES 17% 

INVESTMENT 

INCOME 1% 

STATUTORY CHARGES 

2% 

WAGES & SALARIES 

23% 

MATERIAL 9% 

CONTRACTUAL 

SERVICES 18% 

USER CHARGES 6% 

COMMERCIAL OTHER 1% CAPITAL 

ACTIVITY 1% 

REVENUE 3% 

REIMBURSEMENTS 3% 

GAIN LOSS 

ON DISPOSAL 0% 

RATES 66%

general 

information 

FREEDOM OF INFORMATION 

STATEMENT 

The following information 

summary is published by 

the Wattle Range Council 

in accordance with the 

requirements of Section 132 


1999. Council is pleased to 

comply with the legislation and 

welcomes enquiries. 

POLICY AND 

ADMINISTRATIVE 

DOCUMENTS, REGISTERS 

& CODES OF CONDUCT OR 

PRACTICE 

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 and the charges are 

shown below. 

DOCUMENT 

Council Agenda 

Council Minutes 

Budget Statements 

Annual Financial 

Statements 

Council By-Laws 

Development 

Application Register 

Development Plan 

Register of 

Leases/Contracts 

Policy Manual 

Assessment Book 

Voters’ Roll 

FEE 

20c page 

20c page 

20c pg/ 

$15 doc 

20c pg/ 

$15 doc 

20c page 

20c page 

$10.00 

set 

20c page 

20c page 

20c page 

20c page 

Corporate Plan $25.00 

Annual Report $10.00 

REGISTERS 

Parking Register 

Register of Allowances and 

Benefits 

Schedule of Fees and 

Charges 

Register of Salaries and 

Benefits 

Register of Delegations 

Register of Community 

Lands 

20c page 

20c page 

20c page 

20c page 

20c page 

20c page 

CODES OF CONDUCT OF 

PRACTICE 

Code of Conduct for Council 

Members 

Code of Conduct for Council 

Employees 

Code of Practice for Access 

to Council meetings and 

documents. 

OTHER INFORMATION 

REQUESTS 

Requests for other information 

not included in above – will be 

considered in accordance with 

the Freedom of Information 

provisions of the Local 

Government Act. Under this 

legislation, an application fee and 

a search fee must be forwarded 

with the completed request 

form, unless the applicant is 

granted an exemption. 

Should the applicant require 

copies of any documents 

inspected pursuant to a Freedom 

of Information request, the 

charges set out above will apply 

as will the charges/fees set out 

above. 

20

general 

information 

INFORMATION ENQUIRIES 

Persons wishing to make 

enquiries concerning the 

procedures of inspecting 

and purchasing the Council’s 

policy and/or administrative 

documents and the 

Councils INFORMATION 

STATEMENT should be made 

to: 

Ms Susanne Casimaty 

Freedom of Information Officer 

Wattle Range Council 

PO Box 27 


Inspection and purchases can be 

made from 9.00 am to 5.00 pm, 

Monday to Friday. 

SECTION 65ZY – COUNCIL 

CERTIFICATE 

In the review year no certificates 

was issued by Council or any 

controlling authority under 

Section 65zy of the Local 

Government Act in respect of 

restricted documents. 

ELECTED MEMBERS 

ALLOWANCE 

Council fixed the following 

annual allowances for the year 

to 30th June, 2003, payable 

quarterly in advance – 

Mayor: $22,000 

Deputy Mayor and Standing 

Committee Chairmen: $6,500 

Other Elected Members: $5,500 

SENIOR EXECUTIVE 

OFFICERS 

Council have appointed three 

senior executives as listed in 

the Council profile earlier in 

this report. These are generally 

employed on individual fixed 

term contracts. Salary packages 

include private use of Council 

vehicles. 

SERVICE DELIVERY 

Council delivers its services 

in a variety of ways including 

in-house, contract, competitive 

tendering and resource sharing. 

It has adopted a service 

provision policy to “provide 

quality services that meet 

customer needs by utilising 

resources (physical, financial 

and human) efficiently and 

effectively.” 

To support this, Council have 

implemented a contestability 

program under which Council 

have identified its services and 

how they’re delivered now and 

in the future. The program 

is supported by Council’s 

Enterprise Agreements and 

Corporate Plan. 

Those services identified as 

continuing to be delivered 

in house are then subject 

to performance review and 

benchmarking in an ongoing 

program. 

Council also have a policy of 

using local providers of goods 

and services where practicable 

and competitive with other 

providers 

NATIONAL COMPETITION 

POLICY 

Council’s obligations fall within 

two principal categories. 

Firstly, the identification 

of “significant business 

activities” and the application 

of Competitive Neutrality 

Principles to these activities. 

Council has resolved that it has 

no significant business activities. 

Secondly, the review of Council 

By-Laws regarding the extent 

to which they might restrict 

competition. Council has 

undertaken a review of its 

By-Laws. The new By-Laws 

came into effect on 30 March 

2001. Council has also adopted 

a Complaints Process for the 

Principles of Competitive 

Neutrality. No complaints have 

been received for 2002 - 2003 

COUNCIL REPRESENTATION 

QUOTA 

The Wattle Range Council area 

has been divided internally into 

areas known as wards. Wards 

are an electoral division for 

the election of Councillors to 

the Council and Wattle Range 

Council consists of four wards 

– Corcoran; Kintore; Riddoch 

and Sorby Adams wards. Section 

33 of the Local Government Act 

1999 requires that the number 

of electors represented by a 

Councillor (i.e. the quota), must 

not vary by more than 10% (+or-) 

between all wards. 

A review of Wattle Range 

Council’s representation quota 

was undertaken in September 

2002 which showed Council had 

a total of 10,161 electors and 11 

Councillors and a representation 

quota of 924 electors per 

Councillor. Given the allowable 

10% (+or-) variation in the quota, 

the quota range for the Council’s 

Wards is 893–976 electors per 

Councillor. 

The number of electors and 

Councillors per Ward across the 

Council area is as follows – 

Corcoran Ward 4,464 electors 

and 5 Councillors; 

Kintore Ward 1,953 electors and 

2 Councillors; 

Riddoch Ward 1,885 electors and 

2 Councillors; and 

Sorby Adams Ward 1,859 electors 

and 2 Councillors. 

The respective Ward 

representation quotas are as 

follows – 

Corcoran Ward has a Elector/ 

Councillor quota of 893 electors 

per Councillor; 

Kintore Ward a quota of 976; 

Riddoch Ward a quota of 942; 

and 

Sorby Adams Ward a quota of 

930. 

All Ward quotas are within the 

10% (+or-) allowable variance. 

21

REPRESENTATION QUOTA 

FOR COUNCILS OF A 

SIMILAR SIZE & TYPE 

Comparisons of representation 

quotas with other Councils of a 

similar size and type to Wattle 

Range Council are as follows – 

Wattle Range Council – Quota 

924 electors per Councillor; 

City of Port Pirie – Quota 1,059 

Berri Barmera Council – Quota 

817; 

Barossa Council – Quota 1,155; 

Alexandrina Council – Quota 

1,390 

REVIEW OF COUNCIL 

REPRESENTATION 

Wattle Range Council is required 

to conduct a full review of its 

structure every 6 years with the 

next review due to be conducted 

in 2008/09. 

ELECTOR’S SUBMISSIONS 

ON REPRESENTATION 

Pursuant to the provisions of 

the Local Government Act 1999 

(Chapter 3 Part 1 Division 2) 

Council must give public notice 

of a representation review and 

the notice must contain an 

invitation to interested persons 

to make written submissions to 

the Council on the subject of the 

review within a period specified 

by the Council. 

The specified period must be at 

least 6 weeks. 

The Council must also publish 

a copy of the notice in a 

newspaper circulating within its 

area. 

A Council must give a person 

who makes written submissions 

in response to an invitation an 

opportunity to appear personally 

or by representative before the 

Council or a Council committee 

and to be heard on those 

submissions. 

On completion of the review, 

the Council must prepare a 

report on the public consultation 

undertaken by the Council and 

any proposal that the Council 

considers should be carried into 

effect under this section. 

The report must – 

(insofar as is relevant to the 

subject-matter of the proposal) 

take into account the principles 

in section 26 (Local Government 

Act 1999 Chapter 3) and the 

matters referred to in section 

33 (Local Government Act 1999 

Chapter 3); and 

if the Council decides that it 

should not carry into effect a 

proposal considered during, 

or arising out of, the public 

consultation-set out the reasons 

for the Council’s decision. 

The Council must – 

(c) make copies of its report 

available for public 

inspection at the principal 

office of the Council; and 

(d) by public notice – 

inform the public of the 

completion of the report and 

its availability; and 

invite interested persons to 

make written submissions 

to the Council on the report 

within a period specified by 

the Council. 

The specified period must 

be at least three weeks. 

The Council must also 

publish a copy of the notice 

in a newspaper circulating 

within its area. 

The Council must give any 

person who makes written 

submissions in response to 

an invitation an opportunity 

to appear personally or by 

representative before the 

Council or a Council committee 

and to be heard on those 

submissions. 

wattle range 

The Council must then finalise 

its report (including in its report 

recommendations with respect 

to such related or ancillary 

matters as it thinks fit). 

The Council must refer 

the report to the Electoral 

Commissioner. 

On receipt of the report, 

the Electoral Commissioner 

must determine whether the 

requirements of this section have 

been satisfied and then: 

(e) if of the opinion that the 

requirements have been 

satisfied-give an appropriate 

certificate; or 

(f) if of the opinion that the 

requirements have not been 

satisfied-refer the matter 

back to the Council together 

with a written explanation 

of the reasons for not giving 

a certificate under this 

subsection. 

The validity of a 

determination of the 

Electoral Commissioner 

cannot be called into 

question. If a certificate 

is given by the Electoral 

Commissioner: 

The Electoral Commissioner 

must specify in the 

certificate a day by which 

an appropriate notice (or 

notices) for the purposes 

of this section must be 

published by the council in 

the Gazette; and 

(h) the Council may then, by 

notice (or notices) in the 

Gazette, provide for the 

operation of any proposal 

under this section that it has 

recommended in its report. 

If the matter is referred back to 

the Council, the Council: 

(i) must take such action 

as is appropriate in the 

circumstances (and may, as 

it thinks fit, alter its report); 

and 

(j) may then refer the report 

back to the Electoral 

Commissioner. 

22

wattle 

range 

council 

C 

Please address all correspondence to 

PO Box 27, Millicent 

PRINCIPAL OFFICE 

George Street, Millicent 

South Australia 5280 

Telephone (08) 8733 0900 

Facsimile (08) 8733 4999 

Email: council@wattlerange.sa.gov.au 

Website: www.wattlerange.sa.gov.au 

SERVICE CENTRES 

PENOLA 

27 Arthur Street, Penola 


Telephone (08) 8737 2391 

Facsimile (08) 8737 2206 

BEACHPORT 

Millicent Road, Beachport 


Telephone (08) 8735 8029 

Facsimile (08) 8735 8309 

ENGINEERING OFFICE 

Davenport Street, Millicent 


Telephone (08) 8733 0901 

Facsimile (08) 8733 4472 

C 

www.genesiscreative.com.au 

wattle range

Annual Report 2002 - 2003 - Wattle Range Council - SA.Gov.au

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