Annual Report 08/09 - City of Whyalla - SA.Gov.au

From our Mayor andChief Executive OfficerWelcome to the City of Whyalla,where community and businessresilience have helped the city toweather the world global financialcrisis during the past nine months.Council has embarked on facilitatingsome major infrastructure projectsand a new industrial estate will be amajor cornerstone and jewel to thecity’s progressive future. Stage Oneof the estate, which started aroundSeptember 2008 and is due to becompleted during October 2009,will comprise some 34 strategicallyplaced blocks and see our city ingood stead for the State’s resourcesresurgence.Building development has continuedwith the value of approvals for theyear at some $47,343,544. Valuationsfor residential properties have againincreased – 62% and up to 95% forcommercial properties.This past year has seen a significantupgrade of Council’s landfill site,which now has a high emphasis onrecycling and has enough room todispose of the city’s waste for thenext 15 years. A significant aspectof this project is the establishmentof a waste education centre, whichwill target schools and the generalpublic with sustainable initiatives inenvironmental management.A highlight during the year was thewinning of the LGMA award forexcellence in waste management andcommunication.The 23rd anniversary of theCampervan and Motorhome Club ofAustralia was held in Whyalla fromMarch 30 to April 5 at which some740 motor homes attended from allover Australia. Economic benefit toWhyalla and the greater region wasexceptional.New concept plans for a centralisedlibrary were completed with $2.78million in Federal InfrastructureProgram funding secured for theproject, scheduled to commenceduring late 2009.Prior to the economic downturn,Council experienced a high degreeof staff turnover mainly due to thecompetitiveness of the mining sector.However, we have implementeda range of competitive enterpriseagreements with the staff alongwith succession planning initiativesincluding a wide range of cadetships,which will progress the organisationinto the future.We trust that all our readers of thispublication find it a useful account ofthe City of Whyalla activities during2008/2009 and a guide as to thecity’s prospects for 2009/2010.Jim N PollockMAYORPhil CameronCHIEF EXECUTIVE2

IntroductionHaving a community plan for the Cityof Whyalla – and indeed developingkey aspects of that plan through apublic engagement process – hasbeen critical to achieving a collectivevision for Whyalla’s future.The previous strategic plan was duefor review in 2007. Subsequently,Council undertook a process whichresulted in the current version.Mindful of the need to engagethe community and its varyingstakeholders, Council consultedin producing a broader basedplan, which was then developedin collaboration with the Whyallacommunity and stakeholders.The plan sets out the action stepsand timeframes to achieve thecommunity plan’s vision - ourWhyalla vision.Council was also aware thatthe SA Strategic Plan 2007had been released following asignificant consultative processover a considerable timeframe.It was essential that the WhyallaCommunity Plan (and subsequentplans) integrated with the StateStrategic Plan and relevant regionalplan. The need for Council’s internalplans such as its long-term financialand asset management plans tointegrate with the community plan isalso recognised.Where do we see our Whyallacommunity in the year 2022? Whatwill Whyalla look like? How do weensure that we achieve our plannedfuture – our vision?In the meantime we are operating ina period of ongoing dynamic change.How do we as the Whyallacommunity embrace change andthe challenges of unpredictableresources, new public service needsand expectations, or changinggovernment and legislative mandatesand requirements – as well as facingsignificant change in national, stateand local economies?From Council’s point of view, howcan we build on organisation andgeographic strengths and takeadvantage of emerging opportunities,while minimising or offsettingweaknesses, declining population,diminished skill base and limitedwater resources? How can we bestutilise the resources at our disposalto achieve the desired outcomesfor our community? This will be thechallenge for a community plan.Vision 2022 is more than just a list ofstrategies – it is an ongoing process,one that continually assesses andmonitors actions and progressagainst desired outcomes.The next step is the developmentof four-yearly business or actionplans to be integrated as part of thecommunity plan suite.The plan will identify action steps tobe put in place, under four key areas:• Economic prosperity.• Environmental care.• Community wellbeing.• Council governance.Vision 2022 provides solidperformance indicators upon whicheffectiveness of community planactions and their alignment with thevision can be measured. Activitiesand performance against thesemeasures will be reported on infuture annual reports.WHYALLA: Where the OutbackMeets the Sea.7

Our visionThe Whyalla Community Plan: Whyalla Towards 2022 VisionOur mission“To improve the total quality of life in Whyalla.”Our vision“Our aim is to be a vibrant, growing city offering people a diverse rangeof sustainable economic, environmental and community opportunities.Our community is to have access to quality services and facilities,capitalising on (while also protecting) our attractive coastal andoutback landscape. Our city is to be home to an energetic, harmonious,integrated community actively involved in shaping Whyalla for currentand future generations.”Our key areasCOMMUNITY WELLBEING“Our vision is for a safe, culturally diverse, socially rich, healthy,harmonious and engaged community with access to a relevant range ofservices and facilities.”Our community is made up of friends, colleagues, neighbours, communitygroups, local enterprises, agencies and service providers.We seek a mix of people of all ages and from varying walks of life and that theybe supportive of one another, creating a sense of community spirit and a senseof being part of Whyalla’s social fabric.Our community will be one tolerant of differences and welcoming ofnewcomers, one that enjoys safe neighbourhoods, participation, involvement,life-long learning, a sense of well being, and good health.Our desired outcomes:• Access to quality learning, cultural and creativity facilities and events.• Health services which are accessible and meet the needs of the community.• Sport, recreation and leisure programs and facilities that enhance the wellbeingof the community.• Enhanced youth development through increased participation in communityactivities.• Access to diverse shopping, transport and business services in integratedcentres that meet varied and changing community needs.• A vibrant and diverse community, actively engaged as citizens, whichsupports and creates a sense of belonging to its people.8ECONOMIC PROSPERITY“Our vision is of a vibrant,growing city with a sound andsustainable economic base, andan equitable, prosperous andwealthy community.”Our desired outcomes:• Infrastructure is developed andmaintained to provide living andenterprise spaces in a sustainablemanner to meet our needs andposition our city to play a key partin the region’s economic growth.• Enhanced local employment andskills bank, positioning Whyalla asa launch pad for future industryand jobs growth in the region.• Our people have access to a rangeof state-of-the-art educationaland training facilities so thatan increasingly competent andknowledge rich workforce is aneconomic advantage for Whyalla.

Our organisational structureCOUNCILChief Executive OfficerExecutive Services• Human resources• Governance• Customer services• Strategic planningCorporate Services• Administration• Finance• Rates• Information technology• Records management• Purchasing• Child care centre• Libraries• Community grants support• Youth activities• Community activities/development• Aged care/home andcommunity care programsupport• Sport and recreation• Maintainance of CouncilbuildingsDevelopment Services• Deveopment applications• Development opportunities• Planning Policy• Environmental management• Public relations• Media and communications• Tourism• Visitor information centre• Maritime museum• Airport• Economic Development* Marketing• EventsCOUNCILInfrastructure Services• Traditional roadwork relatedactivities including potholepatching, sign repairs,line marking• Footpath maintenance• Parks and gardens• Cemetery• Dog management• Health management• Parking management• General inspectorial duties• Waste management:Household rubbish collectionRecyclingGeneral litter controlStreet sweepingOperation of landfill site• Environment• Education• NRM projects• Coast CareCity Strategic andPolicy CommitteeAudit CommitteeNomenclatureCommitteeOther committeesand working parties• TASK FORCEEconomic Development• TASK FORCECommunity Wellbeing• TASK FORCEEnvironmental Care• Airport Advisory andSecurity Committee• CEO’s Review Panel• Child Care CentreAdvisory Board• Community GrantProgram• DevelopmentAssessment Panel• Foreshore Master PlanWorking Party• Library and MountLaura Trust MuseumProject FacilitationWorking Party17

Our financial sustainabilityA statement by the Chief Executive officerA major focus during the past fiveyears has been to reduce Council’sannual operating deficit (beforecapital revenue) in order to cover theannual depreciation cost of around$4million, and to reduce a significantasset management backlog.The City of Whyalla resolved toachieve financial sustainability whilemaintaining all existing servicesthrough 10-year long-term financialand asset management plans.In 2009 Council’s operating deficit(before capital revenue) wasmaintained at around $400,000 to$500,000. This was after removalof the effect of advance receipt800600of 2009/2010 financial assistancefunding and a significant increasein spending on developing andmaintaining assets.The outcome has been achieved byfocusing on comprehensive longtermstrategic and financial planning.The initial financial turnaround hasbeen successful, but nonethelessthere is still work to be done.If Council maintains its currentapproach to financial management,it will be able to fully maintain allexisting services and assets by 2015.Council’s newly established auditcommittee will help facilitate thepreparation and revision of long-termForecast Operating Suplus/(Deficit)financial and asset managementplans, which will be coupled tofinancial targets in relation to thefuture sustainability of the City ofWhyalla.I am confident that if we maintainour current approach to financialmanagement, continue to engageour community, and promote anunderstanding of the long-termsustainability of Council services,the City of Whyalla will be financiallysustainable in our target year of2015.Phil CameronCHIEF EXECUTIVE OFFICER40020002007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020(200)(400)(600)(800)(1,000)This graph shows expected progress towards the City of Whyalla’s financial sustainability.Council resolved in 2006 to achieve an operating surplus within five years.Measure Target 08/09 09/10 10/11 11/12 12/13Operating Surplus Ratio 0-15% 7%17% 7% (6)% (4)%Operating Surplus Ratio(Excludes advance FAGS)Net Financial Liabilities (,000)

Our year in reviewCOMMUNITY WELLBEING“Our vision is for a safe, culturally diverse, socially rich, healthy,harmonious and engaged community with access to a relevant range ofservices and facilities.”Arbor activitiesConstant community requests keptthe arbor team busy, based aroundseasonal changes in weather andinvolving tree removals, trimmingtrees over roadways, pruning treesfrom street signs and clearingfootpath access.A tree audit was completed andrevealed Council is responsible formore than 12,000 trees on naturestrips, which has highlighted theneed for priority maintenance duringcoming seasons. One of these isto reshape trees that have beenpollarded by ETSA to eliminate issuesrelating to its infrastructure.A tree selection working partycontinues to monitor the changingclimate and its impact on thehealth of Whyalla’s trees. Ongoingmonitoring of tree health andimplementation of tree replacementstrategies with continued datacollection enables the team togain a clearer picture for a greenerstreetscape. Alternative street treespecies have been explored, while allspecies in use have been reviewedand researched for their suitabilityand use as street trees.A program to regularly water treesat various locations – particularlyin nature and media strips – wasundertaken in an attempt to savetrees showing high stress levels dueto past droughts and heatwaves.Increased watering of the city’snatural assets is expected to continueand will be monitored to ensuregrowth of new plants. Council usesrecycled water to water newlyplanted street and park trees throughthe hotter months of the year untilthey are established and can survivewithout assistance.Council also utilised small individualtree watering tanks during summer inan attempt to save drought stressedsignificant trees, and continues toexplore new ways to tackle the dryingconditions likely to be faced in future.Storm damage, drought and ageingresulted in approximately 90 trees ofvarious sizes removed from naturestrips and reserves. A replacementplanting program is in progress andwill continue in 2009/2010.Approximately 2,500 trees wereplanted in and around Whyalla duringthe year.be active Field OfficerThis position is funded by the Officefor Recreation and Sport for threeyears with a role designed to developthe importance and value that sportplays in local communities, whilealso educating and supporting localsporting organisations to ensuretheir continued future. This positionis combined with the CommunityDevelopment Officer into a dualrole – the be active Community andRecreation Field Officer.Highlights include:• Worked with local sportingassociations and clubs to assistbusiness improvement strategies,supporting applications for grantsand facility development.• Completed Stage 1 of the WhyallaSport and Recreation Master Planin conjunction with One EightySport and Leisure Solutions, aimedat developing multi-user facilitiesin the long-term.• Worked in conjunction withWhyalla Community Health on aHeart Foundation walking program.• Liaised with local clubs on theirinfrastructure and its ongoingfuture.• Provided detailed information tothe Whyalla Sports Network fromthe Office for Recreation and Sport.• Held sessions to train more Tai Chiinstructors in Whyalla.• Hosted a be active roadshow,which assisted sporting groupswith the opportunity to educatethemselves on topics such as“how to be a five-star coach, aguide to club survival, how tobe a grant savvy organisation, andjunior sport – the lifeblood of yourclub.” Approximately 60 peoplefrom various sporting groups, thehighest in the region, participated.• Attended metropolitan andregional be active Field Officerconferences in September 2008and April 2009.• Promoted the be active message atanti-poverty week, children’s week,mental health week, seniors monthand Come Out festival.In 2009/2010, be active plansinclude:• Stage 2 of the Sport and RecreationMaster Plan, which will includesite specific master plans of variousprecincts.• Continuation of support to clubswith information from the Officefor Recreation and Sport.20

• Continuation of work with localcommunity organisationsto promote healthy living andparticipation in sport and physicalactivity.• Development and maintenanceof a Whyalla sport and recreationwebsite.• Provision of “safe environment”training for local sporting groups.• Provision of “Easy Moves for ActiveAgeing” workshops for communitymembers.• Creation of a localised “gettingstarted” booklet that promoteshealthy lifestyles.Child Care CentreThe centre caters for 0 to 5-yearolds,is licensed for 68 childrenand recorded an average 73%occupancy rate for the year. This isslightly down on 2006/2007 (77%),2005/2006 (78%) and 2004/2005(74%) – believed to reflect changingeconomic conditions and theexistence of a privately operatedchild care centre, which gives thecommunity an opportunity of choice.All policies, procedures and shortand long-term goals were reviewedand updated as per the annualrequirement.Staff were trained in manualhandling, managing children withautism, communicating with families,food safety, behaviour guidance,Council OHS & W, and Sudden InfantDeath Syndrome.A number of organisations visitedthe centre as part of programmedactivities include such organisationsas SA Ambulance, be activecommunity and recreation officer,SA Metropolitan Fire Service anddental hygienists, along with parentsfrom culturally diverse backgroundspreparing meals and staff membersbringing in their pets.The centre achieved relevantaccreditations including Start RightEat Right program, Departmentof Health food audit and AsthmaFriendly Centre program. Workcontinued to prepare for NationalChild Care accreditation due inAugust, 2009.Other initiatives implementedincluded a new computer program,Spike 3, and a trainee employedthrough the Youth Employmentprogram.Fundraising enabled the purchaseof new play equipment, totalling$1,873.64 from such activitiesas Christmas barbecue, familyphotographs, nametags and toycatalogues.In 2009/2010, the centre plans tobe involved in the Whyalla Showand Christmas pageant, seekre-accreditation in the Sun-Safeprogram, complete the National ChildCare accreditation process, undertakea hand-washing presentation by aCouncil environmental health officer,and install seating in the 2 to 5 year’splay area to provide appropriatespace for outdoor reading programs.TOP: Special slow-release wateringtechniques being used to try to savestressed drought-affected streettrees. BOTTOM: Council’s child carecentre provided an ever-changingarray of programs including plantingand nurturing a vegetable garden,and then eating the produce.21

Our year in reviewCommunity developmentThe community development roleexists to develop and implementcommunity activities and projects.It is jointly undertaken by Council’sGroup Manager Corporate Servicesand the be active field officer whohas a dual role as the be activeCommunity and Recreation FieldOfficer.Highlights include:• Supported financially the GraemeJose Award.• Provided support to Amaroo Lodgeaged residence with policy andprocedure management.• Funded Whyalla Art Group Prize.• Worked closely with D’faces ofYouth Arts in supporting localyouth programs.• Supported the Whyalla ChristmasPageant and Whyalla Carols inthe Park. Council also maintainedits commitment by providing smallgrants to encourage communitygroups to participate.• Council continued to providefinancial grants to groups duringthe year – supporting performingarts, sporting groups, servicesclubs and events. The grants’program ensures that groups canbe supported in their endeavoursand that the community continuesto benefit.• Continued to develop an art galleryproject.• Community art projects werecompleted at Jubilee Park andAppleyard Reserve toilets.• Supported D’faces with a “coolroom” project and “out of thedark” program.• Supported Stephen House with alocal photographic project, whichwas displayed in business windowsin City Plaza, and also with somelocal theatre production initiatives,in collaboration with D’faces.• Supported local initiatives forcelebrating Senior’s Week,including the launch of a senior’sbooklet with morning andafternoon teas in both libraries.• Supported financially indigenousgroup activities such as Koori Kidsprogram.• Supported financially severalcadet groups including Army, Navyand Air Force.• Supported fundraising efforts ofthe Friends of McGee Street Parkwith shade sails and seating.• Project managing development ofthe Whitehead Street facility,Jessop-White Park, including therevamping of heritage buildingsand associated landscaping.In 2009/2010, communitydevelopment plans include:• Community art projects at Jessop-White Park, landfill educationcentre and City Plaza.• Ongoing promotion and support ofthe annual Christmas pageant.• Updating the Family ServicesDirectory and Seniors booklet.• Continuing support to seniorsgroups with financial donationstowards events during seniorsmonth.• Completion of the WhiteheadStreet Jessop-White Parkdevelopment in association with aspecial public opening event.• Relocation of cricket nets at CivicPark and the upgrading of the LittleAthletics track at Jubilee Park.Community groupsCouncil continues to provide anannual subsidy for AdvancingWhyalla which runs a range ofcommunity programs. The subsidyallows for the employment of apart time co-ordinator. AdvancingWhyalla operates from WhyallaEco Renovation Information Centre(WERIC), so the subsidy allows it tocontinue to provide information onsustainable living solutions in theWhyalla environment.EventsAs a part of it commitment tomajor community events, Councilconducted a successful 18thAustralian Snapper Championshipat Easter with a record number ofcompetitors.It also held another Australia Dayevent, which attracted thousandsto the Whyalla Foreshore, whileproviding assistance to privatebusiness Events Whyalla to conducta Fishy Fringe Festival, KiteboardChallenge, and Whyalla Gift & Foodand Wine Fair.Council also supported a range ofsmaller events by providing relevantassistance to various communityorganisations.Attraction of a national campervanand motor home rally to Whyalla wasa major achievement which broughtaround 740 motor homes to the cityfor between one and two weeks inMarch. The Whyalla event was hailedas a great success and opened upWhyalla and the region to a newmarket.During the year Council consideredits options concerning the ongoingmanagement of the snapperchampionship. It is looking tooutsource some planning andorganisational functions, but willretain ownership and continue tounderwrite the event.22

Parks and gardensWhyalla has several large openspace recreation and sportingareas including Wilson Park, AdaRyan Gardens, Whyalla Foreshore,Memorial Oval, Bradford StreetReserve, Civic Park, Schulz Reserve,and Jubilee Park. Parks and gardensstaff regularly maintain these areaswith mowing, spraying, and irrigationmaintenance activities.Wilson Park has struggled withwater restrictions during the pastfew years, but with imminentcompletion of approvals for the useof recycled water from SA Water viaJohnston Dam, it is expected thatimprovements will be noticeable.Ada Ryan Gardens is still maintainedto the highest standard possible,however vandalism and plant thefthas impacted on the range of plantsthat can be grown. Funding is beingsourced to upgrade animal cages,duck pond and tennis courts withinthe grounds. Ada Ryan Gardens alongwith the adjacent foreshore gardensare still the most popular of Council’srecreation areas.The foreshore is undergoingredevelopment so it has not beenlooking its best, although new shadesails have been installed over theplayground which continues to be themost popular and highly used in thecity.Memorial Oval is Council’s premieroval and is looking a little tired.Budget funds have been allocated toremove old greyhound track lightingand fence, to be replaced with moreuser friendly bollards and seating.The oval surface is also in line forsome work to improve its standardfor cricket and football.Bradford Street Reserve has hadshelters installed on the edge of thegrass to encourage its use for juniorcricket. A half-court for basketballand netball has also been installednear a playground.Civic Park and Schulz Reserve haveundergone dramatic changes inrecent times with the introductionof recycled water. Not only are waterrestrictions not applicable to theseareas, the recycled water networkpumping system gives excellentwater pressure, which has improvedirrigation coverage. The soundshell isset for a mini makeover in 2009/2010with the installation of new retainingwalls, while new cricket nets areplanned for Schulz Reserve. A newlyestablished arboretum grows slowlyand will include more plantings in2009/2010.Jubilee Park successfully hostedthe national motor home rally andstood up well to the pressure. Thepark’s two ovals continue to slowlyimprove with the smaller havingsome turf renovation work duringsummer. Funding has been sourcedfor resurfacing of the running track.A new toilet block was installed andadditional tees planted to improvethe area. The gates are now beinglocked at night in an attempt to curbconstant hoon activity and vandalism.Seventeen neighbourhood parksare maintained, providing turfareas, tree plantings, playgroundsand other recreational facilities.Council is progressively budgeting toredevelop these areas, with recentredevelopment work starting atJaycee Park (Taylor Street) NortonPark (McRitchie Crescent) and LoringStreet Reserve. Unfortunately, theseworks were put on hold temporarilydue to financial constraints, but aredue to recommence in 2009/2010.TOP: Council saves a historic Plane tree during re-developmentof a local hotel. BOTTOM: The tree shows excellent growth inits new home at a developing park just two blocks away.23

Our year in reviewOther new reserves expected toproceed in 2009/2010 include TylerCrescent, Abraham Drive, and a newdevelopment in Middleback Park.Funding will come primarily fromopen space housing developmentcontributions. A further 12 areas,which are regarded as “boutique”reserves and are generally smaller“statement” areas or appealinglawned sites, are also maintained.Council has around 26 treereserves (some quite large) that areprogressively being replanted.Twenty-four playgrounds aremaintained. To comply withAustralian standards, each facilityhas weekly checks and monthlyinspections to ensure that they aresafe from any hazards to children.There are approximately 1,200km ofnature strips within the built up areaof Whyalla that were maintained. Anattempt is made to mow each naturestrip at least three times a year, butenvironmental conditions usuallydictate the frequency and amount ofmaintenance required. Unfortunately,nature strip growth occurs rapidlyafter rains, which impacts on generalmaintenance programs.Median strips extend forapproximately 30kms throughoutthe city (including roundabouts) andrequire maintenance that rangesfrom minimal mowing activitiesto higher activity on the moredeveloped sections such as PlayfordAvenue medians. One area that iscausing maintenance issues is thelarge Westland roundabout. With theintroduction of subsurface irrigationand plantings, weeding is taking alarge amount of time. It is hopedthat as the plantings grow they willout-compete weeds so maintenanceshould be reduced. Chemicalmethods are being trialled to aid theweeding process.Council’s recycled water networkis progressing well with Stage 1 endusers all connected. This systemhas utilised approximately 140,000kilolitres of recycled water from SAWater’s treatment plant since itsinstallation and operation almost twoyears ago. With all users includingCivic Park, Schulz Reserve, hockeyassociation, OLHC School, BennettOval, Central Football Club, andCroatia Soccer Club, now connected,consumption figures are set to rise.Increased delivery pressure fromCouncil’s pumping facilities meansthat irrigation systems at each siteshould now work at their intendedoperating capacities improvingcoverage of all turf areas.Irrigation control of major reservesis now under a “Rainbird” centralcontrol system providing the abilityfor Council to manage irrigationdelivery at a level more in line withrequirements of SA Water. Thecemetery also has a new controldecoder system, which will rectifynotoriously unreliable batteryoperated systems.Manual litter collection is asignificant issue costing more than$75,000 in 2008/2009 for staff andcommunity groups to pick-up. Thethree worst impacted areas arethe foreshore ($22,600), Civic Park($16,500) and nature strips ($33,700)predominately around the Westlandshopping precinct.Public art delayedSignificant preliminary workproceeded on two major publicarts projects – the City Plaza Artsand the Foreshore Art projects. Theforeshore project was commissionedand work was well underway whenunfortunately the artist passed away.As the work could not be completed,fees paid by Council were refunded.The project has had to be redesignedwith a new artist engaged, but todate funding has not been madeavailable due to budget constraints.The City Plaza project, involvingthe installation of iconic bronzesculptures at selected locations,was subject of a grant applicationto Planning SA. Council wasunsuccessful in gaining funding in thisinstance and will pursue further grantopportunities in 2009/2010.Public libraryThe Whyalla Public Library Servicecontinued to improve servicesoffered through its two branches– Alex Ramsay and Civic.The number of borrowers – adultsand children – was the highest for atleast the past five years.Records were set for the number ofchildren participating in the manyprograms offered, and the growingpopularity of internet bookings.Bookstock numbers between thetwo branches have been reducedfrom around 49,600 in 2007 toapproximately 41,600 this year inreadiness for relocation to a singlenew central library in 2010.A drop in loans, also during the pasttwo years, is believed to be a resultof greater use of internet facilitieswhere library members are utilisingthis service for research purposes, inlieu of borrowing large numbers ofbooks for such exercises.Highlights include:• Participants in children’s programswithin the library and school visits(catering for ages from babies toprimary school) increased by 300%on the previous year.24

Our year in reviewEconomic prosperity“Our vision is of a vibrant, growing city with a sound and sustainableeconomic base, and an equitable, prosperous and wealthy community.”Aged servicesTo provide a broader range ofservices for aged residents, Councilhas assisted with the securing of anew nursing home development tobe located close to the recreationcentre. A development applicationhas been submitted and Council isnegotiating to provide a suitable formof tenure for the project proponents.AirportCouncil investigated suitable optionsfor the ongoing management ofthe Whyalla Airport so that it mightreduce its risks and promote greatereconomic development opportunitiesgiven the encouraging long-termoutlook for the region.As a result, Council entered into aMemorandum of Understandingwith Adelaide Airport Limited toenable that company to undertakeinvestigations and prepare a proposalfor Council. This process has been intrain for a significant part of the yearand has extended into 2009/2010during which time Council hopes toresolve the matter.If the airport is leased to a thirdparty Council will avoid significantexpenditure related to the airportterminal building and runwayupgrade.There are seen to be somedevelopment opportunities on nonoperationalairport land.Council was able to sell twoallotments which were part of aprevious subdivision after resolvingissues related to separation distancesfrom airport installations.It has examined the viability ofdividing the one remaining allotmentfrom this division and adding a smallportion of land to make servicing thisallotment more viable. It has alsoexamined options for commercialdevelopment and is currentlypreparing a Development PlanAmendment due to be completed in2009/2010.AquacultureCouncil was approached to providefurther assistance to the aquacultureindustry by allowing the use ofthe Whyalla Marina for periodicoperations. Subsequent permissionwas given to Clean Seas Tuna tooperate in a limited way out of themarina with a licence agreement stillbeing prepared as at June 30.Funding to enable the constructionof a purpose built boat harbour wasin jeopardy due to long delays inresolving design and sitting issues.However, these were resolved duringthe year and Commonwealth fundingagreements modified to adopt a newtimetable for delivery of the project.It is hoped that the harbour can becompleted in the 2009/2010 year.CoastalWhyalla Council participated in theEyre Peninsula Coastal DevelopmentStrategy with other EP coastalcouncils. Amendments to Council’sDevelopment Plan were undertaken,along with a major revision toconvert the plan to a new format.Development assessmentActivity, while less than theprevious year’s record, continued toperform at a strong level with 750development applications approvedwith a total value of $47.3million.This was more than twice the medianvalue of $18.3million from 2001overall.Some of the more significantcommercial proposals grantedconsent included a bulky goodsoutlet, industrial showrooms andwarehousing.Residential development remained ata high level with 182 new dwellingsapproved, compared with the medianfigure of 51 for the 2001 to 2009period.DevelopmentAssessment PanelCouncil supports a DevelopmentAssessment Panel which has been setup in compliance with amendmentsto the Development Act. It comprisestwo elected Council members andthree community members.Panel members undertook training inPort Augusta and meet periodicallyto consider major developmentapplications and those which receivecomments through the notificationprocess.28

Industrial estateCouncil’s major economicdevelopment project has beenthe Whyalla Industrial Estate. Themajority of major infrastructurewas developed during the year withpower to be installed in 2009/2010.Initially there was very strong salesinterest with most land eithercontracted for sale or with offersreceived, but during the course of theyear some offers were withdrawn.With the completion of majorinfrastructure, Council is hopingto settle on all contracted land,which will meet the majority ofdevelopment costs.Other costs are met through grantincome from the State Government.With an improvement in theeconomy, Council is hopeful thatit can provide a good dividend tothe local community as a resultof both income to enhance andmaintain infrastructure, and throughbusiness attraction and associatedemployment and population growth.In-fill housingSo that appropriate land withinthe existing built up area of thecity may be made available forresidential development, ratherthan directing all new growth to thewestern boundary of the city, Councilreviewed all disused reserve andvacant land. It undertook to revokemuch of this from community landdesignation with many of the parcelsidentified for future developmenthaving now passed through therevocation process.Council sold three parcels of landduring the past year, which had beenidentified as surplus to requirementsto allow for new residentialdevelopment.It retains ownership of one otherparcel for which it is seeking apurchaser. A decline in developmentinterest caused by the global financialcrisis affected land sales. It is hopedthat this interest will be revivedduring 2009/2010.MiningMajor mining conferences were heldin Whyalla in December 2007 and2008. Council, in conjunction withthe Whyalla Economic DevelopmentBoard, promoted the business andlifestyle benefits of Whyalla toconference delegates through theproduction of a mining serviceshub booklet. A third conference isplanned for 2009/2010, which willprovide a further opportunity topromote the city.PlanningTo ensure that suitable planning isundertaken to enable Whyalla to gainmaximum advantage from expansionof the mining industry in the region,Council has been working closelywith the Department of Planning andLocal Government, which is preparinga structure plan for the city. Thiswill set aside land to accommodateresidential, business and communityland uses for the next 25 years.Residential developmentFuture residential development atthe Whyalla Foreshore has been amatter of debate with state agenciesand is yet to be resolved. This issuehas prevented a master plan fromgoing onto public display, but isexpected to be resolved allowingfor the finalisation of the plan andconsultation with the communityduring 2009/2010.PICTURED: Residential developmentsaw home-building continue whilefurther allotments were released.29

Our year in reviewEnvironmental care“Our vision is for our natural and built environment to address theneeds of population and industry, but in an ecologically sustainable andaesthetically pleasing way”Development – facilitationA master planning exercise, inconjunction with the Departmentof Planning and Local Government,was undertaken to best facilitatedevelopment within the Whyalla CityCentre.Recognising a key role of the MountLaura Homestead Museum withinthe central part of the city was alsoa key part of planning. The locationof the proposed new library on themuseum site will fit well with a longtermstrategy for the developmentof the geographically central area ofthe city.Development – sustainableCouncil promotes sustainabledevelopment through administrationof the Development Act and BuildingCode, which contains a range ofrequirements to ensure that buildingsmeet prescribed energy efficiencyratings.Council has a separate set of rulesfor development at the LegendsEstate housing project where it hasmaintained a requirement for sevenstarenergy efficiency to ensure thatthis development “raises the bar”in respect to sustainable buildingoutcomes.A comprehensive dust managementstrategy was implemented inconjunction with the EnvironmentalProtection Authority and developersfor new housing areas on the westernboundary of the city to provide aresolution of nuisance dust problems.Development – unsuccessfulCouncil had previously sought torelocate the Westland United Soccerclub to free up land for the expansionof the Whyalla Caravan Park, theowners of which were looking toestablish a destination park andneeded additional land.A valuation of the site and cost of anew clubroom at an alternative sitewas obtained, but the total estimateto relocate the club was prohibitivelyhigh meaning that the project cannot proceed in its current form.ForeshoreThe Whyalla Foreshore Master Planis a multi-stage project which willextend over a number of years.During the past year work hasproceeded on a major works programcentred on the foreshore buildingand central pedestrian corridor.An initial contract was awardedto local company D & R Cavino forconstruction of stage one, with 50%that work now completed and theremainder scheduled by November/December 2009.The SA government advised that ithad approved the revocation of aparcel of community land which isearmarked for housing.A further grant was obtained toenable the next stage of works to beundertaken through 2009/2010 andinto the future. Major capital workis behind schedule, but it is hopedthat this can be completed prior tosummer 2009.Heritage adviceThrough a joint agreement with theUpper Spencer Gulf cities, Councilhas retained a heritage advisoryservice through Flightpath Architects.A heritage architect visits Whyallaat three-weekly intervals to assessdevelopment applications which mayhave an impact on buildings withheritage character, while providingadvice on Council building projects.The heritage advisor also providesadvice to members of the public.Sensitive areasConservation volunteers were usedextensively to undertake a variety ofworks in environmentally sensitiveareas. For example:• WHYALLA WETLANDS: Assisted inthe filling of sandbags with a sand,gravel and cement mix, andstacking them around water inletsand outlets to help prevent soilmovement during rains.• WHYALLA COASTLINE: Assisted inbeach clean-ups and collection ofdebris reported by naturalresources management volunteerswho regularly clean beaches orreport rubbish too heavy to handle.Items such as car parts, mattresses,timber, water heaters, tyres,bottles and wire were collected atthe Eight Mile Beach.• COASTLINE CAMP SITES &PARKING AREAS: Repaired campsite and parking area fences todesignate areas for public useand to assist in prevention ofdegeneration of vegetation andsand dunes.• MOUNT LAURA HERITAGERESERVE: Assisted in theplacement of signage as part of aheritage reserve agreement and ageneral clean-up of the areaincluding removal of rubbish andold fence wire and posts.32

• REVEGETATION OF ERODED,DEGRADED AREAS: Involvementin the collection of seed fromnative plants and revegetationof areas in the vicinity of seedcollection.Solar hot waterCouncil continued a commitment toencourage residents to install solarhot water systems by maintaining a5% rebate on the unit cost. Around800 households have benefitted sinceCouncil introduced the scheme in1995.Waste managementWaste management responsibilitiescontinued as a major focus of Councilservices to the community includinghard waste collection, general littercontrol, recycling, household wastecollection, landfill site operation anddevelopment, street sweeping, andco-ordination of annual Clean UpAustralia Day activities.Council continued to ensureongoing compliance with EPAlicence conditions at the waste andrecycling depot, in conjunction withthe implementation of its landfillenvironment management plan.Highlights include:• A new $2.2-million engineeredlandfill cell was completed inDecember, commissioned inFebruary and will cover Whyalla’slandfill requirements for 15 years.It has a capacity to handle wasteneeds of surrounding councils ifrequired.• A total of 14,449 tonnes of wastewas landfilled compared with23,243 tonnes in 2007/2008. Totalweight of incoming materials at theMount Laura Waste and RecyclingDepot was 27,494 tonne, equatingto a diversion rate of 48% fromlandfill compared to approximately18% prior to Council regaining fullcontrol of the site.• Council’s composting facilitybecame operational and createdproducts from organic waste. Atotal of 4,891 cubic metres ofmulch was ground and pasteurised,while 1,226 tonnes of kerbsidecollected organics was composted.• The Sustainable EnvironmentEducation Centre (SEEC) wasestablished in late June, with thecentre expecting to see its firstschool class in early August. Theethos around the centre is toeducate the community in allaspects related to living asustainable lifestyle and willincorporate such topics asrecycling, re-use and reduction ofwaste. It will also cover theoperation and benefits of WhyallaWetlands and the Aquifer StorageRecovery site in reducing society’s“human footprint” left on planetEarth.• A Zero Waste SA food waste trialcommenced in late January withapproximately 2,000 householdsparticipating. This sees residentsreduce what they send to landfillby diverting food scraps via theirexisting kerbside green organicsservice. Early indications are thatthe trial is diverting an extra 1.2kgof waste per household weekly. Ifthis practice was to broaden citywide,it would mean diverting anextra 600 tonne of waste annuallyconverted into valuable compost,which can then be put back intothe city’s generally poor nutrientvalue soils.• A total of 1,867 tonnes of comingledkerbside recyclables wascollected, baled and transportedto Adelaide for further sorting andrecovery.TOP: Residents turned out in strong numbers at a communityand other nominated sites in and around Whyalla for NationalTree Day. BOTOM: A significant five-year development programcommenced at Whyalla Wetlands.33

Our year in review• Approximately 9,800 tonnes ofrecycled concrete, bricks andrubble were crushed into 20 to30mm road base material, all ofwhich was used throughout thecity for various civil projects.• A total of 511 tonnes of scrapmetals was diverted from landfilland transported to Sims Metals inAdelaide.• In late April, Council’s wastemanagement team won theLGA’s managers excellenceaward for “waste management andcommunications”.• The city’s pro-active approachto waste management was puton display through a segment onChannel 9’s “Out of the Ordinary”series.• More than 600 residents– adults and children – took part inenvironmental activities organisedby Council, including Clean UpAustralia Day and National TreeDay.• More than 2,000 trees and shrubswere propagated by Council’s ownnursery for National Tree Day andSchool’s Tree Day, with 10 tonnesof locally produced mulch suppliedto community groups and schoolsto protect and nurture newplantings.• A mobile telephone recoveryprogram has been operatingsuccessfully for 18 months,diverting 450 phones from landfill.• A hazardous substances collectionsponsored by Zero Waste SAresulted in more than 3,000kgsof hazardous waste removed fromWhyalla households.• Whyalla Council is part of theEastern Eyre Peninsula WasteManagement Group, which hasbeen in operation for two years,and includes Kimba, Cleve andFranklin Harbour. A common aimis to improve waste management,obtain grants for equipment,and share resources and landfillmanagement strategies.Council’s landfill and recycling facility supervisor, Dave Hickey, with one ofmany displays at the new Sustainable Environment Education Centre.Hazardous wastes removed from Whyalla households during a specialcollections day.Recycled bicycles receive a second life at the sales area within thelandfill and recycling facility.34

Our year in reviewRESTORATION of an old Girl Guide Hall as part of the development of anew park involved the removal of the building to install new foundationsbefore it was returned and placed in position.RESIDENTS were treated to a bygone era when around 80 motor vehiclesdating back to the early 1930s visited Whyalla and were flagged off byMayor Jim Pollock.35

Our year in reviewCouncil governance“Our vision is for a community actively involved in, and with confidencein, Council – a Council to govern in the interests of all members of thisdiverse Whyalla community, for Council to be open and approachable,to listen and be representative of our views, to act on behalf and in ourbest interest.”Community consultationand Council informationWhyalla Council consulted andcommunicated with residents onparticular issues that affected theirneighbourhood or Whyalla generally,while regularly promoting its manyand varied services and facilities.Some examples include:• A 30-minute weekly informationshow was conducted by Councilofficers on community radio station5YYY.• Residents were notified ofCategory 2 and 3 developmentapplications requiring approval ofCouncil. [Category 1 applicationsare exempted from publicnotification by the DevelopmentAct.] When an application ispublicly notified, residentshave the opportunity to write toCouncil expressing their view ofthe application.The Development AssessmentPanel provides the opportunityfor all Category 3 representationsto appear before the panel, andany Category 2 representor whoseissues remain unresolved.• Council issued a schedule of mediareleases to local and regionalmedia (newspaper, TV andradio) often resulting in follow-upinterviews and photos.Council enjoys a strong relationshipwith the media which hasbenefitted many of its programsand activities.• A quarterly, 16-page, tabloidWhyalla Council News newspaperwas produced quarterly andletterboxed free to Whyallahouseholds. This publication hasbecome a very important vehiclethrough which to communicatewith residents in a way that generalmedia are unable to do.• A monthly mayoral column waspublished in local newspaperWhyalla News.• In accordance with S50 of theLocal Government Act, Council hasa public consultation policy whichsets out steps that Council willtake to establish partnerships andencourage community involvementin planning and in decisions aboutthe services Council provide.• Council officers provided andattended information displays,eg, preparing the Whyalla Sportand Recreation Master Plan.• Information was regularlymaintained and updated onCouncil’s web site atwww.whyalla.sa.gov.au.Community landmanagement plansIn accordance with the requirementsof the Local Government Act 1999,Council had previously classified allof its land (excluding roads) as eithercommunity land or non communityland (operational land). This processcommenced with an audit whichidentified the parcels of land forwhich Council was responsible andwas completed in November 2006.The Local Government Act 1999also requires Council to prepareCommunity Land Management Plansfor all community land parcels, whichmust undergo a public consultationprocess prior to adoption.Council has adopted landmanagement plans through thisprocess. During 2008/2009 Councilreviewed the structure and contentof existing land management plansand as at June 30 was in the processof introducing a clear, uniform formatfor all plans.Adopted community landmanagement plans are available forinspection at the Council office.36

Compliance – dogsDog registrations have seen steadygrowth since fees were set at amaximum of $40 in 2004, with asignificant increase in microchippingdue to Council’s annual discountedmicrochipping day and publicitycampaign.The numbered of de-sexed dogsalmost doubled although no clearreason could be identified other thanthe influence of an annual nationalcampaign for “desexing month.”The number of dogs impounded,generally unregistered, and returnedto owners has been relatively staticduring the past four years.Reported attacks had beenreasonably static at between 36 to39, but in 2008/2009 dropped to25, the severity of which rangedfrom snapping to hospitalisation.However, the overall number of dogsimpounded, returned and involved inattacks has also remained relativelystatic during the past six years.Annual averages comprise:• 640 dogs impounded.• 330 dogs returned to owners.• 36 dog attacks.Although registration numbers haveremained relatively consistent,income from these fees has almostdoubled.In 2002/2003, a total of $63,061income was raised, comparedto $126,376 in 2008/2009. Thehigh increase resulted from theState Government doubling feesin 2004/2005 in an endeavour toreduce costs on local government.Many residents and dog owners areoften unaware that local governmentacts on behalf of the State under theDog and Cat Management Board,which sets all fees including those ofexpiation notices.Overall, Council’s complianceofficers believe there is reasonablygood compliance with the numberof dogs registered and a relativelylow percentage of them causingproblems.TRENDS OF PAST FOUR YEARS2005/06 2006/07 2007/08 2008/09Total registered 4,642 5,309 5,343 5,418Microchipped 506 1,162 1,498 1,944Obedience trained 56 49 49 47Desexed 3,098 1,886 1,694 3,142Impounded 673 634 653 646Returned 349 345 353 351Attacks reported 39 38 36 25Expiations issued 848 611 841 357PICTURED: Council has, for decades, ensured that FatherChristmas arrives for the Christmas Pageant, and in recent yearshas contributed other floats with growing numbers of staffgetting into the spirit like the “Pirate King.”37

Our year in reviewCompliance – generalPARKING EXPIATIONS:Council’s compliance officersadminister parking controls pursuantto the Australian Road Rules, RoadTraffic Act and Private Parking AreasActs across the city generally, atCouncil’s marina, outside schools andat designated parking areas includingWestland Shopping Centre by writtenagreement.The most common offences detectedare exceeding a designated timezone, stopping in no stopping zonesand unlawful parking in disabledpermit zones.LITTER EXPIATIONS:The depositing of litter on Councilland is an increasing problem.Council has initiated many proactivesurveillance techniques in the mostcommon illegal dumping sites witha corresponding dramatic increasein the number of offenders detectedand issued with a $315 expiationnotice pursuant to the LocalGovernment Act.Items left illegally on Council landrange from cigarette butts thrownfrom car windows, household litterleft in laneways, and furniture andhousehold appliances or vehiclesabandoned in public places.OTHER EXPIATIONS:Council formally adopted a seriesof By-laws in 2007 and has begunadministering them, particularlywhere vehicles have been unlawfullyused on Council land and causeddamage to that land. Complianceofficers work closely with local policewith a view to having vehicles seizedpursuant to the State Governmentanti-hoon legislation.Council now has two complianceofficers both of whom have beenauthorised to administer the Marineand Harbours Act.They are able to issue expiationsrelating to boating offences inwaters adjacent to Council’s area– particularly marina and foreshoresites – covering unregistered watercraft, unlicensed or inappropriate useof boats and jet skis. The number ofexpiations issued is expected to rise.BUSHFIRE PREVENTION:Although no expiations have beenissued in relation to unsafe premisespursuant to the Fire and EmergencyServices Act, residents are regularlyurged to ensure their propertiesare kept in a fire safe condition atall times, otherwise expiations maybe issued where the property isdeemed to pose a threat to itself orsurrounding sites.Council may order a property to bebrought up to standard and mayperform the required work at theland owner’s cost if that order is notobeyed.Development assessmentCouncil maintains its developmentassessment operation with twoqualified building assessment staffand a planning development officer(currently undertaking tertiarystudies) under an experienced andqualified Planning Manager. Twostaff are in training to provide forsuccession planning in the buildingarea. Council will lose one of itslong-term building assessment staffto retirement during 2009/2010allowing for a cadet to fill the breach.With the emphasis over a numberof years it has placed on recruitingand training young people to fillprofessional roles in its workforce,Council will be well placed to meet itsongoing need for future staff.Environmental healthCouncil continues to endorsehigh standards of public andenvironmental health througha balanced mix of regulatoryinspections of all health relatedmatters and proactive educationalmeasures.Mid-way through the year a newtwo-person team of environmentalhealth officers was created. Bothhave been heavily involved in generalcompliance matters and specificprojects.Highlights include:HEALTH INSPECTIONS: Thesewere carried out not only to meetstatutory requirements set inlegislation, but also in response tocomplaints and queries made by thecommunity.Inspections included:• Fifteen impairment to amenityissues (insanitary conditions,offensive activities, discharge ofwaste, etc).• Nine public swimming pool andspa pools.• Seven waste water treatmentsystems (septic tanks and aerobicsystems).• Twenty hairdressers and skinpenetration practitioners.Other health related investigationsand inspections were also carried outin response to customer requests andconcerns.FOOD: Eighty-three inspections werecarried out to ensure compliancewith the Food Safety Standards andthe Food Act 2001. This is higherthan 2007/2008 due to the increasedstaffing level.38

All high risk business premisesserving food to vulnerablepopulations such as hospitals, agedcare facilities and child care centreswere audited to ensure appropriateprocesses were being followed anddocumented records being kept.Education on food safety wasprovided to food businesses duringinspections and promoted to thecommunity through articles in theWhyalla Council News newspaper,community displays and during radiointerviews.IMMUNISATION: Council conducted12 public immunisation clinicsmonthly with a total of 365 vaccinesadministered. Three visits under theschool immunisation program wereundertaken across four secondaryschools with 1,260 vaccinesadministered delivering protectionagainst Hepatitis B, Varicella (ChickenPox) and Human Papilloma Virus(HPV).In all, 1,625 vaccinations wereadministered compared to 1,539 in2007/2008 and 1,692 in 2006/2007.Information servicesCouncil’s Information Services sectionwas staffed by three officers whoserviced a computer network of15 servers, more than 120 desktopworkstations and laptops in 12locations throughout the city, around20 major software applications forwidespread daily use, and otherapplications that are used solely fornetwork support and management.In addition to the management andprovision of computers, associatedsoftware, peripherals and networkservices, Information Services isresponsible for purchasing andproviding support for photocopiers,fax machines and generaltelecommunications.Highlights include:• Council’s wireless-wide areanetwork (WAN) was reconfiguredto allow all remote sites to beconnected to its Disaster RecoveryCentre at the Lacey Street depot.Prior to reconfiguration, thecentre could only be used torecover accidentally deleted orcorrupted data. It can now be usedby staff at all remote sites (eg, childcare centre, libraries and dogpound) to conduct day-to-daybusiness in the event of damage tothe Civic Building’s server room.• Selected items of hardware whichwere coming to the end of theiruseful life were replaced. Variousolder printers were replaced,while colour printers were installedat the child care centre and visitorinformation centre. A newdocument scanner was installed inthe records section to enablestaff to scan larger documents andin colour. The server, which hostsCouncil’s local governmentsoftware package, was replaced.• New licenses for Microsoft Officewere purchased to bring thoselicenses in line with the practiceof ensuring that all softwarelicenses are purchased withmaintenance agreements, whichentitle Council to use the latestversion of its licensed softwarepackages.• The software library managementsystem, Spydus, was upgradedand new licenses purchased foran ancillary product, PC Lockout,which enables public internetaccess computers to be lockedand only used by patrons that havea booking. Patrons can book timeon a computer themselves usingthe library’s website athttp://library.whyalla.sa.gov.auTOP: Council maintained a commitment to providing a safesharps disposal service to residents. BOTTOM: Through itsSustainable Environment Education Centre, Council readilyextols benefits of maintaining a worm farm.39

Our year in review• An independent informationsecurity consultant performedan assessment on Council’scomputer network, the resultantreport enabling the organisationto remediate a small number ofrisks discovered, while identifyingand implementing improvementsto work practices.• Council commenced discussionswith Cleve Council in regards toWhyalla providing support on afee-for-service basis.Organisation developmentThe organisation developmentfunction, which includesresponsibility for Council’shuman resources, exists toenhance organisational efficiency,effectiveness and productivity.High quality human resourceinitiatives and systems are requiredto develop, train and motivateCouncil’s workforce to ensurestrategic business objectives andoptimum service delivery areachieved.The financial crisis in 2009 has seenCouncil manage its workforce withflexibility and positive employeerelations to ensure stability ofemployment.Significant economic changeexperienced in the Upper SpencerGulf region resulted in a high staffturnover rate for the first fewmonths of the financial year as otheremployment options beckoned.The latter half of the year saw theintervention of the global financialcrisis, which in turn brought about arequirement for Council managementto very carefully balance its humanresources needs against increasedbudget sustainability requirements.Various aspects include:OHS & W MANAGEMENT:Results of Council’s legislativecompliance and self assessmentaudits continued to track a positiveimprovement trend.An OHS&W bonus was paid to allemployees in December for achievingexcellent results and productivitysavings of approximately $658,696.These savings were in excess ofthe required one percent of therecurrent budget which has been setas an Enterprise Agreement target.Considerable effort was again madeto ensure Whyalla Council retained aWorkCover Level 3 Exempt Employerrating.STAFFING:The high level of recruitmentdecreased in the latter part ofthe year as the economic crisisdeepened. Council has a “noforced redundancies” clause soany reduction in numbers to meetbudgetary requirements need tooccur through attrition. Retirementand resignations will see positionscarefully vetted to see whetherthe work can be better or moreeffectively undertaken by otherpersons or departments of Councilto ensure productivity improvementsare enhanced where possible.The high number of nine femaleemployees on maternity leave isreducing as employees return towork.A relatively high number of traineesand cadets have been taken onduring the past 12 months to ensureappropriate succession planning as“baby boomer” employees beginto consider retirement. This willcontinue for the next few years asthe end of the economic crisis couldwell see a speedy return to the tightlabour market experienced in the firstfew months of 2008/2009.TRAINING:Employee and elected membertraining is an importantorganisational priority at WhyallaCouncil and is a necessary precursorto productivity improvements,enhanced efficiency, legislativecompliance, continual improvementand improved business performance.Council seeks to achieve equity inits provision of training across age,gender, classification level, indoorversus outdoor employees, andacross the various departments.$110,429 was expended on training,which resulted in some 6,187 hoursof formal training being delivered.A total of 207 training programswas delivered, a sample of whichincludes:• OHS&W mandatory training.• Annual financial reporting training.• Strategic planning Interplan usertraining.• Contemporary communicationskills.• Child-safe mandatory reporting.• Legislative and codes of conduct(elected members and employees)training.• WorkCover legislative changes.• Personal assistants residentialseminar.• Introduction to Excel.• Authorised persons seminar.• Treasury management training.• Annual business plan preparationtraining.• Development Assessment Paneltraining.• Residential Development CodeImplementation.• Airport security training.• Environment protectionenforcement certificate.A significant amount of competencybased training was also deliveredin-house.40

PERFORMANCE REVIEW:The organisation development andhuman resource functions at Councilalso exist to enhance performanceby increasing opportunities foremployees’ skills and knowledgegrowth and development.To this end each employeeunderwent an annual performancereview and goal setting process,which also acted as a training anddevelopment needs analysis bothfor the individual employee and theorganisation overall.Furthermore, these processesenabled the organisation to developand implement high quality humanresource initiatives and practices,which supported Council’s businessobjectives and enabled managersto maximise the quality andcontributions of their people.EMPLOYEE RELATIONS:A variation to the 5th EnterpriseAgreement was negotiatedthroughout 2008 with certificationbeing granted by the AustralianIndustrial Relations Commission inJanuary. Negotiations proceededsmoothly against a backdropof changing national economiccircumstances and industrial relationslegislation.Council’s Joint ConsultativeCommittee, where management,workplace representatives and unionindustrial officers previously metto evaluate Enterprise Agreementobjectives implementation andgenerally report on relevant issuesand jointly problem solve relevantissues, has not met since completionof the Enterprise Agreement, but isexpected to be resurrected later in2009.EQUAL EMPLOYMENTOPPORTUNITY:The City of Whyalla is committedto providing an equitable workingenvironment free of any form ofdiscrimination, harassment orworkplace bullying.This equal employment commitmentis linked with the organisation’soccupational health and safetyprovisions to ensure no staff memberis placed under unreasonable stressor is subject to any unfair treatmentin the workplace.Fair treatment policies andprocedures are in place and aresupported by trained fair treatmentcontact officers. Council continues toraise awareness of its fair treatmentprovisions with ongoing staff trainingon relevant policies and procedures.ProcurementCouncil’s procurement and disposalpolicy, which aims to achieve aresponsive local government, qualityservices, and best value for moneyfor service users and ratepayersthrough the promotion of fair andopen competition, was reviewed andrevised as required every two years.The policy includes reference toCouncil’s “buy local” procedures andcan be viewed on its web site and atthe Civic Building and public libraries.In conjunction with Strategic E-commerce, Council maintained anonline procurement system withbusinesses and suppliers, allowingorders to be placed electronically orvia a fax gateway. This enabled anauto-update of committal costings tothe financial database.Similarly, a centralised procurementfunction incorporating a best practicesystem was maintained, givingCouncil access to SA Government’stender and contract system forplacement of tenders online.PICTURED: An old toilet block at a site designated for circuses isnow much brighter due to a community outdoor youth artprogram with a complementary theme41

Council governanceRecords managementRecords are information resourceswhich contain evidence of businesstransactions, decisions made andactions taken in relation to Council’sfunctions and activities. They showwhy decisions were made and what,where and when they occurred. Theyalso inform who were involved andwhat advice or instructions weregiven.Records are a vital aspect of Councilbusiness and the ability to effectivelymanage and maintain them hasbecome an increasingly importantfunction of Council in order tocontrol, protect and preserve therecords and to meet any legal,evidential, accountability andlegislative requirements.An ongoing records managementproject is in place, which willensure that continuous substantialimprovements are made in Council’srecord keeping practices whileassisting to reach compliance withvarious standards issued by StateRecords.Highlights include:• Continuation with a three-yearrecords management plan (2007-2010).• Officers attended a recordsmanagement fundamentalsintensive training workshopoffered by the SA LocalGovernment Association togain knowledge on legislationrequirements set by State Records.• Experience Matters (archivingspecialist) continued with anarchiving project of inactiverecords located in secondarystorage.• Synergy Soft user manuals wereupdated and training provided.In 2009/2010 emphasis will beplaced on:• Preparing for an independent auditscheduled in July 2010. (Due tostaff changes the audit wasdeferred for 12 months.)• Relocation of Council’s permanentrecords to be completed by theend of 2009.• Long-term security and relocationof secondary storage records,which has commenced, withfurther work to be completed inthe next two years.• Certificate III in RecordsManagement correspondencetraining to be undertaken byrecords officer in 2010.• Continued work on implementingCouncil’s records managementdisaster plan.• Providing training to officers in theuse of the Office Integrationsystem, which allows easyregistration of records fromOutlook, Word and Excel.• Developing and implementingadequate reporting mechanisms tosenior management.Electoral representationThe table below provides acomparison of the electoralrepresentation quota for councilsof a similar size and type to Whyallawith a ratio of elected members toelectors.Elector representationreviewSection 12(4) of the LocalGovernment Act 1999 requiresa council to conduct an electorrepresentation review at least onceevery eight years.The last review for Whyalla Councilwas certified on May 16, 2002, whenit abolished one position and theprevious ward structure in favour ofone mayor and 10 area councillors allrepresenting the whole city.Council commenced a full reviewin accordance with the Act during2008/2009 in which submissionsfrom the public were invited. Thereview is scheduled to be finished byNovember, 2009.Elected membersallowances and supportAnnual allowances payable to electedmembers were:Mayor $41,800Deputy mayor $13,053Other councillors $10,450In addition, all elected members wereprovided with a laptop computerand e-mail facilities to assist them toundertake their role.The mayor has access to a vehiclefor Council business and civic duties.Office space and administrativesupport is also provided.Council Electors Elected RatioMembersBarossa 17,307 14 1: 1,236Gawler 16,263 11 1: 1,478Mt Barker 22,771 11 1: 2,070Mount Gambier 19,671 11 1: 1,788Prospect 16,400 11 1: 1,490Port Pirie 13,197 11 1: 1,199Whyalla 15,367 11 1: 1,39742

Elected members are entitled toreceive reimbursement for travellingwithin the Council area anddependent care expenses associatedwith attendance at Council andcommittee meetings, and receivereimbursement for expenses actuallyand necessarily incurred in travellingto a function or activity of Council(conditions apply.)In accordance with its ElectedMembers’ Allowances and SupportPolicy, Council makes available somefacilities and support to membersto assist them in performing anddischarging official Council functionsand duties.Other paymentsDevelopment Approval Panel:Comprises five members - anindependent chairperson whoreceives $80 per sitting, twoindependent members who receive$50, and two elected members. Thepanel meets as required. During2008/2009 it met on 6 occasions.Audit committee: Comprises10 members – one communitymember who receives $100 persitting, four elected members, (fourCouncil officers who are observersalso attend) and one independentexpert who receives $1,000 and airflights per sitting. The committee isscheduled to meet three times a year,but in 2008/2009 met on 6 occasions.Elected member trainingIn accordance with Section 80A ofthe Local Government Act 1999,Whyalla Council has in place anelected members training policy.It is acknowledged that electedmembers bring a range of knowledge,experience and skills when they areelected. Generally this needs to beenhanced with local governmentspecific knowledge relevant to therole and responsibilities of Councilmembers.Throughout the year electedmembers were given the opportunityto attend specific training sessions,seminars, conferences andinformation briefings on mattersrelevant to Council business.Representatives attended:• Elected Members Code of Conductrefresher training.• Norman Waterhouse Lawyersin-house workshop on governancematters including optimisingprocurement and the role ofelected members vis-a-vis that ofemployees.• Wallmans Lawyers Six of the Bestdecision-making conference.• Development assessmentcommittee training.• National General Assembly of LocalGovernment.• Murray Darling Association’snational conference and AGM.• Local Government Associationgovernance residential program(Mawson Lakes).• Various Eyre Peninsula LocalGovernment Association meetings/conferences.• Attendance at Provincial CitiesAssociation meetings.• Attendance on Panel for RegionalSustainability Centre – Uni SA.• SA Local Government Associationconference and AGM.• Attendance at the senior Stateexecutive meeting.• Attendance at the LocalGovernment Climate ChangeSector Agreement meeting.• Participation in “StrengtheningEyre Peninsula,” a jointprogram between Eyre PeninsulaDevelopment Board and theEyre Peninsula Natural ResourcesManagement Board.• Eyre Peninsula Local GovernmentAssociation conference.• Attendance at SA LGA’s climatestrategy meeting.PICTURED: Council sponsored and organised events like itsannual Australian Snapper Championship and Australia Daycelebrations attract significant support from local residentsand visitors while catering for our youth.43

Council governance• Attendance at the inauguralAustralian Council of LocalGovernment.• Attendance at Upper Spencer GulfCommon Purpose Groupconference.• Participation in American Chamberof Commerce.Executivemanagement teamThe executive management(otherwise referred to as the seniormanagement team) structurecomprised chief executive officer andthree group managers – CorporateServices, Development Services andInfrastructure.Salary packages include the provisionof a fully maintained vehicle orequivalent, which also recognisesout of hours work in lieu of overtimepayments.Positions and award classes were:Chief Executive Officer: Contract.Group Managers CorporateServices, Development Services andInfrastructure Services:All Senior Officer’s are classified inaccordance with Level 5-2 of theMunicipal Officers Award.Workforce salariesThe table below provides a spread ofdirect salaries paid to all staff:$ From $ To 08/09 07/0810,001 20,000 3 720,001 30,000 11 1130,001 40,000 23 3740,001 50,000 72 6150,001 60,000 33 2860,001 70,000 8 370,001 80,000 3 380,001 90,000 2 190,001 100,000 3 4100,001 110,000 - -110,001 120,000 - 1120,001 130,000 1 -159 156Our peopleLabour Force (full time equivalent)O8/09 07/08 06/07 05/06Executive Services 2.0 2.0 2.0 2.0Customer service 3.5 4.0 4.2 5.9Organisational development 2.0 2.0 1.6 1.67.5 8.0 7.8 9.5Corporate ServicesAdministration 2.8 2.0 2.0 0.0Finance 7.9 8.0 6.0 5.5Information technology 3.0 3.0 3.0 2.0Purchasing 2.0 2.0 2.0 2.0Records management 3.2 3.0 2.6 1.8Asset management 1.0 1.0 1.0 1.0Child care centre 12.7 13.2 16.2 14.7Libraries 8.1 7.4 7.2 10.0Community services 1.0 1.0 0.0 1.041.7 40.6 40.0 38.0InfrastructureSupervisors 7.0 6.0 6.6 6.6Administrative/technical 6.7 6.1 5.6 5.6Landfill and environment 6.8 7.0 0.0 0.0Tradespersons 4.0 5.0 10.0 11.0Labourers/operators 36.0 34.0 35.4 35.060.5 58.1 56.2 58.2Development ServicesBuilding, planning, engineering,research, airport management 16.0 12.6 12.2 11.5Tourism/media 7.0 7.4 7.8 7.823.0 20.0 20.0 19.3Sub-total FTEs 132.7 26.7 24.0 125.6Traineeships 8.0 6.0 0.0 3.9Externally funded 0.0 0.0 1.0 1.8Total FTE’s 140.7 132.7 125.0 130.7Structure and functionsFULL COUNCIL:Comprising a mayor and 10councillors, the full Council is thedecision-making body on all policymatters. Ordinary meetings areheld on the third Monday of eachmonth at 5.30pm (except publicholidays when meetings are held onthe following evening.) Members ofthe public are welcome to attendmeetings.44COMMITTEES:The City Strategic and PolicyCommittee meets bi-monthly.It’s main role is to focus on Council’snew community plan. Three taskforce groups were formed to reportto this committee covering the areasof:• Community wellbeing.• Economic development.• Environmental care.

Other working parties, groups andcommittees comprising electedmembers, staff and in some casesmembers of the public, addressedspecific issues. They are:• Airport Advisory and SecurityCommittee.• Audit Committee.• CEO’s Review Panel.• Child Care Centre Advisory Board.• Community Grants Program.• Development Assessment Panel.• Foreshore Master Plan WorkingParty.• Library and Mount Laura TrustMuseum Project FacilitationWorking Party.• Point Lowly Task Force.• Whyalla Nomenclature Committee.Agenda and minutesAgenda of all full Council, committeeand working party meetings areplaced on public display no less thanthree days prior to the meetings,with minutes displayed, includingon the internet, within five days ofa meeting. Minutes of the meetingsof committees and working partiesare included in the agenda for themeetings of the full Council (orappropriate committee).DelegationsThe Chief Executive has delegatedauthority from Council and otherofficer sub-delegationed authortyto make decisions on a number ofspecified administrative and policymatters. These delegations are listedin the Delegations Register and arereviewed annually in keeping withlegislative requirements.Council makes decisions which directand/or determine its activities andfunctions. Such decisions includethe approval of works and servicesto be undertaken, and the resourceswhich are to be made available toundertake such works and services.Decisions are also made to determinewhether approvals are to be grantedfor applications from residents forvarious forms of development.Payments to auditorIn 2008/2009 a total of $11,545 waspaid to Council’s auditors for workperformed during the year.Public participationMembers of the public have anumber of opportunities to putforward their views on particularissues before Council.These are:Deputations: With approval of thecommittee chairperson or mayor, amember of the public can address acommittee or Council personally, oron behalf of a group of residents.Public question time: A memberof the public can ask questions ofCouncil during public question timeas listed in its agenda for thosemeetings. Forms are also availablefrom the Civic Building or Councilwebsite to facilitate providingappropriate information in relation toquestions raised.Petitions: Written petitions can beaddressed to Council on any issuewithin Council’s jurisdiction.Written requests: A member of thepublic can write to Council on anyCouncil policy, activity or service.Information can also be sourced bye-mailing Council atcouncil@whyalla.sa.gov.au or viawww.whyalla.sa.gov.au.Elected members: Members ofthe public can contact any electedmember of Council, including themayor, to discuss any issue relevantto Council.PICTURED: Council maintained its road network resealing andrehabilitation program as per its 10-year plan.45

Council governanceServices for the communityCouncil makes decisions on policyissues relating to services that areprovided for the public and include:Aged careAirportAustralia Day celebrationsBoat rampsBus sheltersCar parksChild careCitizenship ceremoniesCivic and environmental educationClean air controlsClean Up Australia DayCommunity halls and centresCycle tracksDog controlEnvironmental health mattersFishing jetty and marinaForeshore facilitiesForeshore kioskGarbage collectionGrants and donationsImmunisation programsInformation serviceLitter binsMaritime museumParking bays and street closuresParking controlsParks and reservesPlanning controlsPlayground equipmentPoint Lowly LighthousePublic cemeteryPublic librariesPublic seatingPublic toiletsPublic transportRecreational and sporting facilitiesRoads, footpaths and kerbingStormwater and drainageStreet lighting and sweepingStreet tree plantingTourismTraffic control devicesTraffic lights and school crossingsWar memorialsWorld Wide Web siteWhyalla Council isrepresented on…Advancing WhyallaEyre Peninsula LG AssociationMurray Darling AssociationNaval Association of Australia (SA)Northwest Neighbourhood WatchCombined Co-ordinator’s CommitteeNorthern and Far Western RegionalHealth Service – Mental HealthPlanning ProjectOneSteel Environmental ConsultativeGroupProvincial Cities AssociationTourism Eyre PeninsulaUniversity of Whyalla CampusAdvisory CommitteeUpper Spencer Gulf BusinessIncubator NetworkUpper Spencer Gulf CommonPurpose GroupWhyalla Aged CareWhyalla Chamber of Commerce &IndustryWhyalla Economic DevelopmentBoardWhyalla Hospital BoardWhyalla Marine Sports AssociationWhyalla Youth Workers NetworkCommitteeFreedom of InformationstatementThe City of Whyalla produces anannual Information Statement inaccordance with Section 9 (1a) of theFOI Act.Copies are available at the Counciloffice, Civic and Alex RamsayLibraries, and Council’s web site.Included within this statementis a list of all Council committeesand documents accessible by thecommunity as required by relevantlegislation.A summary of the statement is alsoprinted in local newspaper WhyallaNews.Information included within theInformation Statement is containedwithin the “Council governance”section of this annual report.Requests for other information notincluded under “Access to Councildocuments” will be considered inaccordance with the FOI Act.Under this legislation, an applicationfee of $27.75 must be forwardedwith a completed application inwriting, unless the applicant isexempt from payment.Applications will be responded to assoon as possible within the statutory30 days of Council receiving theproperly completed FOI requestform, together with the applicationand any search fees.Council’s FOI officer will advise theapplicant of any additional charges asdefined under Section 53 (Fees andCharges) of the FOI Act, Regulations.Requests received under the FOI Act:Seven requests for information underthe Act were received and processedcompared with two requests in eachof the previous two years. Theserelated to the sale of Council land,environmental concerns, marina, andproposed port facilities. Five of therequests were granted in full whiletwo were partially released.Approximately 100 hours were spentprocessing the seven applications.ConfidentialityUnder the local Government andDevelopment Acts, Council andspecial Council meetings may discussmatters of a confidential nature in aclosed session.However, the City of Whyallacontinues to ensure its commitmentto open and transparent decisionmaking through minimising thenumber of decisions it makes inconfidence.46

The table below provides anoverview of the number of times thepublic were excluded from council orcommittee meetings:08/09 07/08Council meeting 12 12Special Council mtg 3 6Total 15 18And the number of items includingreports, minutes and/or attachmentskept in confidence for a specificperiod:08/09 07/08Council meeting 16 11Special Council mtg 2 5Total 18 16Number of resolutionsA total of 268 recommendationswere actioned by Council comparedto 238 in 2007/2008.Report on internal reviewsof Council actionsPart 2 Section 270 of the LocalGovernment Act 1999 requiresCouncil to establish complaint andgrievance procedures for the reviewof decisions of:• The Council.• Employees of the Council.• Other persons acting on behalf ofthe Council.At Section 270(8), the LocalGovernment Act further stipulatesthat a council must, on an annualbasis, initiate and consider a reportthat relates to the number ofapplications for review made underthis section and the kinds of mattersto which the applications relate.In 2008/2009, Whyalla had sevenrequests for review of Council orCouncil officer’s decisions.These matters included:• A dog issue and whether a primafacie case was made by an officerand whether a court certificateshould have been withdrawn.Outcome: Taken to theOmbudsman whose office hasclosed out the complaint followinginformation received from Council.• A matter relating to emailexchanges between officers andmembers of the public in regardto their content and tone.Outcome: Reported to theOmbudsman and eventually closedout by a letter from his office.• Decisions that have been reviewedregarding developmentapplications, which include thefollowing:Matter: Change of building fromoffices to worker accommodation in alight industrial zone was refused andthe decision was ultimately appealedto the Environment and ResourceDevelopment (ERD) Court. Outcome:The applicant withdrew the appealand Council’s decision stands.Matter: An extension to an existinggarage in a residential zone wasrefused. A verbal complaint wasmade to the Chief Executive Officer,and a different Council officer (tothe one initially dealing with theapplication) reviewed the applicationand agreed that the decision torefuse was correct.The applicant chose to seek advicefrom Council and submitted a newapplication for a different structurethat received consent. Outcome:A new application was lodged for achanged structure and consent wasgranted.Matter: A new dwelling in a localcentre zone was refused. Thedecision was ultimately appealed tothe ERD Court.PICTURED: Work started on Stage 1 of the long-termre-development of the Whyalla Foreshore47

Council governanceThe applicant and Council eventuallynegotiated a better location forthe dwelling for which consentwas granted. Outcome: A freshapplication was made for whichconsent was granted by Council.The appeal to the ERD Court waswithdrawn.Matter: A large structure in aresidential zone was refused andthe applicant eventually lodged anappeal with the ERD Court which iscontinuing.Matter: Building use consent byCouncil appealed to the ERD Courtwhich is continuing.Amendment of recordsA member or the public may gainaccess to Council documents tomake amendments concerning theirpersonal affairs by making a requestunder the Local Government Act. Theperson may then request a correctionto any information about themselvesthat is incomplete, incorrect,misleading or out of date.Access to CouncildocumentsDocuments listed below are availablefor public inspection at the Counciloffice, while some are available atboth public libraries.Members of the public may obtaincopies of these documents throughthe fee structure as outlined.DOCUMENTFEECouncil, committee agenda FreeCouncil, committee minutes FreePolicy manual $22Strategic planFreeBudget statementFreeAnnual reportFreeCouncil by-laws 20c per pageAnnual financial statements FreeSupplementary developmentplans previously on exhibition FreePlanning applications byconsent20c per pagePlanning applicationregister20c per pageBuilding applicationregister20c per pageDevelopment application search(Archive prior to June 30 1994)$15 per pageDevelopment application search(Archive after June 30 1994)$5 per pageRates search fee $10Land agent search $30Land agent search(Urgent within 24 hours) $40Register of elected members’allowances, benefits 20c per pageRegister of employees’salaries, wages and benefits20c per pageAssessment book 20c per pageRegister of public streetsand roads20c per pageLocal environment plan $10Individual Council policies FreeLocal Government Acts:Mandatory registers, codes,policiesThe City of Whyalla maintains thefollowing registers and codes ofconduct/practice as required underthe Local Government Act:REGISTERSChapter 4, Part 1, Section 44 (6):Delegations register.Chapter 5, Part 4, Section 68:Members’ register of interests.Chapter 5, Part 5, Section 79:Members’ register of allowancesand benefits.Chapter 7, Part 2, Section 105:Officers’ register of remuneration,salaries & benefits.Chapter 7, Part 4, Section 116:Officers’ register of interest.Chapter 11, Part 1, Section 107:Community land.Chapter 11, Part 1, Section 231:Public roads.Chapter 12, Part 1, Section 252:By-laws.CODESChapter 5, Part 4, Section 63:Members’ code of conduct.Chapter 6, Part 5, Section 92:Code of practice for access tomeetings and documents.Chapter 7, Part 4, Section 110:Employees code of conduct.MANDATORY POLICIESChapter 4, Part 4, Section 49:Contract and tender policies.Chapter 4, Part 5, Section 50:Public consultation policies.Chapter 8, Part 3, Section 125:Internal control policies.Chapter 12, Part 2, Section 259:Policy on order making.Local Govt (Elections) Act 1999Part 14, Section 81:Campaign donation returnsprepared by candidates.Freedom of Information ActPart 2, Section 9:Information statement.Nationalcompetition policyService delivery:Activities of Council that have beensubjected to competitive tender orother measures to ensure servicesare delivered cost effectively include:Waste managementBitumen workConcrete footpathsRoad constructionCleaning offices and toilet blocksStationery supplyMotor vehiclesBanking servicesAudit servicesDebt collectionVarious infrastructure recurrentactivitiesElectrical workLine-markingQuarry crushingSanitary disposalSecurity of Council buildings48

Revised Clause 7 statement:The application of competitionprincipals to Whyalla Council underthe competition principles agreementare:Significant business activitiesCategory 1 Business activities NilCategory 2 Business activities NilCost reflective pricing or marketprice are the key principles employedby Council to achieve competitiveneutrality.General policiesListed below are policies retained bythe City of Whyalla.Animal managementDog management.Community relationsCake stalls.Complaints and public grievancehandling.Letters to the editor.Media releases.Development controlBuilding inspection.Council reserve land (freeholding).Development conditions(standards).Enforcement and compliance.Middleback Park Estatedevelopment (standards).Soil test, engineering calculations(foundation assessment).Economic developmentBusiness support and incentive.Competition (complaintsmechanism).Environment managementEnvironment.Financial managementFinancial internal control.Lease rental and licence review.Rate capping, rebate.Rates – Remission of fines.Procurement and Disposal Policy.GovernanceCode of conduct forCouncil employees.Code of conduct forelected members.Code of conduct for electedmembers – Executive summary.Committing a new Council toexpenditure.Council and committee meetingprocedures.Council and committee meetingprocedure policy.Delegation manual.Elected members –Allowances and benefits.Elected members (deputy mayor).Elected members (recognition onretirement).Elected members training anddevelopment (elections).Elections.Mayor (member on committees).Mayoral invitation.Public consultation.Government relationsEducation (schools closing).Human resource managementFair treatment – Display.Non employment relationships.Non employment relationships –Non volunteer.Non employment relationships –Volunteers.Information managementCouncil photographs.InfrastructureBus shelter.Driveway construction.Footpath – Asphalt.Footpath – Concrete.Nature strips (development byresidents).Nomenclature.Service lane sealing.Street tree planting and removal.Weeds (removal by residents).TOP: The construction industry was reminded of itsresponsibility to maintain clean building sites. BOTTOM: Citybicycle lanes were extended under a strategic bicycle plan.49

Council governanceLegal provisionsBrand name usage.Council logo.Legal actions (authority to act).Property managementAirport – contractor responsibilities.Airport – management.Asset management.Cemetery administration.Cemetery operating.Hall hire.Hire and use (sports grounds andreserves).Parks – Lighting.Trees and shrubs (supplied toorganisations).Wilson Park flags.Social, cultural andcommunity servicesChild Care Centre.Accidents, incidents or injury.Age range.Asthma.Biting.Cancelling care.Child access areas andsupervisory practices.Child and youth protection.Clothing.Collection of children –Habitual lateness.Collection of children –Lateness.Collection of children –Non-collection.Collection of children –Parents in an unfit state.Collection of children.Confidentiality.Dental hygiene.Development and training.Disaster plan and fire.Distressed children.Drug and alcohol.Enrolment of children.Exclusion and suspension.Excursion.Family communication.Family involvement.Fees.Food handling and nutrition.Grievance.Hourly care.Hygiene.Illness and sick children.Immunisation – Children.Items from home.Laundry.Maintenance – Facilities andyard equipment.Medication.Meetings – Committee.Multiculturalism, inclusion andanti bias.Program policy.Progress records.Safe sleeping.Safety.Staff ratio.Student.Sun protection.Television, video and DVD.Volunteer.Donations (trophies for communitybodies).Financial aid (development ofsporting grounds).Library internet.Loans to community groups (selfsupporting).Maritime museum (collectionmanagement).Schools (annual awards).Volunteers on committees andworking parties.Strategic managementDemolition and building work.Disaster management.Privatisation of services.Provision of safe environment.Quality.Risk management.Use of recycled water.Traffic managementParking area (mayor).Outdoor café.Signage.TOP: Council conducted another successful annual petmicrochipping discount day. MIDDLE: Youngsters at the Councilchild care centre joined in the spirit of Christmas carols.BOTTOM: Cover of the latest edition of Council’s visitor guidepublished by its visitor information centre.50

A glimpse into 2009/2010An overview of proposed highlightsAlmost $16million is proposed to bespent on the City of Whyalla’s capitalimprovement program based on:• Maintaining infrastructureassets such as roads, drains andfootpaths at a responsible standardensuring financial provision toenable rejuvenation works at leastequal to the level of depreciationin accordance with Council’sStrategic and 10-Year FinancialPlan.• Maintaining the net stock ofcommunity assets at a sufficientlevel to adequately service theamenity and functionality requiredby a modern diverse community.• A recent audit of Council’sinfrastructure which identifiedthat it needs to allocate 19 percentof its budget toward maintainingcommunity assets.• Taking into account ongoingrecommendations from Council’sasset management working party.Stage 1 of the Whyalla ForeshoreMaster Plan redevelopment isexpected to be completed (includesmore than $1,085,000 in grants.)Almost $1.5million has beenallocated towards construction ofthe aquaculture harbour (includesgrants.)$5.6million has been allocated forthe construction of a new, centralpublic library to replace both currentbranches – Alex Ramsey and Civic(includes $2.7million Federal funds).$3million will see completion of thedevelopment of Whyalla IndustrialEstate and highway connections(includes $1million in grants).$800,000 has been budgeted toupgrade the terminal at WhyallaAirport, after having been deferredfrom 2008/2009.The 2009/2010 year will be anotherchallenging time for the City ofWhyalla as funding constraints,increased accountability andcommunity expectations combineto produce an environment whereresources will continue to bestretched between competingpriorities.The 2009/2010 BudgetWhyalla Council has adopted abalanced budget.General rate income will rise by 6%,which includes a 2.5% CPI allowanceplus an additional 3.5%.Major features of budget strategyare:To increase rate revenue availablefor capital works in order tocommit the amount required tomaintain existing infrastructure.The 2009/2010 budget allocates36% or $15,909,847 for capitalexpenditure compared with 47%during 2008/2009. A recent inquiryinto financial sustainability identifiedthe infrastructure gap (back-log) asa major issue for most SA councilsthat have not been allocating enoughfunds to capital expenditure in orderto maintain existing assets.Council’s annual capital financialperformance is sustainable if capitalexpenditure on the renewal orreplacement of existing assetsapproximates the level of Council’sannual depreciation expense.Any shortfall of such capitalexpenditure against annualdepreciation expense would involvefuture ratepayers being left with anexcessive burden to replace or renewCouncil’s non-financial assets.This long-term financial planincorporates an increase in capitalspending to maintain Council’s assetbase and eliminate the infrastructuregap.To ensure that recurrentexpenditure growth is withinannual CPI increases.Council has increased its recurrentcosts from 2008/2009 levels by 3.8%To ensure that Council loans areunder the set benchmark of 20% ofrate revenue.Debt payments for this financial yearare 11.3% of rate revenue. Council’sdebt servicing costs are well belowthe State average.To devise a budget, which takesinto account the strategies ofCouncil’s long-term financial plan.Key principles in Council’s adoptedTen-Year Long-Term Financial Planhave been incorporated into the2009/2010 budget.Some of these main themes are:• Annual expenses on rehabilitationand/or replacement of existingassets should at least equal totalannual depreciation.• Additional rate income andexpense reductions be used towork towards an operating surplus.• Reserve funds are used to fundcapital works in the first instanceand loan funds used in the secondinstance, thus reducing interestcosts.Consistent with Council’scommitment to communityinformation and consultation, abudget forum was conducted in Juneto enable the public to comment. Thecommunity consultation session hasbecome an annual event enablingmembers of the public to air theirviews on the proposed financialbudget.51

A glimpse into 2009/2010Budget SummaryEXPENDITURERecurrent budget(incl. depreciation) $22,946,462Capital works $15,909,847Loan principalrepayment $ 615,199Allocation to reserves $ 4,499,496Total $43,971,004INCOMECash for projectsbrought forward $ 2,600,260Rates and charges $10,252,235Capital works(inc $2.35m loan) $ 8,430,625Transfer from reserves $ 6,268,243Grants Commissiongeneral purpose grants $ 4,941,562Other recurrent income $ 7,040,583Total $39,533,508Challenges aheadA prioritised continuousimprovement framework has beenestablished as part of a flexible andongoing review process, which willbe challenging and require a totalcommitment to ensure success.The outcome will consolidate theposition of Whyalla Council as apro-active, forward focused council,which provides relevant and costeffective services to the community.Council will:• Continue to undertake a fullstrategic plan review with seniorstaff, elected members and thecommunity.• Revise the 10-year forwardfinancial plan.• Revise the three to five-year capitalimprovement program.• Review strategic planning priorities(ie, continue to identify core andnon-core activities.)• Continue to implement acentralised records managementprogram.• Continue to implement a corporategovernance program.• Identify future propertydevelopment opportunities.• Review Council’s financialprogress in light of the inquiry intosustainability of local government.• Continue to review recurrent costsvia balanced scorecard programs.• Look at entrepreneurialopportunities and how marketingmight improve the viability ofvarious operations.• Continue to review all Councilassets through a step-by-stepworking party.52• Continue to implement keyperformance indicators andcomparative indicators.• Undertake an annual projectplanning timeline.• Revise the corporate managementplan.• Revise departmental businessplans.MANAGEMENT INDICATORS• Implement new legislativerequirements in relation to budgetand rating systems.• Continue to implement Council’swaste management strategy.2009/10 2008/09POPULATION 22,801OUR FINANCES BUDGET ACTUALOperating results (,000)Operating expenditure 22,946 22,125Operating expenditure (excluding depreciation) 18,551 18,264Operating revenue (excluding capital expenditure) 22,146 22,827Operating surplus/deficit (before capital revenues) (800) 702*Capital expenditure (,000)Net of capital revenues (total capital grant) 7,479 14,427Revenue profile (,000)RatesGeneral 10,252 9,140Other 1,640 2,065Statutory charges 431 526User charges 3,025 3,245Operating grants and subsidies 4,942 6,440Investment income 150 275Reimbursements 117 146Other 1,589 98922,146 22,827Expenditure profile (,000)Employee costs 8,470 8,015Contractual services, materials and other 9,565 9,934Finance charges 516 315Depreciation 4,395 3,86122,946 22,125* Denotes: On June 29, 2008, Council received an amount of $1,176,722 being financial assistancegrant funding for the year 2009/2010. As per the requirements of Accounting Regulations AASB1004, this amount has been included as income in the 2008/2009 year. This has resulted in a netsurplus of $702,434. Had these funds been in the 2009/2010 year to which they relate, a net deficitof $474,288 would have resulted.