Renmark Paringa Council

Renmark Paringa Council Strategic Plan 2009-2014Lead ConsultantURPSPrepared forRenmark Paringa CouncilConsultant Project ManagerAngela Hazebroek, Director58 Rundle Street (cnr The Parade West)Kent Town, SA 5067Tel: (08) 8363 0444 Fax: (08) 8363 0555Email: Angela@urps.com.asuWebsite: www.urps.com.au

Renmark Paringa Council Strategic PlanMessage from the MayorContentsMessage from the Mayorii1.0 About our District 22.0 About our People 22.1. Age Structure 22.2. A Multicultural Community 22.3. Labour Force Status 22.4. Household Incomes 22.5. Economic Vulnerability 23.0 Process for Preparing the Plan 24.0 Our Vision, Mission and Values 25.0 Our Contribution to Meeting South Australia’s Strategic Directions 26.0 Our Goals, Outcomes, Strategies and Performance measures 26.1. COMMUNITY 26.2. ECONOMY 26.3. ENVIRONMENT 26.4. GOVERNANCE 27.0 Implementation, Evaluation and Review 2

Renmark Paringa Council Strategic PlanMessage from the MayoriMessage from the MayorThe Renmark Paringa District is a great place to live, work and recreate. We are recognisedby those who come to visit and those who choose to stay as a friendly and welcomingcommunity.With the town of Renmark being Australia’s first irrigation community and Lyrup as the onlysurviving village association, this district has long been recognised for its innovation andprogressive approach.Our communities reflect the richness of Australia’s cultural diversity. They demonstrate astrength and resilience in hard times and a capacity for celebrating the good life our districtaffords.This Strategic Plan has been prepared by Council in partnership with our community to guideour decision making in the next five years, The Plan identifies the outcomes we are seeking toachieve and the strategies we will put in place to get there. We will be reporting to you eachyear about our performance in achieving these outcomes.I invite you to be active participants in creating a prosperous future for our district.Your ongoing input and feedback will assist us to work together to build a strong andsustainable economy that provides real benefits for all members of our community.Neil MartinsonMayor

Renmark Paringa Council Strategic PlanAbout our District31.0 About our DistrictRenmark, the town which was transformed by Australia’s first irrigation scheme is 258kms northeast of Adelaide on the Sturt Highway. It is the largest centre in the District and is centredaround the River Murray. The total population of the District was 9,500 (2006 ABS Census).The Lyrup and Paringa townships are also within the Council area which covers 921 squarekilometres.The Renmark Paringa District Council Area is a key part of the Riverland region- one ofAustralia’s major horticulture and viticulture areas with over 50% of South Australia’s winegrapes grown in the region.The Council area consists of a dry land farming strip along the eastern boundary adjoiningthe Victoria/ South Australian border. Irrigation has lead to extensive horticultural activitiesthroughout the remainder of the area. While wine grape production is very significant thereare major citrus and nut plantations in existence, together with vegetable and stone fruitproduction. Major horticultural and viticultural packers and processors market local produceto both the international and domestic markets and provide significant employmentopportunities in the local community.Renmark is also home to Australia’s largest Rose Garden and the National Rose Collection ofAustralia at Ruston’s. Renmark has embraced the rose theme in its public plantings andthrough support for the annual Renmark Rose Festival.Lyrup was one of the 12 village settlements established by the South Australian Governmentin 1894 when 243 Settlers were virtually “dumped” on the river to develop a self-containedcommunal system with the barest of materials and supplies. Under the revolutionary strategy,settlers were encouraged to work the land and share the profits. Lyrup, whose affairs and800ha farming and grazing operations are still run by a village association, was the only oneof the 12 pilot groups to survive the collapse of Australia’s first socialist experiment.The town and its 300 strong population is at the heart of the Murray River National Park whichprotects a seasonal flood plain that supports large colonies of waterfowl.The Council takes its responsibility for the sustainable management of natural resources veryseriously as demonstrated by its 100% reuse of treated waste water to irrigate parks andreserves for community benefit and through its establishment of the McCormick Centre forthe Environment. This centre is a public facility designed to support environmental educationand research, nature based tourism and to serve the community as a unique resource.In common with other rural communities, and particularly those which are reliant on the RiverMurray for water to irrigate their crops, the Renmark economy has been affected by thedrought and other global economic factors. The Renmark Paringa Council has joined otherCouncils in the region, the State Government and regional organisations to establish theRiverland Futures Task Force as one mechanism for focussing on new economic developmentopportunities and the diversification of existing industries.The Task Force also has a focus on education and social policies to enhance communityinfrastructure and encourage population stability and future growth.

Renmark Paringa Council Strategic PlanAbout our People42.0 About our PeopleRenmark Paringa has a total population of 9,500 people (2006 ABS Census).2.1. Age StructureOf this population 27.1% or 2,565 people are aged between the ages of 5 and 24 years.Older people, aged over 65 comprise almost 16% of the total population.2.2. A Multicultural CommunityThe Riverland is recognised as very culturally diverse with the post war migrants from Italy,Greece and the former Yugoslavia and north Western Europe including Germany and theNetherlands being joined by more recent arrivals from Central Asia, North Africa and theMiddle East and South East Asia. Almost 25% of all families in the Riverland have one or moreparents born overseas. Students from more than 50 nationalities currently attend the RenmarkHigh School.Renmark has a slightly higher proportions (2.1%) of Aboriginal people than the SouthAustralian average of 1.7%.2.3. Labour Force StatusThe Labour force participation rate of 59.6% for Renmark is slightly higher than that for SouthAustralia which is 59%. The total unemployment rate in 2006 was 4.4% which was significantlylower than the South Australian rate of 5.2%.2.3.1. Employment by IndustryThe top five industries by number of employees in Renmark in 2006 were agriculture (905)retail (477) manufacturing (436) administration and support services (370) and health careand social assistance (356).The next largest sector by employment numbers was the tourism related sector ofaccommodation and food services with a total of 268 workers.These figures highlight the continuing importance of the agriculture industry, value addingmanufacturing and the increasing importance of retail and social services as sources ofemployment.2.3.2. Employment by OccupationThe highest proportion of workers classify themselves as labourers (25.5%)with managers(18.9%) technicians and tradespeople (11%) clerical and administration (9.8%) andcommunity and personal service workers (7.5%) being other significant categories ofoccupation in the Renmark Paringa LGA.

Renmark Paringa Council Strategic PlanAbout our People5The Riverland as a region has higher proportions of labourers and managers andadministrators than the State average. However, it is likely that many of those identifying asmanagers in the Riverland are primary producers. This would appear to be reflected in thelower household incomes, on average, than that recorded for South Australia as a whole.2.4. Household IncomesThe median household weekly income for Renmark Paringa in 2006 was $758 which wascomparable to that in the other Riverland LGAs but 15% lower than the household medianincome for South Australia of $887.Renmark has similar proportions of households on very low incomes (9.2% of all households onless than $250/week) to South Australia but has higher proportions of households on incomesof $250-$499 week (15.5%) and on incomes of between $500 and $999 per week (29.5%).There are significantly fewer households in Renmark with incomes of over $2000 per week(7.5%) compared with the South Australian average of 12%.2.5. Economic VulnerabilityThe combination of external factors impacting on agricultural production and viability in theRiverland Region mean that businesses and communities are vulnerable to the economicand social impacts that result from changes in the rural sector.Council is committed to recognising these impacts and working proactively through theRiverland Futures Task Force and with our communities to build a stronger, diversifiedeconomy that creates new employment opportunities and sustains a viable population andthe provision of essential community services.

Renmark Paringa Council Strategic PlanProcess for Preparing the Plan63.0 Process for Preparing the PlanA Draft Strategic Plan was prepared by Councillors and Council staff and released forcommunity consultation for a 2 month period on April 14 th 2009.A brochure summarising the Strategic Plan and proving information on how communitymembers could comment on the plan was posted to a large number of community, businessand sporting organisations in the district. It was also made available at the library, Counciloffices and on the Council website. The consultation was advertised in local newspapers forthree weeks prior to the meetings. Community Forums were held at Renmark and Lyrup inMay and were attended by 14 people. Two written submissions were received by Councilbefore the closing date of 15 June 2009.Council considered a consultation report highlighting the changes suggested by communitymembers and amended the strategies to take into account this community input. There wasstrong community support for the vision, mission and values as these were expressed in theplan.

Renmark Paringa Council Strategic PlanOur Vision, Mission and Values74.0 Our Vision, Mission and ValuesOUR VISIONRenmark Paringa is the premier Murray River location and a progressive and welcomingcommunity, built on a strong and continuing tradition of innovation and cultural diversity thatinvites everyone to experience our dynamic way of life.OUR MISSIONThe Renmark Paringa Council will strive to provide for the needs of our residents and visitorsthrough strategic leadership, open governance and the delivery of quality services.OUR VALUESOur culture will be underpinned by:• Creating opportunities for change• Facilitating innovation• Informed decisions based on research, consultation and forward thinking• Working together as a team• Sustainable use of resources• A focus on providing high quality service to our customersAnd above all:• A genuine commitment to contribute to the well being of our community.

Renmark Paringa Council Strategic PlanOur Contribution to Meeting South Australia’s Strategic Directions85.0 Our Contribution to Meeting South Australia’sStrategic DirectionsThe Renmark Paringa Council will contribute to meeting South Australia’s Strategic objectivesas outlined in the State Strategic Plan (SSP) as shown in the table below:More information on the State Strategic Plan can be obtained from www.saplan.org.auRenmark Paringa’s Goals and OutcomesSSP Objectives and TargetsCommunityOutcome Detail Objectives (O) and Targets (T)Outcome 1Outcome 2Outcome 3Outcome 4Outcome 5Outcome 6High quality sporting,recreation and leisure facilitiesand activitiesYouth recreation andwellbeingQuality of life for older peopleand people with disabilitiesQuality health and familysupport services for allmembers of the communityA cohesive community thatvalues our culture andheritageSupported creativity andlearning within the communityO 2 – improving wellbeing.T 2.3 re: “participation in sport andphysical activity”O 6 – expanding opportunity.T 6.15 – learning or earning for 15-19year oldsO 6 – expanding opportunity.T 6.10, 6.11 – housing and support forpeople with disabilities andimproving wellbeing.T2.4 – increasing healthy lifeexpectancyO 2 – improving wellbeing – a rangeof areas to do with diseaseprevention, healthy living,psychological wellbeing and worklife balance are related to thisoutcomeO 5- building communitiesT5.6- Participation in volunteeringT5.7- Aboriginal LeadershipT5.8- MulticulturalismO 6- expanding opportunitiesT6.20- Increase accessto/participation in higher education

Renmark Paringa Council Strategic PlanOur Contribution to Meeting South Australia’s Strategic Directions9Community ( Cont)Outcome Detail Objectives (O) and Targets (T)T6.2 – early childhood literacy, andT6.4 early development index for preschoolchildrenOutcome 7Enhance public safety andwellbeingO 2- improve wellbeingT8 Reduce crime ratesEconomyOutcome 8Outcome 9Council partnerships andparticipation to maximiseeconomic benefitIndustry and businessattraction, retention andgrowthO 1- Growing ProsperityT1.1- economic growthT1.5- Business InvestmentT1.10 -Job GrowthT1.14 -Value of Total exportsT1.124 -Overseas MigrationO5- Building communitiesT5.9- Regional population levelsmaintainedOutcome 10A vibrant and growing tourismindustryO 1- Growing prosperityT1.15- increase visitor expenditure inSA tourism industryOutcome 11High quality physicalinfrastructure that meetseconomic developmentneedsO 1- Growing prosperityT1.21 investment in strategicinfrastructure.

Renmark Paringa Council Strategic PlanOur Contribution to Meeting South Australia’s Strategic Directions10EnvironmentOutcome Detail Objectives (O) and Targets (T)Outcome 12Outcome 13Outcome 14Efficient management ofwater on Council land.Attractive and functionalstreetscapes, parks, gardensand cemeteriesPromotion and enhancementof our natural environmentO 3- Attaining sustainabilityT3.9- sustainable water supplyO 3- Attaining sustainabilityT3.13 - energy efficiency inGovernment buildingsT3.14 - energy efficiency in dwellingsOutcome 15 Effective waste management O 3- attaining sustainabilityT3.8- Zero WasteOutcome 16Outcome 17Outcome 18Outcome 19Outcome 20GovernanceSafe and reliable roads,footpaths and stormwatersystemsPreservation of our localheritage, character andidentityEffective management ofCouncils’ built assetsPlanning and building controlthat balances communityaspirations and Council ’sstatutory obligationsProactive management ofenvironmental risksO2- improving well beingT2.9 and 2.10 relating to road safetyNo direct link to SSPT1.21 Growing ProsperityNo direct link to SSPO 3- Attaining sustainabilityT3.5- greenhouse gas emissionreductionT3.7 ecological footprint21-26 These outcomes specificallyrelate to Council leadershipand managementApart from O 5- buildingcommunitiesT5.5 – increased rates ofparticipation in local Governmentelections by 50% by 2014.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures116.0 Our Goals, Outcomes, Strategies and PerformancemeasuresThe following section of the Plan sets out the goals we want to achieve with our community.The strategies describe the ways the Council can work with our community, businesses,neighbouring Councils, Regional Organisations, State and National Government to contributeto meeting these goals.The Performance Measures generally relate to the outcomes, although some link directly toparticular strategies. They are the way that Council and the community will know whether ornot we have been successful. We will measure the outcomes in a range of ways includingcommunity surveys, feedback from those involved and physical evidence of the actions thathave been taken.6.1. COMMUNITYGoal: An active and involved community supported by services and facilities thatenhance our quality of life.Outcome 1.High quality sporting, recreation and leisure facilities and activitiesStrategies1.1 Develop an Open Space Strategy to assist Council in identifying and developingparks, gardens and reserves.1.2 Continue to assist sporting and community bodies in sourcing funding for sporting andcommunity facilities.1.3 Promote sporting, recreation and leisure facilities and programs in the region.1.4 Implement the Renmark Recreation Precinct Master Plan.1.5 Seek funding for the development of a multi-purpose sports complex.1.6 Continue to improve our maintenance of existing facilities.Performance Measures• Level of satisfaction with sporting, recreation and leisure surveys (communitysurvey)• Open Space Strategy completed.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures12Outcome 2: Youth recreation and well beingStrategies2.1 Provide recreation and leisure facilities and services for youth.2.2 Support Youth Committees to encourage youth involvement in decision makingprojects.2.3 Facilitate a forum for youth service providers and local voluntary groups inconjunction with local schools to identify opportunities for collaboration.Performance Measure• Annual survey of young people conducted to identify their needs and theirinterest in participating in initiatives to meet these needs.Outcome 3: Quality of life for older people and people with disabilitiesStrategies3.1 Continue to implement the recommendations of Council’s Community Access ActionPlan.3.2 Conduct consultation with the older members of the community to determine theirneeds.3.3 Provide information about existing services and facilities to older people, people withdisabilities and their carers.Performance Measure• Complete two projects/recommendations from the Community Access Planevery year.Outcome 4: Quality health and family support services for all members of the communityStrategies4.1 Promote public and environmental health services within the community.4.2 Support the provision of health and medical services within the community.Performance Measures• Number of people receiving immunisation services and immunisation rates forthe LGA• Level of satisfaction with immunisation services offered by Council clinics.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures13Outcome 5: A cohesive community that values our culture and heritageStrategies5.1 Support significant events, community art and cultural activities.5.2 Consult with the district’s Indigenous and multicultural communities and supportcollaborative community projects.5.3 Actively seek funding for community projects across all age groups, cultures andareas of interest.5.4 Work with community groups to assist them to attract and retain volunteers so thatthey can continue to respond to changing community needs.5.5 Work with our communities to prepare Community Plans that focus on social andeconomic development opportunities, infrastructure and environmental initiatives.Performance Measure• Successful involvement or participation in reconciliation and cultural activities.Outcome 6: Supported creativity and learning within the communityStrategies6.1 Continue to develop the District’s library services.6.2 Support the expansion of tertiary education opportunities in Renmark and theRiverland region.6.3 Work together with schools, kindergartens, children’s centres and otherstakeholders to identify alternative learning options.Performance Measures• Number of Library users• Number of participants in children’s programs at the LibraryOutcome 7: Enhance public safety and well beingStrategies7.1 Provide animal control in accordance with legislative requirements.7.2 Support and assist emergency services organisations in the preparation for anddelivery of emergency services.7.3 Introduce Crime Prevention through Environmental Design (CPTED) principles into allof Council’s plans, policies and programs including the development andmanagement of streets, parks and other public spaces.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures14Performance Measures• Older people have positive perceptions about their level of safety in thecommunity ( community survey)• Number of expiation notices issued against total dog registrations.6.2. ECONOMYGoal: A strong and sustainable economy built on diversifying our establishedindustries and attracting new industries and investors through collaboration inregional, State and National partnerships.Outcome 8: Council partnerships and participation to maximise economic benefitStrategies8.1 Use Council’s participation in the Riverland Futures Task Force to increase ourawareness of, and responses, to changing economic conditions.8.2 Work with regional partners to provide a co-ordinated response to the region’seconomic challenges.8.3 Continue to provide financial support to the Riverland DevelopmentCorporation.Performance Measure• Complete the regional alignment of Council Development Plans.Outcome 9: Industry and business attraction, retention and growth to enhance employmentopportunities and community economic wellbeingStrategies9.1 Undertake a review of Council’s Development Plan as required by Section 30 of theDevelopment Act (1993).9.2 Support the development of an economic profile and prospectus document toattract investment in new business and enhance employment opportunities.Performance Measures• Complete the Section 30 Review of the Council’s Development Plan• Complete the Riverland Regional prospectus

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures166.3. ENVIRONMENTGoal: The enhancement and protection of our natural and built environment andcultural heritage in collaboration with the community, government agencies,regional organisations and the private sector.Outcome 12: Efficient management of water on Council landStrategies12.1 Implement recommendations from Council’s Irrigation Audit and other relevantreports.12.2 Minimise Council’s need to use River Murray water for irrigation purposes through thecontinue reuse of treated effluent waste water.12.3 Promote Council’s innovative approach to water treatment and re-use to visitorsthrough appropriate signage and information.Performance Measure• Maintain 100% re-use of treated effluent waterOutcome 13: Attractive and functional streetscapes, parks, gardens and cemeteriesStrategies13.1 Develop and implement a maintenance program for all parks, gardens, reserves andcemeteries.13.2 Continue to implement and review Council’s Urban Design Framework12.3 Prioritise the development of open space reserves in the context of the OpenSpace Strategy (Goal 1 S1.1).13.4 Implement Council’s Tree Audit.13.5 Identify suitable land for cemetery purposesPerformance Measure• Complete traffic management plan for town centre.Outcome 14: Promotion and enhancement of our natural environmentStrategies14.1 Promote the McCormick Centre for the Environment as an interpretation of the riverenvironment and as an educational and tourism destination.14.2 Link Council’s biodiversity, revegetation and water quality initiatives with State andRegional Natural Resource Management (NRM) plans and policies.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures1714.3 Provide information to assist businesses and the community to adopt moresustainable practices.14.4 Investigate and adopt, where practical, energy efficient practices in Counciloperations.Outcome 15: Effective waste managementStrategies15.1 Participation in Regional Waste Management Investigations.15.2 Develop a District level Waste Management Strategy.15.3 Manage and improve the efficiency of the Community WastewaterManagement Scheme.Performance Measure• Successful completion of the review of waste collection and disposal includingrecycling.Outcome 16: Safe and reliable roads, footpaths and stormwater systemsStrategies16.1 Maintain and develop roads, footpaths, car parks, walking and cycle tracks inaccordance with Council’s Infrastructure Plan.16.2 Implement the Ten Year Stormwater Management Plan.16.3 Support traffic management and safety initiatives.Performance Measures• Construction of 2 gross pollutant traps by 2014• Achieve the standards for infrastructure maintenance set in the InfrastructurePlanOutcome 17: Preservation of our local heritage, character and identityStrategies17.1 Undertake a Section 30 review of Council’s Development Plan and introduce BetterDevelopment Plan policies to ensure that the desired character of individual townsand neighbourhoods is identified and protected.17.2 Undertake a heritage survey and incorporate the findings within Council’sDevelopment Plan.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures18Performance Measures• Complete the heritage survey by 2013• Complete a Section 30 Review of the Development PlanOutcome 18: Effective management of Council’s built assetsStrategies18.1 Continue to implement Ten Year Asset and Infrastructure Management Plans forCouncil owned buildings and facilities.Performance MeasuresIn the next two years:• Undertake 2 public toilet upgrades• Construct a new depot amenities block and upgrade depot sheds• Undertake minor library upgrade• Upgrade the old High School Craft Building.Outcome 19: Planning and building control that balances community aspirations andCouncil’s statutory obligationsStrategies19.1 Following the completion of Council’s Section 30 Review undertake the identifiedpriority amendments to the Development Plan.19.2 Provide an efficient and effective development assessment process.19.3 Support providers of affordable and adaptable housing seeking to satisfy communityneeds.Performance Measure• Development Plan Amendment Report for priority policy issues commencedwithin 12 months of Section 30 Review being completed.Outcome 20: Proactive Management of Environmental RisksStrategies20.1 Implement the Flood Mitigation Strategy20.2 Review and Implement the District Bushfire Prevention Plan20.3 Develop a greater understanding of climate change and its potential impacts inorder to base our decisions on the most credible scientific and technical informationcurrently available.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures19Performance Measures• Determine the route of the floodbank by 2011• Obtain legal control over the floodbank by 2013• Complete review of District Bushfire Prevention Plan (subject to legislation)6.4. GOVERNANCEGoal: An organisation that reflects leadership and innovation in every aspect of ouroperations.Outcome 21: Management practices that reflect a planned and integrated approachStrategies21.1 Link this Strategic Plan to Council’s Business Plan and Annual Budget process.21.2 Review and refine, in conjunction with Council’s Audit Committee, Council’s longterm finance strategy and policies.21.3 Implement the Ten Year Financial Plan.21.4 Report on the key performance measures in the Strategic Plan on a twelvemonthly basis.24.5 Align Council’s key plans and strategies with the South Australian StrategicPlan.Performance Measures• Links between this strategic plan and Council’s Business Plan demonstrated• Alignment with South Australian Strategic Plan demonstrated (see section 5)Outcome 22: Skilled, committed and professional staff in a cohesive and supportiveorganisational climateStrategies22.1 Develop initiatives to enhance a strong team approach.22.2 Ensure the continual review and implementation of Occupational Health and SafetySystems for all staff, volunteers and contractors.22.3 Attract, retain and develop staff through structured training, supportive humanresource management practice and creating a positive work environment.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures20Outcome 23: Effective and efficient corporate and administrative servicesStrategies23.1 Continuous improvement of Council’s Strategic Risk Management system.23.2 Continue to manage compliance with relevant State and NationalGovernment Statutory requirements.23.3 Implement a Records Management Plan.23.4 Investigate opportunities for improvements in information systems.Performance Measures• Records Management Plan adopted• Rating by local Government Mutual Liability Scheme of Council’s OH and S RiskManagement Systems• Complete roll out of new computer system by June 2010Outcome 24: Equitable, high quality and customer orientated servicesStrategies24.1 Monitor and review Council’s capacity to provide services linked to Council’sFinancial Plan.24.2 Continuously improve our standard of service.Performance Measures• As provided in the Financial Plan for:• Operating surplus/deficit• Asset sustainability ratio• Asset consumption ratio• Net financial liabilities• Interest cover ratio• Level of community satisfaction with Council Services ( Community Survey)Outcome 25: Effective governance and leadershipStrategies25.1 Ensure appropriate governance training and development for new and existingElected Members.

Renmark Paringa Council Strategic PlanOur Goals, Outcomes, Strategies and Performance measures2125.2 Promote the benefits of participating in Local Government elections and implementstrategies to increase voter participation.25.3 Encourage nominations from a broad cross section of the community so thatCouncil’s leadership is reflective of the community.25.4 Review and improve governance structure, policies and decision making processeson a regular basis.Performance Measure• Annual review completed on Council’s governance structure, policies andprocesses.Outcome 26: Effective communication and consultation with the Community andStakeholdersStrategies26.1 Seek community input on significant policy matters in accordance with Council’sPublic Consultation Policy.26.2 Maintain and implement Council’s Public Relations and Communications Plan.Performance Measure• Level of community satisfaction with Council’s communication and consultationprocess (community survey).

Renmark Paringa Council Strategic PlanImplementation, Evaluation and Review227.0 Implementation, Evaluation and ReviewCouncil will implement this strategic plan through our annual budget process. Keystaff members will have responsibility for reporting to Council on the progress towardsimplementation. They will also undertake evaluation processes and collect the datathat enable us to ensure our performance. Council will undertake a structuredreview of the Strategic Plan every year and provide an update to our community onwhat has been accomplished and what have been established as the priorities foraction in the coming year through its Annual Report. We will continue to invite theinput of our community into a regular review of our strategic directions to ensure thatthese reflect a shared vision for the future.The Strategic Plan was formally adopted by Council at it’s 25th August 2009 meeting.