Regional Road Map Regional Road Map - RDA Murraylands ...

Regional Road Map2011 – 2013

Executive Summary…The Regional Development Australia Road Maps provide an overview of the currentsituation and emerging conditions in each of the Regional Development Australiaregions.This Road Map has been developed through consultation with;RDASA Works staffIndustry leadersFederal, State and Local Government partnersNatural Resource Management BoardCommunityThe Road Map aims to provide guidance for the region and is not intended as awork program for RDA Murraylands & Riverland although the Strategyincorporated within this Road Map defines the role of the RDA and underpinsthe Business Plan.The RDA team’s tactical focus is on our 3 core strategies, namely; Regional Diversification and Restructuring Innovation Building Community Capability and ResilienceI commend the Murraylands and Riverland Road Map to you and invite you towork with us in its successful implementation.Neil MartinsonChairmanEnquiries about this document and its content should be directed to:Regional Development Australia Murraylands & Riverland Inc.137 Adelaide Road Murray Bridge SA 52536 Kay Avenue Berri SA 5343www.rdamr.org.au

Regional ProfileThe RDA Murraylands & Riverland is an area of 36,720 square kilometres in the central easternpart of South Australia covering the River Murray and adjacent Murray Mallee to the Victorianborder. The region’s economy is dominated by primary production (broadacre grains, livestock,horticulture, fruit, nuts and wine grapes) and both production and revenue from theseindustries and the secondary industries that depend on them are closely tied to climaticconditions. Tourism has traditionally provided an important second source of revenue to theregion, and reduced water availability and climate change have re-emphasised the need fordiversity within the economy.Most of the townships in the region are small, with Murray Bridge (50 minutes from Adelaide)the largest regional centre. Until recently, regional economic development in the two subregions(Murraylands – incorporating the Murray River south of Morgan and the Malleehinterland to the Victorian border; and Riverland – the River Murray between the border andMorgan) was managed independently under two separate Regional Development Boards. Withthe introduction of RDAs, these two regions were amalgamated, but there remain significantsocial, economic and environmental differences between the two regions, and the process ofdeveloping a single overarching Road Map is part of the gradual unification of the two subregions.The current population of the region is estimated at 69,543 (37,120 in the Murraylands and33,165 in the Riverland 1 ) and is expected to grow as a result of projected population growth inSouth Australia. The Murray Bridge area will be the major beneficiary of this growth (30,000new residents) and planning is currently underway to ensure built and social infrastructurekeeps pace with population. Communities within the region are also keen to capitalise onpopulation growth, and strategies are in place to attract ‘tree-changers’ to both riverside anddryland townships.1Australian Bureau of Statistics, 30 th March 2010: 3218.0 Regional Population Growth (preliminary data)

Regional ProfileThe region has benefited from skilled migration, and local communities have been welcomingof different cultures with Chinese, Afghan, Uzbek, Bhutanese and Sudanese communities nowwell established, and both Murraylands and Riverland regions are positioning as a preferredregion for inward migration of refugees and skilled migrants.The environmental condition of the region has improved as a result of salt management andinterception, delivering improved water quality in the River Murray and reduced the loss ofagricultural land to salinity; other significant environmental activities include improvedbroadacre soil retention and better understanding and management of the social, economicand environmental value of wetlands and lagoons. Water trading has resulted in the sale ofwater entitlements from horticultural production, changing land use and contributing to aculture of efficiency and innovation. Masterplanning approaches to natural resourcesmanagement will continue to develop the culture of sustainability that is evident across theregion.1Australian Bureau of Statistics, 30 th March 2010: 3218.0 Regional Population Growth (preliminary data)

Key prioritiesThe key strengths, challenges and opportunities of the region are encompassed in the regionalpriorities, which are:Sustainable environmental managementThe key issue facing the region is how to manage with less water. Climate variability has beena reality addressed by farmers in the region since settlement, creating resilient, innovativepeople and practices that will continue to be a strength as climatic and economic uncertaintycontinue. The Murray Darling Basin Plan will have a significant impact on the regionaleconomy and in anticipation of the expected outcomes of that plan, a range of opportunitiesare being explored to improve environmental sustainability and diversify the economy,including food production and manufacture, biofuels, rehabilitation of degraded naturalsystems, renewable energies, efficient water management practices and non-agriculturaltertiary industries.Innovation in food and beverage productionEconomic diversification has already created new industries in food and beveragemanufacturing, including $420m from livestock production, fine wool replacing volume woolproduction, and establishment of new horticulture industries in dryland areas using artesianwater. The State Government has identified the need for the food industry to collaborate todistribute and export and build infrastructure, manage water resources more effectively andmanage rising input costs. Investment in food processing is making an increasing contributionto the regional economy, with EconSearch estimating that a 10% increase in food processingwill result in $24.1m of increased revenue and 170 new jobs. The development of a skilledworkforce is critical to the success of this goal, as well as to creation of opportunities intourism, digital economy and health as is improved transport infrastructure.TourismTourism is an important industry across the region, generating a direct spend of $197m perannum, with the Riverland producing 54% of the revenue. The majority of visitors are fromAdelaide and approximately half stay in their own or friends accommodation (typically rivershacks), many use caravans or camp, and the remainder stay in serviced accommodation. Anundersupply of appropriate serviced accommodation is restricting tourism growth in the regiondespite world class tourist destinations (e.g. Monarto Zoological Park, Banrock Station,conservation parks and reserves, and the proposed Tailem Bend Motorsport Park). Additionalsupporting activities, hospitality and accommodation are co-ordinated marketing are needed tobuild this industry.

Key prioritiesDigital economyThe promise of high speed broadband has the potential to revolutionise business, educationand population centres in regional Australia. Currently the Murraylands & Riverland region hascomparatively low school completion rates, participation in non-agricultural education andtraining is lagging other rural regions, and micro business dominates the economy. The rolloutof the National Broadband Network can address these issues, as well as providing improvedhealth services, greater choice of education and employment, and attracting new populationsof tree changers and semi-retired professionals working from home.Regional healthHealth services within the region are more difficult to access than in the city. At the sametime, the region has higher incidents of mental illness (exacerbated by the cessation ofExceptional Circumstances payments outside of the River corridor and of the Rural SolutionsDrought Counselling Service), poor Aboriginal health (the highest level of ‘years of life lost’outside of remote South Australia), and high rates of obesity, smoking, substance abuse andpsychological distress. The region has a lower proportion of health workers than the averagefor rural South Australia, and retention of health workers is an on-going issue.

Regional ResponseVision:A vibrant, resilient region that capitalises on change,embraces sustainability, and provides an aspirationalliving, investment and working environmentMission:The mission of RDA Murraylands & Riverland is to providea catalyst to achievement of the region’s prioritiesthrough advocacy, facilitation and funded service deliveryStrategic plan1. Regional diversification and restructuringCorrelates to the RDA Charter goal of Regional Business Growth1.1. Organisational resourcing, development and marketing1.2. Investment attraction1.3. Renewable energies and infrastructure1.4. Redevelopment of ‘retired’ industry sites1.5. Capitalising on the defence and resources sectors2. InnovationCorrelates to the RDA Charter goal of Environmental Solutions2.1. Research and development2.2. Improving the health of the River Murray2.3. Workforce planning2.4. Revitalisation of the regional tourism industry2.5. Value chain improvement in food and beverage3. Building community capability and resilienceCorrelates to the RDA Charter goal of Social Inclusion3.1. Strengthening social capital3.2. Skilling for the future3.3. Developing a sound economic baseThe region is a custodian of South Australia’s assets, as such this Strategy is nested within theeconomic, social and environmental goals of State and Local Government, and provides anintegrated approach to addressing the issues and goals of the Murraylands & Riverland region.

Table of ContentsExecutive Summary ............................................................................................................... IRegional Profile .................................................................................................................... IIKey priorities ........................................................................................................................ IIIRegional Overview ................................................................................................................ 1Population ............................................................................................................................ 3Demographic change ............................................................................................................ 3Workforce demand ............................................................................................................... 4Supply of skills ...................................................................................................................... 7Regional Priorities ............................................................................................................... 10Sustainable environmental management ............................................................................ 10Innovation in food and beverage production ....................................................................... 16Tourism ............................................................................................................................... 19Digital Economy (NBN) ....................................................................................................... 22Regional health................................................................................................................... 24Transport infrastructure ...................................................................................................... 28Regional context ................................................................................................................. 29Global influences ................................................................................................................ 29Development Zones ............................................................................................................ 30Mining and Resources ......................................................................................................... 32Horticulture ........................................................................................................................ 32Infrastructure Summary ...................................................................................................... 33Environment ....................................................................................................................... 33Energy ................................................................................................................................ 34Transport ............................................................................................................................ 34Health ................................................................................................................................. 35Housing .............................................................................................................................. 37Education ........................................................................................................................... 37Social services..................................................................................................................... 40Arts and Culture ................................................................................................................. 40Recreation .......................................................................................................................... 40Regional Investment ........................................................................................................... 41

SWOT .................................................................................................................................. 42Strategic Plan ..................................................................................................................... 43Regional diversification and restructuring .......................................................................... 43Innovation .......................................................................................................................... 43Building Community capability and resilience..................................................................... 43Reference Documents ......................................................................................................... 46Unemployment data ........................................................................................................... 49Summary of Council Strategic Planning Priorities ............................................................... 51

Regional OverviewRDA Murraylands & Riverland is one region with two separate economic ‘engines’ joined by theRiver Murray. The economic drivers of the two sub regions are quite different, with theMurraylands dominated by Murray Bridge, a rural city and regional centre for broadacrefarming less than one hour from Adelaide that is increasingly affected by the growth of greaterAdelaide; and the Riverland, a more remote region with a number of smaller population centresand an economy largely dependent upon irrigated agriculture and tourism. The region islocated within 150 kilometres from metropolitan Adelaide, which provides a market of 1.1mpeople, with significant prospects linked to mining activity and Adelaide’s growing defenceindustry; 1,200 kilometres from Sydney with a market of 4.4m; and 700 kilometres fromMelbourne, with a market of 3.9m people. The key regional attributes are: A stable population upon which to build Recognition as a leader in highly efficient use of water to produce quality irrigated crops Highly productive soils and a conducive climate for irrigated horticulture and dryland farming Pristine natural riverine and Mallee landscapes readily accessible from the main populationcentres. Reasonably priced and available land Transport and communications infrastructure to allow professionals to achieve a work-lifebalance 2 .As with all Australian regions, the impact of climate change will be felt with greater intensityand the region will need effectiveadaptive capacity to respond towater availability, floods, bushfireand fragmentation of nativehabitats – as well as the socialimplication of economic andenvironmental disruption.Industries that are more vulnerableto further decreases in access towater are those that need reliablesupply, those whose businessmodel is affected by water price,those who have limited opportunityto develop alternative products, and those with high debt levels 3 . In the Murraylands area,manufacturing is dependent on the processing of primary produce and, together with primaryproducers, is vulnerable to changes in water availability. The recent drought was more severethan the projections associated with climate change and the competence and resilience of thecommunity in the face of that drought is testimony to the adaptability and business skills offarming families.http://www.bom.gov.au/lam/climate/levelthree/analclim/elnino.2 Riverland Regional Prospectus, pp2-33 Critical Times – Practical Measures, p64.1

The key natural resources of the area are the River Murray, Ramsar 4 wetlands and lakes, nativebush and national parks and the Mallee Prescribed Wells Area. Key industries are drylandfarming and horticulture (viticulture, fruit, nuts, vegetables) and related processing, wineries,manufacturing, transport and logistics and tourism.The River Murray ecosystems, including the floodplain, have been altered by significant flowreduction, change in flow patterns and pollutant discharges that have led to symptoms ofdegradation, such as constriction and closure of the Murray Mouth and more frequent bloomsof nuisance algae. The level of development of many prescribed groundwater water resources isapproaching or has reached the sustainable limit, and usage has been restricted to this level. Insome cases, the sustainable limit has been exceeded, causing unacceptable rises in salinity anddrops in water level or pressure 5 . Acid sulphate soils, exposed during periods of drought andexcess water use, continue to be a challenge for landholders and local communities affected bydust and usage restrictions.Prior to the amalgamations of the Regional Development Boards, the Murraylands andRiverland operated as two separate economic development regions, with the Murraylandsimplementing a number of research initiatives to drive investment and economic development.The separation of the two regions is also evident in State Government planning, with twopotentially competing tourism marketing regions (Riverland: Seriously Fresh, Seriously Wild,Seriously Fun; and Murraylands: Big River, Big Holiday). In recent times, the Riverland has beenthe beneficiary of funding to undertake structural adjustment projects (resulting in theRiverland Regional Prospectus) which identified the following 20 year growth objectives, nosuch fund has been provided to the Murraylands:Increase the region’s population by 7,000 and grow investment by $500m. Increasing the number of people in preretirement and retirement living by 2.5.Additional new food, value add and beverage manufacturing outputs to exceed$100m.Double the number of visitor nights to 1.34m per annum.Increasing the number of students by 5,000 attracted by key linkages andspecialisation in secondary and tertiary education.Expanding existing and attracting new businesses to increase the gross region outputby $30m.Historically, Murraylands has been proactive and forward thinking, having produced severalstrategic reports and discussion forums. More recently the Riverland Regional Prospectus hasbeen developed for the Riverland, however the quantum of documentation for the Riverlandregion is significantly lower than that in place for the Murraylands. This has resulted in acomparatively thin description of the Riverland in this Road Map, a situation that is beingaddressed as part of the 2011/12 strategy.4Convention on Wetlands, signed in Ramsar, Iran, in 1971 Water for Good page 445http://www.anra.gov.au/topics/water/management/sa/index.html2

PopulationDemographic change According to Planning SA(Population Projections Enquiry System:EasyData), the regional population isexpected to see slight growth from anestimated 69,543 people in 2011 to69,881 in 2021.Within the region, the population of theMurraylands subregion (shown in yellow inthe graph on below and incorporating thecouncils of Mid Murray, Karoonda EastMurray, Southern Mallee, Murray Bridgeand The Coorong) is expected to grow from35,641 in 2006 to 37,598 in 2021, whilethe population of the Riverland subregion(shown in red in the graph and incorporating the councils of Berri Barmera, Renmark Paringa and LoxtonWaikerie) is expected to decline inpopulation from 33,214 in 2006 to 32,283in 2011. The Murray and Mallee RegionPlan (part of the State Planning Strategy)projects a population increase of 23,321people by 2036, an average of 864additional residents per annum. ThePercentage Change in Population graphshows increased population, although notat the same rate as South Australia as awhole (State Total) nor at the same rate asother non-Adelaide regions (SelectedRegions, which excludes the Murraylands& Riverland) which follow the same trendas the State Total. This pattern reflects the expansion of remote mining populations in the early part ofthe decade as Selected Regions growth and shows a corresponding dip in Murraylands & Riverlandpopulation as skilled workers left this region to work in the mining sector. The trend in Residential dwelling approvals is substantially different within the regioncompared to other rural regions and the state as a whole, with a spike of development in 2006/07 (also3

echoed in non-house dwelling approval data, not shown here) but flat approvals after that time (referResidential Dwelling Approvals graph on the right (above) which expands the Murray and Mallee curve). Within the region, the Rural City of Murray Bridge is expecting the largest growth, driven by itslocation as the regional service centre, and by population increase in Adelaide as described in the 30Year Plan for Greater Adelaide which groups Murray Bridge and the Adelaide Hills with a net additionalpopulation of 29,000 people, 13,000 new dwellings and13,000 new jobs. In MurrayBridge, this growth is expected to focus around the residential and equinerecreation precinct (see red shaded area on map). The Murray Bridge Urban GrowthPlan suggests that Murray Bridge could double in population to over 30,000 peoplein the next 20 years, and in the longer term become a city of 50,000-100,000people (p vii) based on the release of 1,400 hectares for greenfields residentialdevelopment of 11,000 new dwellings, 850 hectares of general/light industrialzoned land and major retail, health and educational developments in the city centre. The decline of irrigation in the Riverland is expected to result in economic and social disruptionduring the period of structural adjustment and it is possible that the population projections in that subregion underestimate the outward population movement. On the other hand, planning policy is currentlyrestriction rural living land that if appropriately rezoned, could bring in new residents wanting lifestylerural blocks.Workforce demand Growth surveying began in the Murraylands in 1998 inresponse to concerns about the number of staff predicted bybusinesses growth exceeding the number of people unemployedin the region. In order to plan effective strategies to ensure asufficient supply of staff with appropriate skills, a survey wasneeded capable of reliably predicting the number of positionsand the skills they would require. Through the interveningdecade the Murraylands has continued to grow, and although several strategies have been applied, foursuccessive surveys have been needed to reassess the ever increasing demand for skilled staff. In 2009,and despite adverse conditions, considerable employment growth is forecast for the Murraylands, andthe number of locally unemployed people is much lower than it was in 1998. In 2008, Clifford’s research (p2) found that, based on the experience of 2006-2008,Murraylands businesses expected an increase of 2,831 new positions (1,776 full time) by the end of2011; 971 new jobs in poor economic conditions; and 3,953 in good years. This is nearly 500 lower thanthe 3,326 new positions predicted by the 2006 survey for average years. Growth was expected to bedriven by new projects and by the strength of themanufacturing Industry. The Rural City of Murray Bridge whichis set to benefit most from these factors with an anticipated2,137 new positions (compared with 2,191 in the 2006 survey).The Mid Murray LGA mainly sustained losses by businessesinvolved in or dependent upon irrigation and expectations forthis area have declined from 579 to 311. Similarly, expectationsin the Coorong LGA have declined from 399 to 229. By contrast,the Karoonda and Southern Mallee LGAs have been sustained byhorticulture industry that is not River-dependent and the likelyuptake of dairy options in the coming three years and a modestgrowth in new positions is expected. Clifford’s 2008 survey also asked employers whetherthey would consider employing Mature Aged, Indigenous, Youth,and People with Disabilities and the proportion of businesses that are unsure about employing4

Indigenous people, New Migrants and People withDisabilities is higher than those who are unsure aboutemploying Mature Aged and Youth. The region’s economy (Number of businesses byindustry) is dominated by agriculture, more so than otherrural regions (shown in yellow), at the same time there arecomparatively fewer business services, health/communityservices, and finance and insurance businesses, indicating aweaker flow-on effect from the agricultural sector. Australian Taxation Office data shows that Averagenet business income/loss (non primary-producers) is trendingupward for all rural regions, but that Murraylands &Riverland businesses earn consistently less than businessesin other regions. This will affect their ability to grow andemploy. Even more telling, the Number of businesses byemployee graph shows that the vast majority of businessesin the region are non-employing, significantly higher thanbusinesses in other parts of the State and the Number ofbusinesses by turnover range reinforces this, with themajority of businesses earning less than $200k per annum. The Wine Grape industry has felt declines across most of the Wine ScoreCard value chain overthe 2009/2010 period, particularly: grape production (fell by 6% in line with average price fall of 6%);wine making values (decreased by 30% with volumes down 2.8%), overseas exports (volumes up by 1%but value down by 16% reflecting the strong demand for cheaper wines), and local consumption values(fell by 2%). PIRSA’s Grape Prices graph shows the downward trend in grape value (also illustrated in thevolume/value graphs below –PIRSA, 2010), which is having a significant effect in the Riverland subregion.5

The 2010 Agrifood and Wine Industry Workforce Action Plan note the following challengesfacing the industry: rapidly ageing workforce, declining regional workforces, greater competition fromglobal food groups, cycles of drought and plenty, ongoing water security and climate change – notingthat the two top issues related to workforce, in particular:Ability to attract and retain workers with the right skills and abilities to adapt to rapidlychanging industriesAn integrated response to sourcing labour and skills that have the capability to work inintensive production systems, smart technologies and value chain systems.The strategies proposed in this Action Plan centre around workforce planning, flexible training planningand delivery, accelerating the transfer of new knowledge to the workforce, and attraction andretention strategies.A review of the demand for training in 2010 identified, that in comparison to 2007 in theMurraylands, there was:A cooling of demand for business and finance skills post the GFC.Continued growth in construction industry growth as a result of the Commonwealth financialstimulus spending.Modest growth in tourism and hospitality.Stagnation of the agricultural and horticultural sector due to international terms of trade andinsecurity of water allocation.Unchanged manufacturing skills demand.Growth in the health and community services sector.Growth in the retail and service skills sector.Strong growth in transport, particularly road freight (although price competitiveness is creatingdifficulties in attracting workers at existing pay rates).Mining continues to be important, but (at the time of the review) growth had slowed.6

Supply of skills The 2006 Census shows that there is a lower high school completion rate in the regioncompared to the state total and non-Adelaideregions (refer Highest Level of Schooling), andthat the region lags behind other rural regionsand SA as a whole in key qualification areas ofmanagement and commerce, health, engineeringand education, but has a higher percentage ofpeople with non-school qualifications in theagricultural sector (Non-School Qualification).7

DFEEST’s Unemployment Rate Estimate show that frommid 2009, unemployment for the region is trendinghigher than unemployment in South Australia overall.Unemployment Rate Estimates The Murraylands sub region has benefited fromskilled overseas migration to service the foodproduction/processing industries. Approximately 400Chinese workers are now settled in the Murray Bridgearea, and there is greater cultural diversity with Afghan,Uzbek, Bhutanese and Sudanese migrants have voluntarily located in the area (see timeline, LutheranCommunity Care, 2009). Humanitarian migrants stated their preference for the Murray Bridge areabecause it is quiet, unpolluted and ‘life is easier here’ 6 . A major pull for migrants to the area was work inthe T&R Pastoral meat processing plant and the Big W distribution centre and the availability of cheaperhousing (than Adelaide) although many migrants travel to Adelaide to shop for special foods. The Department of Immigration and Citizenship (DIAC) track migration to the regions 7 , thetables below show that over the period 1 st January 2006 to 31 st December 2010, 667 overseas migrantssettled in the Region, primarily in the Rural City of Murray Bridge and Renmark Paringa Council. The vastmajority of migrants to the region remain in the area (2006 Census).Murraylands & RiverlandCouncil Family Humanitarian Skilled TotalBER-BARM 29 54 83COORONG 7 26 33DCKEM 5 5LOX-WAIK 10 9 35 54MID MUR 8 23 31REN-PAR 47 54 29 130RCMB 70 86 135 291STH MALL 6 34 406Lutheran Community Care, p67 www.immi.gov.au/settlement/#sr=show_report8

Housing and worker accommodation near employment remains a problem in many areas, asnoted in the Housing Plan for South Australia (p8), with the State Government aiming to deliverappropriate and affordable housing responses in regional communities experiencing economic and socialchange. Loss of young people from the region is contributing to an ageing workforce, constraints oneconomic development, diminished access to people with tertiary qualifications and social dislocation.The lack of quality co-located educational services is contributing to the outward migration of youngpeople. Programs like School and Beyond look to address this situation, engaging business and industryin sustainable partnerships that support young people’s knowledge of future workforce needs andimprove their education and transition outcomes. The Murraylands Education Precinct has maintained avision for a coordinated regional education precinct within Murray Bridge, with a focus on businessservices, transport and distribution, horticulture, health and community services and tertiary educationand training.The State Government’s Integrated Vision for the Region9

Regional PrioritiesThe State Government economic priorities for the region 8 are:Attracting and retaining a skilled workforce to support a stronger economic base.Developing an integrated plan to guide the expansion of tourism.Improving transport logistics.Encouraging the development of renewable energy industries.Encouraging economic diversity to reduce the region’s dependence on water resources.Attracting industry to the region, particularly where there is supporting infrastructure.Fostering development and diversification of primary industries, planning for unpredictableclimate and river flows.Developing innovative ways to use saline groundwater.Capitalising on the expansion of mining and resource sector growth across South Australia.Managing visitors’ negative expectations of the environment.These priorities are echoed in the regional priorities identified during the development of thisyear’s Road Map:Sustainable environmental management The region is heavily reliant on the River Murray, however many traditional water use practicesare unsustainable, and the Murray Darling Basin Authority’s Basin Plan (currently in the Guide stage)attempts to provide equitable access to surface and groundwater (sustainable diversion limits) as well asenvironmentally sustainable flows. The Basin Plan describes a number of factors that indicate poorecological condition, including: vegetation condition, fish scores, hydrological condition, streamconditions (extensively and severely degraded), and macro invertebrate scores (very poor). The majorwater quality threats are salinity, algal blooms and cold water pollution with additional water qualityproblems due to drainage discharge from irrigated pastures and sewage treatment return flows. TheAuthority has determined that 3% of the current surface water diversion limit (127GL/y in the Murrayregion, and 0.4GL/y in the East Mt Lofty Region) is an appropriate allowance to account for the effectsof climate change. For the South Australianregions, the proposed diversion is a reductionof 22%-30% per annum on the current longterm average surface water diversion limit.Community concerns about the Basin Planare being loudly voiced across South EasternAustralia and even if the Draft Planaddresses some of these concerns, it isinevitable that there will be reduced wateravailability in the long term. The RDA is working with the 10 other RDAs along the Murray Darling Basin to consult with itsregion on the Draft Murray Darling Basin Plan.8 Murray and Mallee Region Plan 2011, p1310

Climate change appeared as a possible threat for the first time in a Murraylands growth surveyin 2006, where it was mentioned mainly by respondents from the agricultural sector. Comments in the2008 survey show that these issues are more widely appreciated and drought response strategies havebeen developed by councils across the region. Australians are accustomed to managing in a variableclimate, however only recently has the attitude toward variability shifted from ‘good and bad years’ tostrategies that acknowledge and capitalise on climatic variability. The State Government documentProspering in a Changing Climate identifies the following climate change adaptation opportunitiesrelevant to the region:1. Agriculture: Leading the development of sustainable food and farming systems (biofuels, carboncapture, biochar soil conditioners and drought tolerant crops); developing and promoting theadoption of new farming options better suited to climate variability, particularly in low rainfall zoneswhere few options exist.2. Biodiversity: Rehabilitating cleared or degraded natural systems if current land uses becomeunviable; biosequestration; creating greater connectivity between fragmented habitats to enablespecies to adapt to changing conditions.3. Biotechnology: Developing products and services that will reduce the impact of climate change(drought tolerant crops, soil remediation technologies, biofuels).4. Water management: Build on existing expertise in sustainable water management technologies(sustainable irrigation, recycling, stormwater capture and storage, water trading).5. Food supply: investing in sustainable climate change-adapted local food industries.6. Financial and consulting services: climate information and adaptation-related consulting services,insurances.7. Forestry: diversifying forest products by developing climate change tolerant species and processingtechnologies, industry involvement in connecting remnant vegetation.11

Some of these opportunities are already being realised as a result of Structural Adjustment activitiesresulting from the release of formerly irrigated land. Combined with reforms made to salinity and wateruse practices, there is strong impetus for greater agricultural diversity. The Natural Resources Management Act 2004 defines the institutional arrangements fornatural resources management in South Australia, identifying the functions of the eight NaturalResources Management Boards, including the development of a Regional NRM Plan. The lead agency forNRM is the Department of Environment and Natural Resources (DENR), which was established mid 2010,which is responsible for implementing key changes to natural resource management, notably:1. A single regional ‘face’ for NRM, emphasising collaboration, partnering and engaging localcommunities2. Integrated NRM workforce3. A shift to landscape approaches with an increased emphasis on linking natural resource managementactivities across public and private land and water.4. Delivery for each region will occur through an agreed Annual Implementation Plan under a singleregional delivery structure (Natural Resources Management Boards) 9 . As part of its integrated planning approach, the State Government will initiate Regional IntegratedVulnerability Assessments (IVAs) which will allow regions to identify the most vulnerable sectorsand systems so that appropriate adaptive responses can be planned, prioritised and programmedinto investment strategies. Regional Development ‘Boards’ have been earmarked as a key partner inthe development and management of theIVAs under formal agreements (under Section16 of the Climate Change and GreenhouseGas Emissions Reduction Act 2007) that willinvolve: coordination of vulnerabilityassessments; engaging local communities;ongoing monitoring and evaluation; anddeveloping and enhancing adaptationmethodologies. The Eyre Peninsula has pilotedthis approach, which will be rolled out acrossSouth Australia.9Improving Natural Resource Management in South Australia12

The South Australian Murray-Darling Basin Natural Resources Management Board illustratedthe connection between the various natural resources plans andprograms as follows (NRM Plan, p15):The key goals of the NRM plan are: Communities living sustainably;Water resources that are healthy, valued and supporting ofcommunities and thriving ecosystems; A healthy and ecologicallyproductive environment that sustains biodiversity and is valued bythe community; Sustainable, productive landscapes; and a clean,healthy atmosphere with effective adaptation to climate change.A number of SA Murray Darling Natural Resources ManagementBoard projects are underway or completed, including Regional Integrated Water Management Plans, MtBarker Rural Development Plan Review, Climate Change andAdaptation Project, the Horticulture Lands Review and the RegionalIntegrated Water Management Plan Development Plan Review. The Department for Environment and Heritage’s (nowDENR) policy document No Species Loss identifies the keychallenges for biodiversity in the Mediterranean climate of theMurraylands & Riverland region (see above) which shows that thecurrent pattern of land use and pressures on agriculture in avariable climate are likely to further reduce and fragment habitatwithout change of practice (p7). To support the No Species Losspolicy, a series of five NatureLink corridors are proposed withinSouth Australia connecting public and private lands to create linearzones of habitat and biodiversity, with the River Murray – SouthEast NatureLink affecting the River Murray areas of the region (seemap). The NatureLink plans provide a starting point for all partiesinterested in shaping the future of the region. Communities in the region are engaged in recycling andreuse of waste products and there is on-going interest ininvestment in the expansion of local generation of energy throughrenewables and provision of strategic electricity infrastructurecorridors for augmentation and the extension ofthe transmission network. The State Government,through the work of Zero Waste SA which istasked with reducing the state’s waste to landfillby 25% by 2014, provides grants to regionalcommunities to establish EPA compliant TransferStations through its Regional ImplementationProgram which allocated $1.6m in 2010/11. Themodel below (SA Waste Strategy, p11) shows theintegration needed to achieve waste reduction ata local level. Recent State Government funding forwaste reduction in the region includes: $300k fora Riverland Regional Resource Recovery Facility inthe Berri Barmera Council; $138k to the DistrictCouncil of Loxton Waikerie for a transfer stationto recover scrap metal, green organics, recyclables and concrete; $56.5k for the Loxton Iceworks to establish asorting facility for kerbside recyclables.13

The Commonwealth Government’s RenewableEnergy Target Scheme 10 aims to deliver 20% ofAustralia’s electricity supply from renewable sources by2020, an increase of 125% on 2009 levels nationally,and a potential generation capacity increase of 258% inSouth Australia. Very little of this forecast growth isexpected to occur in the Murraylands and Riverlandregion (see map). The Green Grid feasibility study intogeneration and transmission of wind energy on EyrePeninsula has recommended a 500kV transmissionbackbone from Port Augusta to Heywood in Victoria,connecting to existing substations to complement theexisting 275kV South Australian network, and improvingaccess to the transmission backbone for new energyventures in the Riverland and Tailem Bend area (see mapsourced from Green Grid, p34).Regional Employment and Income Generation OpportunitiesProvided by Renewable Energy Generation, p22 The State Government’s Water for Good plan reinforcesthe importance of local communities playing a key role indeveloping water supply and demand plans that account forfuture growth and local supply issues, and region-specificscientific research will address the impacts of climate changeacross the state. Regional Water Supply and Demand Plans willinclude analyses of the current status of water resources;estimates of population growth; analysis of sector growth;allowances for environmental and sustainability issues includingclimate variability and change; and actions, includinginfrastructure and demand management options, for addressingforecast gaps in the supply-demand balance. The major challengesto the water resource in the South Australian Murray DarlingBasin (the NRM region associated with Murraylands & RiverlandRDA) are over extraction, salinity and acid sulphate soils (Water for Good, p32), the chart below showsthe pattern of extraction in drought and non-drought years (ibid, p33).10http://www.climatechange.gov.au/government/initiatives/renewable-target.aspx14

Unregulated (surplus) flows that cannot be captured by storages controlled by the Murray-Darling BasinAuthority need to be collectively managed and accounted for. Land management activities such asafforestation, groundwater extraction and farm dams that can significantly reduce water flows into theRiver Murray system need to be managed across the basin. Action to improve river flows must becomplemented by action to control salinity and other water quality issues in an integrated way acrossthe entire basin (Water for Good, p63). To manage the River Murray from the Victorian Border to the Murray Mouth, the SouthAustralian Government has established Murray Futures, funded by the Commonwealth Government’s$12.9b Water for the Future program. Murray Futures will secure future water supplies, renew industriesand communities, and secure improvements to the River’s health by providing flexibility in how thesystem is managed. A further $610m of Commonwealth funds has been allocated to catchment projectsincluding the $120m Lower Lakes Pipelines (quality water supply to townships, communities andirrigators who draw water from the Lower Lakes); $200m Lower Lakes and Coorong Recovery (long termprojects to help protect the Ramsar site and the communities that rely on it); $110m River IndustryRenewal to reinvigorate irrigation communities through encouraging uptake of innovative and smarterirrigation technology; $100m Riverine Recovery project to improve management of river wetlands andfloodplains; and $80m for Water Buy Back to purchase water entitlements from willing sellers for theenvironment. Salinity has the potential to be one of the most serious environmental and economic issuesaffecting South Australia. The Basin Salinity Management Strategy 2001-2015 provides the strategicpolicy framework for managing salinity across the basin, with targets set and measured at Morgan –aiming for less than 800 EC (as per World Health Organisation guidelines). The main approaches toachieve salinity management objectives are salinity zoning policies, improved irrigation efficiency,rehabilitation of draining and delivery schemes and salt interception schemes (the four Riverland saltinterception schemes prevented 150,000 tonnes of salt from entering the River Murray in 2008 – about400 tonnes of salt per day), since then an additional four schemes have been developed or are underway. The Murray Bridge Urban Growth Plan identifies the need for additional water storage as wellas services to new developed area, as well as sewer reticulation to existing and new sewerageinfrastructure to new developments. Stormwater detention basins need upgrade for new developments.In regional areas, the State Government has set a target of 15GL/a of recycled storm water for 2050.Septic tank effluent disposal schemes (STEDS) treatment ponds at Murray Bridge, Mannum and Waikerieare insufficient to cater for future demand, the capacity of community wastewater management systemsneed to be expanded to support the growth of population, tourism and industry. In 2010 SA Waterinitiated a multi-criteria analysis for the upgrade of the Murray Bridge Wastewater Treatment Plant toaddress the long term sustainability of wastewater services for Murray Bridge and consider options toprovide additional treatment capacity at a new site with a long term buffer. The development of a stateof-the-artwater re-use facility will help minimise the draw on the River Murray and help communitiesto establish a productive, innovative and targeted approach to water use and re-use. Population growth in the Murray Bridge area will require planning to ensure impacts on naturalresources, the environment, biodiversity, unique landscapes and character of communities are carefullymanaged. Key issues for the Murray and Mallee region are: reducing reliance on the River Murray andgroundwater; managing salinity levels in the River and agricultural lands; managing acid sulphate soils;planning for the impact of and increasingly variable climate on primary production; carbon trading;protection of the region’s natural assets and biodiversity 11 . Stakeholders reported that the adoption of environmental management plans is important ifthe region is to achieve a Green Rating from the banking and finance sector to enable it to attract andsustain investment.11 Murray and Mallee Region Plan p1315

Innovation in food and beverage production Dryland farming remains the backbone of the Mallee areas, with grains, wool and meat beingthe main products. Livestock production now accounts for $420m of the region’s primary productionoutput 12 . New crops are being trialled with some success, including pomegranates in the Karoonda EastMurray area, and the olives, onions and potato investments made in the 1990s are now mature andlargely successful. With commodity prices under international pressure, niche and value add options areincreasingly important to the regional economy. The State Government’s Food Strategy 2010-2015 aimsto generate $16b in gross food revenue by 2015 (from $12.4b in 2009) while reducing the impact of thefood industry on the environment. Finished food was valued at $4.4b in 2009 and is growing at a rate of3.8% with the primary drivers being meat, fruit and vegetables. The six priorities for the Food Strategyare:1. Consumer insight and market development (capturing opportunities in a wide variety ofmarkets)2. Having the capability, skills and knowledge to work in a changing environment.3. Improving productivity and business ability to attract investment.4. Environmental sustainability.5. Product integrity (safe and wholesome food).6. Regional and sector development to drive growth.Sector weaknesses that need to be addressed to enable regional South Australia to capitalise on theglobal food market include: collaboration to export, management of finite water resources, rising inputcosts, disparate distribution systems, and infrastructure provision.SA Food Strategy 2010-2015, p10Econsearch predicted that a 10% increase in food processing would result in an increase in valueof the outputs of $24.1m and 170 new jobs, opportunities include:1. Water re-use (from the Rural City of Murray Bridge and T&R Pastoral) supporting expansion anddiversity in horticulture, including expansion of regional produce into high profile gourmet nichemarkets of capers, olives, tomatoes and mushrooms.2. Distillation plant for vodka production as an adjunct to the regional potato industry, or whiskydistillation from grain.3. Potential to expand packaging to service products from outside the region (fish, meat, vegetableproducts).4. Diversity of the food production sector presents opportunities for development of packaged foodssuch as gourmet meals.5. Potential for cold storage facilities to support an expanding food sector.12Murraylands Regional Scorecard, 2005-0616

6. Irrigated horticulture development is encouraged in low salinity impact zones or in areas wheresalt interception schemes are in place.7. Investors are being sought for inland saline aquaculture in the Coorong, Waikerie and Loxton.8. Commercial biofuels provide a strong option for the region, including: mallee fuel agro-forestry;large and small scale biofuels industries including small town community biofuel plants and largescale plants on the Tailem Bend/Murray Bridge corridor.9. Carbon capture and sequestration: a Murraylands Carbon Farming Initiative proposal has been putforward by the RDA that recognises the need to establish a baseline for measurement of potentialactivities and the value of existing abatement activities, develop mechanisms for crediting existingenvironmental best practice, and establishing a carbon assets register.10. Appropriately located forestry has the potential to improve the condition and sustainability ofnatural resources by addressing resource degradation issues such as water quality, soil erosion,salinity, water-logging and fragmentation of tree cover. Direct forest products include biomass fueland wood pellet processing facilities, and sequestration of carbon by trees can offset carbonemissions.11. Value adding (small and large scale) is needed to complement primary production and maximiseopportunities for processing waste.12. Opportunities for intensive cattle feed-lotting in Coorong Council, Rural City of Murray Bridge andSouthern Mallee District Council.13. Opportunities for intensive dairy exist in the inland areas from Tailem Bend to Meningie andTintinara where reliable artesian water is available.14. Industries that use waste from primary production (e.g. grape marc and treated pine posts from thegrape/wine industry) need development to reduce waste to landfill and build industry diversity. Manufacturing in the region is largely based on adding value to primary production viaprocessing and packaging of fruit and vegetables, wine production, production of farming machinery andassociated light engineering. Investors seeking opportunities in value added food and beverageprocessing have been attracted to the region because of access to abundant and diverse sources ofquality produce, world class irrigation infrastructure, strategic transport linkages and a skilled workforce.Recent investment by government and private industry is illustrated by the use of a RegionalDevelopment Infrastructure Fund grant by Almondco to provide surety of production and value add forthis important industry which is based in the Riverland but services other almond growing regions. Arecent report by the Commonwealth Government that models the impact of Asian manufacturingprojects a 17% (170,000 jobs) decrease in manufacturing employment across the country, a process thatis likely to be felt within the Murraylands & Riverland region where manufacturing equipment (e.g. fruitsorting machines) are increasingly likely to be purchased from Asia rather than constructed locally.17

The regional priorities identified by the Riverland Food Group are:1. Maintaining the Farmers’ Market at Berri2. Continuing to run the annual “Chefs of the Murray” program which brings a guest chef into theRiverland for a week to train local chefs and their apprentices and cook a six course meal for theregion’s premiere dinner where the food and wine of the region is showcased.3. Activate a Memorandum of Agreement between the Food, Wine and Tourism sectors in the region.4. Activate the Food Riverland branding program18

Tourism The Tourism share by sector graph shows that tourism revenue within the region is primarilyfocused in accommodation/cafes/restaurants and retail trade, with some flow-on to manufacturing andtransport, with total tourism revenue in 2006/07 of $111m. River-based tourism has suffered a decline as a result of the drought causing lower water levelsand the strong Australian Dollar which has allowed Australians to holiday overseas more cheaply anddiscouraged overseas tourists from coming to Australia. In 2010, research by Tourism Research Australiafound that:1. Overnight visits to the Murray Riverregion have declined 2.2% perannum in the ten years to 2008,compared with average declines of1.3% for comparable regions.2. 20% of survey respondents who hadvisited the Murray River region saidthat drought has affected their travel behaviour, either as fewer visits, shorter stays, reducedspending or ceasing visits altogether.3. Drought has resulted in a fall in direct tourism expenditure of $70m in 2008 and $351m over theperiod of the drought (1999-2008), and the total reduction in Gross Regional Product is estimatedat $461m and 596 fewer full time jobs. 29% of the GRP impact has occurred in South Australia.Future projections cost the impact of the drought across the Murray River region at $1.5b between2099 and 2018 compared with a ‘no drought’ model. (See table below: A snapshot of visitation andexpenditures, 2008: Destination Visitor Survey, 2010, p7) In the face of this situation, the South Australian Tourism Commission is restricting its delivery,moving from regional planning to ‘one size fits all’, recommending the following insightful strategies toaddress regional tourism decline:1. To be consumer led, focusing on experiences which connect with the region.2. Collaborate and mobilise resources to deliver growth.3. Work out who does best at what and deliver.4. Have a strong and consistent strategy for growth.19

Despite a downturn in revenue resulting from public perceptions about the effect of the drought, thetourism sector continues to develop, based on the following offerings:5. River-based tourism is a key regional economic driver. Increased River Murray flows presentopportunities to rebuild and expand river & river-heritage based tourism after the drop in visitationas a result of perception about low River levels during the drought. The recent withdrawal of StateGovernment regional tourism funding has made the process of capitalising on these opportunitiesmore challenging.6. The Monarto Zoological Park is an international standard conservation, national and zoological bioparkthat supports education and public recreation. The Park is operated by the Royal ZoologicalSociety of South Australia which has developed over 1,000 hectares of fauna and flora sanctuaryand open range zoological park as a centre of excellence of national and international value for theconservation of wildlife, which provides opportunities for tourism. As part of this objective, it alsoproposes a major multi-million dollar investment for 4-5 star eco-camping pavilion and conferencefacilities.7. The Tailem Bend Motorsport Park is earmarked for $100m investment to develop the facility andattract major motorsport events.8. In the southern area of the Lakes and Coorong (including Goolwa to the west and Meningie to theeast), population is growing with retirees and semi-retirees moving into the area. Tourism andresidents who earn incomes outside the region provide a diversity of cash flow for local businessesand (in 2007) there were few vacant shopfronts in small towns, which is indicative of a sustainedeconomic threshold for profitability that also protects the towns from the full impacts of droughtthat their more isolated, primary industry-dependent broadacre cousins’ experience 13 .9. The return of flows to the Coorong and Lakes Alexandrina and Albert will reinvigorate eco-tourismto the Ramsar Wetland of International Importance and to the Coorong as a Shorebird Site ofInternational Importance. Conservation parks and reserves provide opportunities for camping andfour wheel drive expeditions in a number of locations including Ngarkat, Carcuma, Peeginga, Karte,The Coorong, and Lakes Albert and Alexandrina.10. In the drylands area, the Southern Mallee Council is proposing the sale or lease of the LamerooCaravan Park to a private enterprise, which will increase investment by new owners, with a focuson capturing quality upmarket family tourism. To support these investments, Council has investedover $2m in the last 18 months into waste water re-use programs (Pinnaroo) and is planninganother $1.2m in Lameroo to improve waste water reuse opportunities and waste waterinfrastructure.11. Proposed tourism development in the Riverland includes: marina/tourism/residential developmentsat Berri, Renmark, Loxton and Waikerie; a regional convention centre at Renmark; eco-tourismdevelopment at Renmark and Barmera; and sports sector development at Berri and Barmera. Theregion needs to investigate strategies to centralise sporting complexes to provide top class facilitiesfor limited investment. Tourism Research Australia’s latest profiles for each subregion show that total visitation andrevenues and average expenditures are higher in the Riverland than in the Murraylands, and thattourism brings an estimated $197m per annum in to the regional economy (np = not published due toconcerns about reliability).13 Sobels, p520

The majority of domestic visitors to the region come from Adelaide (47% of visitors to theRiverland 2006-2008) and regional South Australia (29% - dominated by visitation from the Barossa,Riverland, Adelaide Hills and Limestone Coast) Investment in eco-tourism has broadened regional tourism offering,recognising the region’s readily-accessible and pristine natural environmenttogether with engaging food and wine experiences delivered with city style andcountry hospitality. Further investment is needed in tourism infrastructure such ascamping areas, access roads, tracks and indigenous experiences. Prospering in a Changing Climate (p48) identifies the followingchallenges facing the tourism industry in a climate change regime which should befactored into current tourism planning:1. Increased costs of repair, maintenance and replacement of touristinfrastructure2. Increased costs of developing alternative attractions3. A hotter and drier climate may affect iconic wine-growing regions4. Reduced river flows affecting the River Murray, Lower Lakes and Coorong5. Higher temperature and extreme events may affect specific locations6. Sea level rise, coastal instability and storm events will affect tourism in coastal areas7. The economic impact of climate change on disposable income (domestic and international) is likelyto weaken demand.8. The introduction of Marine Parks is likely to affect fishing tourism at the Murray Mouth andCoorong.21

Digital Economy (NBN) The Information Economy Agenda 2009-2014 identifies three key interrelated elements of theinformation economy as connectivity (affordable broadband), capability (a skilled workforce andempowered businesses and communities) and content (valuable information and applications, creatingreasons to connect), recognising that connecting to high-speed broadband; building a confident,educated and digitally literate population; and supporting local creative content and ICT industry are theingredients necessary to succeed in a fiercely competitive global economy (p2). Access to broadband and mobile phone services needs to be extended and upgraded to supportindustry and education and health services. The National Broadband Network will provide internetspeeds of up to 100 megabits per second although it may not reach the region for some time, providingan opportunity for the region to upskill businesses, services and residents to take advantage of highspeed broadband when it is offered, particularly as copper cables will be disconnected as the NBN iscommissioned. The roll-out of the National Broadband Network will support new opportunities in the digitaleconomy, and the region’s proximity to Adelaide creates opportunities for ‘tree change’ work-from-homesemi retirement and retirement populations, driving opportunities such as:1. Retirement housing in regional towns which are well supplied with infrastructure to supportcommunity activities like golf, bowls, tennis, and walking and bike trails.2. Recreational facilities associated with retirement housing in larger towns3. Rural living retirement housing (including in the proposed Equine Precinct)4. Quality retirement housing through redevelopment at the Murray Bridge Racing Club site, withprovision of quality sporting facilities and ovals.5. Expansion of aged care facilities in association with regional hospitals – presenting investmentopportunities for supported retirement housing. The ability to structure larger living allotments and rezone land for lifestyle ‘hobby farms’(between 2 and 20 hectares) is essential to the development of desirable accommodation (reducingreliance on transportable housing provided by industry as temporary accommodation for workers).Forward thinking Councils have identified this as an issue in their strategic planning (a summary ofCouncil strategic plans is provided as an appendix to this document). Other sectors expecting to benefit from high speed broadband are shown below. It is essentialthat the region prepares for these opportunities by sector development, training, upgrading of ICTequipment so that it has ‘first mover’ advantage when the roll-out occurs:22

1. Health services in rural and remote areas will benefit from working online, with examples such asguided self management of mental illness incorporated into specialist practice 14 ; video andteleconferencing for emergency triage and liaison and patient consultations, assessment andreview.2. Online booking systems will make the region more attractive and accessible for tourism.3. With over 200 SMEs now supplying South Australia’s defence industry, the NBN roll-out willenable remotely-located high-tech defence software providers in the key areas of systemsintegration, electronic warfare, and defence research and development. The Defence TeamingCentre supports SMEs to become more competitive in the market for defence projects and services. Education will be a big beneficiary of high speed broadband. Currently the choice andopportunities for education and training in regional Australia are limited by distance and poorbandwidth. With the roll out of the NBN, barriers to e-learning will be reduced (see table below 15 whichshows learning access challenges pertinent to rural areas). Changing community attitudes to e-learningwill require cross-sectoral activity to engage parents, students, teachers, employers, and trainingproviders.14Stepping Up, p ix15Enabling Workforce Development: Insights from industries using e-learning, p923

Regional health The region is serviced by two Country General Hospitals at Berri and Murray Bridget that managethe health services provided across the region, supporting local hospitals in Renmark, Loxton, Barmera andWaikerie. Visiting specialists and ambulance services operate from each hospital. Renmark Hospital is atraining hospital in association with Flinders University (Flinders University Rural Clinical School) andprovides an opportunity for tertiary studies within a clinical environment. Residents of the Murraylandswho can access health services in Murray Bridge are relatively well serviced, however the additional travelto the Riverland and Mallee means that health services in these areas are in undersupply, particularly:1. High level aged care across the region2. Further development of a range of aged services including rehabilitation, geriatric medicalassessment, cancer care and chronic disease management3. Supported accommodation for mental health services4. Many towns find it difficult to attract and keep General Practitioners, although it is expected that theBerri Regional Hospital and Flinders Rural Medical School will alleviate this problem somewhat in theRiverlands.Mental health is a particular issue in the region:1. Much of the region has been affected by relative poverty as a result of drought. Relative poverty is acombination of the loss of income in the drought years and sharply increased costs in water andfodder, compounded by the loss of income from succeeding years of under-production (sometimes 3-4 years for permanent crops such as fruit trees if they are under-watered). Grain-growers experiencea gap in cash flow as secondary and subsequent pool payments dip over a period of years after thedrought year. Farmers with beef and especially dairy herds can take many years to rebuild stockgenetics. Farmers take on increased debt as overdrafts to pay for survival costs and to rebuild capitalassets – crops, pastures, animals, fencing, machinery and maintenance 16 . Drought affects olderfarmers and small business owners more severely than their younger counterparts because of timing,with older managers relying more on realising the capital value of their business through selling up ata good price as their superannuation. If they must re-invest through overdrafts and debt to keep thebusiness solvent through a drought, they may well lack the heart to persevere and their retirementplans are upset. Pride in their achievements can take a hit and succession planning in familybusinesses becomes more challenging, particularly as for some, there is nothing left for the childrento take on 17 .2. The Stepping Up report (p39) estimated that at any time, one third to a half of country residents whoare hospitalized for mental illness are in mainstreamed mental health beds in general hospitals, ratherthan the Rural and Remote Health Service beds at Glenside, contributing to the disconnect in the waytransitions are managed between hospital and community. Improving with Age (p49) highlights thevariability of information and support for carers in regional areas – leaving them at risk of isolationand health problems.3. With the cessation of drought-related Exceptional Circumstances payments (excluding the Rivercorridor) and the Rural Solutions Drought Counselling service, mental health providers forecast anincrease in mental illness as many farmers (particularly wine growers who have had a bad yearbecause of unseasonal rains) have not yet fully recovered financially and emotionally from thestresses created by drought.16 Sobels, p1117 Sobels, p1324

The Aboriginal Health Care Plan 2010-2016 (p7) shows that the Years of Life Lost for Aboriginal people inthe Murraylands is the highest of any non-remote region in South Australia and that 70% of Aboriginalpremature mortality is avoidable, with complications from diabetes (including renal disease), heart diseaseand respiratory disease making the largest contribution to premature mortality. Aboriginal people accessprimary health care services at 80% of the rate of Non-Aboriginal Australians with lowest reported accessforchildren less than five years despite low birth rates, teenage pregnancy rates and high levels ofsubstantiated child abuse notifications. Young Aboriginal South Australians are at high risk of sexuallytransmitted disease, juvenile justice supervision, detention, and road death and injury. Aboriginal peoplehave disproportionally higher risk of poor diet, obesity, physical inactivity, substance abuse, smoking,oral/ear/eye health, mental health and preventable injury. The graph below shows the Indigenouspopulation by age in the Murraylands & Riverland region (for a total Indigenous population of 1866 in June2007). State Government Priorities for Indigenous health are: child health, youth health and safety, chronicdiseases, oral/ear/eye health, social and emotional health, mental illness, and preventable injuries.25

The Commonwealth-State Overarching Bilateral Indigenous Plan outlines the following prioritiesto close the gap in Indigenous disadvantage (health, education and employment):1. Closing the life expectancy gap within a generation2. Halving the gap in infant mortality rates in Indigenous children within a decade3. Ensuring all Indigenous four year olds in remote communities have access to early childhoodeducation within five years4. Halving the gap for Indigenous students in reading, writing and numeracy within a decade5. Halving the gap for Indigenous students in Year 12 attainment or equivalent by 20206. Halving the gap in employment outcomes within a decade Health statistics for the region (SA Dept of Health South Australian Monitoring and SurveillanceSystem, 2008) reveal that only 38% of residents are in a healthy weight range, 25% of young people agedbetween 15 and 29 smoke, 9% of the population have high or very high levels of psychological distress, 6%of infants have a low birth rate (SA Dept of Health Pregnancy Outcomes Unit, 2008), 91% of children arefully immunised at 12 months (Social Atlas of South Australia, 2008), but that 72% of people with chronicdisease reported good or better health (SAMSS).The regional 10 Year Plans show that the health priorities for the region are:1. The need for more general practitioners and specialist services2. Improved access to accident, emergency and mental health services3. The ability to provide rehabilitation and cancer care within the region4. More comprehensive home based and residential aged care services (illustrated by the Coverage ofAged Care Places graph which shows the region lagging behind other rural areas and the stateaverage in the number of aged care places per 1000 people aged 70 and older).26

5. Improvements in the coordination of care6. Improved access to elective surgery, maternal and neonatal care, community and outpatient care,clinical support services and Aboriginal health care.7. The capacity of health services to support the increased demand in the rapidly-growing areas nearMurray Bridge The retention of a regional health workforce is an ongoing issue, with skills needed in rural health,Aboriginal health, early intervention and chronic disease management. Health infrastructure is required tosupport teaching roles in the medical, dental, nursing and allied health professions (State InfrastructurePlan, p31), although a range of programs is offered at the Flinders University Rural Clinic School atRenmark Hospital. The Social Inclusion Board reported that Disability workers in regional areas require moresupport than the distance education program provided at the time of writing (June 2009).27

Transport infrastructure Future economic growth will require efficient transport links and it is a priority to upgrade locallinking freight routes to improve the efficiency of freight handling and transfer, road safety, and the levelof service to the major highway links. Growth in the livestock industry in the Mid North region may lead to an additional overdimensionfreight route from Port Augusta through Murray Bridge (the Eastern Bypass). A proposal for aheavy vehicle corridor from Loxton to Adelaide is being considered, a cross-regional airport study isunderway to facilitate the Mildura expansion, and the Northlink rail freight bypass project is underdevelopment. Industry clusters should be encouraged, particularly in mining, primary production, aquaculturevalue-adding processing and storage activities in strategic locations such as freight transport nodes tomaximise transport efficiencies and support industry development. Transport related industries have scopefor major development at industry and commercial zones with ease of access to the South Eastern Freeway,Dukes Highway and Princes Highway (Monarto, Murray Bridge, Tailem Bend, Meningie and Tintinara). The Riverland region has one operating rail line (Outer Harbor-Tailem Bend-Loxton), creatingopportunities for a transport-logistics zone in Loxton. A key future asset for the region is the proposed Monarto Intermodal, inclusive of a second outermetropolitan airport, a rail freight bypass and feasibility study for the Riverland Sunraysia airport.28

Regional contextThis section of the Road Map provides additional context to support the priorities identifiedabove. There was much debate about the allocation of priorities to this Road Map, with manypeople feeling that there was a large number of equally urgent issues, and that many of theseissues were integrated and should be addressed in a more holistic way. Accordingly, the followingdiscussion highlights other areas of attention, and illustrates the strategic approach the region istaking to planning and infrastructure development.Global influencesThe Regional Infrastructure Audit Report identified the following global trends:Accelerated globalisation facilitated by the information economy.Increased political and religious unrest.The rise of terrorism.The emergence and spread of new diseases (e.g. Swine Flu and Sudden Acute RespiratorySyndrome)Growth in demand for sustainable environmental practices.The continued emergence of Asian economies, population growth and consumer demand.Rapid growth in commodity demand and prices, especially from China and India.Ageing populations in industrialised countries and the implications for human services.Rapid growth in internet-based consumption.Financial globalisation and international capital flows, with resulting higher risks in globalfinancial markets.Increasing fuel prices.Appreciation of the Australian dollar and the impacts on export.Global wine surplus.The key issues from business surveys were:8% of businesses are expecting to reduce in size over the next 10 years because of prevailingconditions and 71% of businesses said they could grow if barriers to growth were removed. Other than economic climate, the major barriers to growth were: access to capital (27%),infrastructure (19%), and skilled staff (13%) – particularly in the tourism and hospitality sector.37% had underutilised capacity (mainly in the horticulture and viticulture sectors).Businesses were not responsive to relocate and cluster.29

Development Zones The Murray and Mallee Region Plan indentifies the Murray Bridge, Tailem Bend, Monarto, Berri andRenmark as areas of economic growth. However, industrial and commercial development should beencouraged in all towns (in appropriate locations) to facilitate employment opportunities and ensure thelong-term viability. The Murraylands requires an industrialprecinct for processing primary products such as mineralsands, stock foods, meats and vegetables. This precinct wouldgenerate opportunities for transport-related industries,however a shortage of suitably serviced industrial land hasbeen identified at Berri and Renmark. 18 The Murray Bridge Market Place retail expansionworth $80m is currently underway to address major retailleakages from the region to Mt Barker and Adelaide and ensureopportunities for retail and allied services growth to serve theMurraylands region. The facility will include a 6,500 squaremetre Big W department store, 4,200 square metre Woolworthssupermarket, two large format stores of about 1,000 squaremetres each, 50 specialty stores including food outlets,restaurants, cafes, a library and 900 undercover car parkingspaces. In addition the Murray Bridge Green redevelopmentworth $30m is proceeding, as is the Mannum ShoppingComplex. A new shopping centre and retirement village are tobe built in Mannum, and there is interest in a commercialsubdivision in the town. Mid Murray Council hosts a large nonresident population (shacks etc) which is contributing tosignificant redevelopment with a large number of Development PlanAmendments in process for residential, industrial and commercial. Lameroo and Pinnaroo are growing economic developmentzones, but require investment in energy and road networks to capitaliseon demand. The old Pinnaroo industrial precinct was inappropriatelysited, and a new complex has been developed and has generated interestfrom companies, this will aid in job creation in the Southern MalleeCouncil area. A major agricultural development is in planned for Cooke Plains, supported by the CoorongDistrict Council which adopted an Economic Development Policy agreeing to contribute towards supportinginfrastructure, including contributing to the cost of a major intersection off the Mallee Highway and powerupgrades. Appropriate zoning for agriculture, particularlyintensive animal husbandry is essential to attractinvestment. The Coorong Council is keen to promote greenenergy (solar farming and a renewable energy project), themotor sport precinct (including rezoning surrounding landas light industrial) and intensive farming (e.g. piggeries). Land Division is occurring in various townships(Morgan, Blanchetown, Palmer, Tungkillo and Mannum)for rezoning from rural to rural living. In the next fewyears the Mid Murray Council is planning major residential18Strategic Infrastructure Plan for SA, p3030

developments including the Marina in Mannum in Stage 1 and 2 (600 blocks of land, 150 berths) with 100berths already sold in a 10 year programme. Truro (on the edge of the Barossa Valley) is planning to doublein size. The withdrawal of most dairy farms between Mannum and Wellington due to high water prices,water restrictions, the drought, low milk prices and the high cost of the dairy rehabilitation programresulted in a loss of confidence in the industry and vacating of prime agricultural and employment land.This land now provides an opportunity for new primary production industries. The Defence Department holds a series of assets in the Murray Bridge area, notably the ArmyRange at Burdett/Ettrick (east of Murray Bridge) and other land assets in the city of Murray Bridge. Theseassets provide an opportunity for further investment into regional South Australia for defence-basedprojects or for rationalisation and reuse for the benefit of the community. The proposed expansion of the Mobilong prison at Murray Bridge has been put on hold by theState Government, however the impending population growth in Murray Bridge will require planning thattakes into account the added demands created by the prison when it is revisited. Infrastructure that needsto be factored into an expanded prison system include bus services, road infrastructure upgrades,affordable housing, stormwater infrastructure and social and community services. In the lower lakes and Coorong areas, the drought has delayed residential developments atMeningie Waters (300 allotments), and Wellington West (rezoned for 200-300 allotments). It is hoped thatwith better River flows and the development of the Tailem Bend Motorsport Park, residential and tourismdevelopments will become economic drivers. Approximately 800 houseboats operate in South Australia, more than in the Victorian/NSW partsof the River. Mid Murray Council report loss of businesses and jobs as a result of the drought, for example,in the last year the area has lost a large boatbuilding company (Houseboat Concepts) with 23 jobs and flowon effects to suppliers, local retailers and school numbers. A dry dock is needed to support and retain thehouseboat industry in the Mid Murray section of the River. The Murraylands Regional Coordination Network (cross-sector heads of agencies group) continuesto identify and address gaps and opportunities in the region.Priority tourism projects:Dry-dock at Mid MurrayGreat River Murray Trail Tourism product development: (Indigenous, naturebased)Improved River access and facilities for the publicRiver Murray Tourism StrategyRiverland Infrastructure FundDry Dock Mid Murray: Houseboat industry is vulnerable and adversely affected bydrought and climate change, 370 jobs and $67m of grossregion output AT RISK Dry Dock required in the Lower Murray to ensure ongoingvitality of the houseboat industry Mid Murray District Council requires $2.2m to build andcommission the Dry DockGreat River Murray Trail:Priority communications projects:Improving broadband and mobile coverageBusiness and industry growthEducation extensionCommunity health and servicesRegional Digital StrategyPriority industry projects: Value of overnight visitation in the Riverland is $96m Funding is required for infrastructure, digital tourismstrategy, targeted marketing31

Riverland Industry Precinct (Fletcher’s Freight Redevelopment): a one-stop-shop for construction,engineering, automotive and transport for businesses within the Riverland and Sunraysia regionswith local community and business partnerships and support from the RDA and the RiverlandSustainable Futures Fund.Priority justice and emergencyservices projects:Extensions to Mobilong PrisonUpgrades at Cadell PrisonMining and Resources The South Australian Governmenthas made significant investment to supportthe development of minerals exploration inline with the South Australia’s Strategic Plantargets of $100m of explorationexpenditure, $3b of minerals production and$1b of minerals refinement by 2014,primarily facilitated by the PACE (Plan forAccelerating Exploration) program. Mining within the region isfocused on Australasian Sands’ mineralsands mine at Mindarie, however thisproject has stalled pending investment. TheDistrict Council of Karoonda East Murrayhas established a housing subdivision toActive mineral tenements in the regionSource: SARIG https://sarigbeta.pir.sa.gov.au/Map 2011cater for Australasian Sands’ workeraccommodation and this project has alsostalled. Residents of this region travel to mines at Hillgrove at Kanmantoo (Adelaide Hills) and the manyexploration and resource developments in the north of the state, particularly Roxby Downs where BHPBilliton is undergoing another phase of expansion of the Olympic Dam mine and although this contributesto off-farm income, it decimates the pool of skills within the region. Geological surveys have highlighted viable resource opportunities in mineral sands, gold, lead,zinc, iron ore, nickel, chromium, coal, granite, gypsum and diamonds.Horticulture Wine grapes and production largely operate in a global market which is influenced by demand indomestic and overseas markets, supply in competitor regions, and grape production ‘supply’ factors (largelywater and weather) in South Australia. In 1996, the Royal Commission into the Grape Growing Industryreported a 2% oversupply, in late 2010 the oversupply was estimated at 20% and the grape growingindustry is ‘again at crisis point’ 19 with grape prices at early 1990s levels; wine exports have dropped invalue by a third (from $2.9b in 2007 to $2.17b in 2010 – a drop in value equal to the amount exported tothe UK – Australia’s biggest market); wine companies are holding record levels of inventory (20 millioncases in surplus); the consolidation of supermarkets in Australia and the UK are putting further pressure on19 Hackworth, p132

prices; and the number of people employed in the grape growing industry has fallen by 2042 jobs (32%) inSouth Australia with 1,300 jobs lost in the Riverland alone. Long-standing brands are faring better thannewcomers, but prices for premium wines remain low. The Rural Financial Counselling Service has assisted418 (11%) of the grape growers in South Australia, 90% of these in the Riverland and the outlook in theshort to medium term for the Australian wine industry is bleak. 2010 saw the closure of the National Foods plant (Berri Fruit juices) with the loss of over 200 jobs,but a number of other food processing and packing operations are thriving and new venture are beingplanned. With the oversupply of wine grapes, the Riverland sub-region is looking to diversify andencourage irrigators to move across to different crops, however because of the drought, many farmers havehad to buy water and additional funds to invest in new crops (which may not provide a return for manyyears) are needed now.Infrastructure SummaryEnvironment Water is critical to the Region’s economy, but the traditional use of water is no longer sustainablein an era of climate change. The specific and immediate issues have been addressed under the RegionalPriorities heading, reinforcing that water solutions need to be social (behaviour change), environmental(different practices) and economic (diversification and innovation). SA Water provides the main regional centres with filtered water. Townships and smaller residentialareas rely on other sources, primarily rainwater. Pressurised piped irrigation infrastructure is availablethroughout the Riverland for horticultural use, supplied by the Central, Renmark, Sunlands and GoldenHeights Irrigation Trusts. SA Water’s continuing supply of water at domestic rates to livestock and intensive animal keepingindustries poses a risk to their sustainability. Flood levy banks are causing concerns In the Renmark Paringa Council area where towns werebuilt on a flood plain and the banks built in 1957 have had no significant work. Council research has shownthat flood events often come in twos and there is high likelihood of the recurrence of the 2011 floods.Priority water re-use projects for the region:1. Waterproofing the Rural City of Murray Bridge2. Mount Barker to Murray Bridge Waste Water3. Inland aquaculture4. Algae production for biofuels5. Community Wastewater Management SystemsLower Murray Floodplain:Dairy industry contraction (178 to

Energy There are two main electricity connection systems within the Riverland sub-region (Berri andNorth West Bend) with nine sub-stations. The key drivers of energy demand are human needs, SA Waterpipeline pumping, irrigation and processing of agricultural/horticultural products. Transmission anddistribution systems are privately owned. A project for a 1,000 megawatt gas-fired peaking powergeneration facility is underway at Tepko, which will provide power supply into the grid and help supportregional power supplies and investment into industrial development in the region. Natural gas to the Riverland is supplied via the transmission pipeline in Berri (which also suppliesMildura) and investigations have been undertaken into extending the gas supply to Waikerie, Renmark andLoxton. Gas is supplied to Murray Bridge and Berri from Envesta’s Riverland transmission pipeline. The SEAGas line has a take-off point at Tailem Bend to enable supply for future industry. Expansion of natural gasand electricity networks is considered a priority for food processing and other manufacturing. Electricity infrastructure is needed forindustrial development, in particular to supportirrigation expansion, poultry production and logisticsclusters. The region needs to advocate for provision ofinfrastructure. Renewable energy opportunities lie largelywith wind, solar and biofuels. There is limitedopportunity for geothermal under current technologies(see map sourced from South Australia: A Green Future,p20). The high cost of getting power has been a stumbling block for the Mid Murray area, and althoughthere are a number of energy developments in the region (power stations, wind farm), the cost of accessingpower remains a barrier to development.Priority energy projects:Solar power developmentsWind power developmentsGas fired power station (Tepko Flats)Biomass fuelSouthern Mallee supplyThree Phase power for animal industriesTransport Murray Bridge is located on a major arterial road transport route and on the Melbourne rail link (ajunction connects to standard gauge lines terminating at Loxton and Pinnaroo) and has easy transportaccess to Adelaide. Public transport in the region is largely delivered through a licensed passenger transport model(community transport) which provides patchy service and is a source of frustration for the public. TheMurray Bridge Urban Growth Plan identifies the need for an extension of the Adelaide Metropolitan publictransport system to Murray Bridge. The Murray and Mallee Regional Plan recommends upgrading publictransport to service local and regional communities and upgrading rail infrastructure. In 2008 the Monarto Common Purpose Group (RDA Murraylands Riverland, RDA Adelaide Hills,the Rural City of Murray Bridge, Alexandrina Council and the District Council of Mt Barker) undertook astudy to promote and advance investment and infrastructure development at the Monarto Commercial34

Precinct focusing on the development of an Intermodal Transport Hub and Airport at Monarto South andassociated supporting industries, for the Metropolitan Adelaide Industrial Land Strategy to be extended toinclude the Monarto Precinct. Other opportunities for Monarto include the establishment of an east/westfreight route linking the South Eastern Freeway (at Monarto) to the Sturt Highway and the mid north, thusreducing heavy vehicle freight in metropolitan Adelaide and connecting the wine regions of the Barossa,Clare Valley, Riverland and Fleurieu. Regional airports are essential for access to health services, business development, and providingaccess for regional labour to the fly-in-fly-out mining economies. There are licensed airfields at MurrayBridge, Loxton, Renmark and Waikerie, aerodrome upgrades are needed at Murray Bridge and Renmark. Anairport is planned for Mildura. Existing airport activity at Tintinara, Meningie, Pallamana, Waikerie andRenmark provides an important role in regional transport linkages, and an opportunity for growth andvalue-added transport based activity.Priority transport projects:“Northlink” (Adelaide Hills Rail Freight Bypass)Expanded Community Passenger NetworkMonarto Intermodal HubSturt Highway upgradeAviation in the Riverland/SunraysiaNorth/South Freight CorridorAdelaide Rail Freight Bypass (Northlink):Economic and Social Impact StudyFinancial cost/benefit analysis (estimated cost $250m) Total project cost $1.2b - $2b, creation of 1200 to 1400jobsHealth The Murray Bridge 10 Year Local Health Service Plan 2010-2019 summarises the health factors forits catchment (Murray Bridge, Mallee, Coorong) as:1. High degree of socioeconomic disadvantage, with significantly lower median incomes andunemployment of 7.1%2. 18.9% of the local population are one parent families and 39% of rental accommodation is providedthrough Housing SA.3. There are higher regional levels of risk factors for alcohol consumption, high blood pressure, obesity,physical inactivity and smoking than the South Australian average, and a higher prevalence of chronicdisease (arthritis, asthma, cardiovascular disease and mental illness).4. The region received Exceptional Circumstances funding during the recent drought.5. Aged care is a priority area, with the emphasis on keeping older people in their homes with supportservices.6. Aboriginal health is a priority area and cultural awareness and communications strategies are beingput into place.7. Higher than average younger population and fertility rate. The Barmera 10 Year Local Health Service Plan 2010-2019 summarises the health factors for itscatchment (Riverland and Unincorporated north of the River Murray) as:1. Very high level of socioeconomic disadvantage, with significantly lower median incomes.2. Slightly lower than average prevalence of chronic disease than the country SA average, but higher riskfactors for risky alcohol consumption, obesity, physical inactivity and smoking.35

Under the recent Health Reform Agreement the Australian Government will become the dominantfunder of public hospitals; fund 60 per cent of building, equipment, teaching, training and services; takepressure off public hospitals by improving the health care provided in the community; and fund all GP andprimary care services and all aged care services. Within the region, this will result in two main levels ofchange:1. At Primary Healthcare Provider level (Medicare Local: GPs, Physiotherapists etc. which are the firstport of call for patients) new areas will be established (with three start dates: 1st July 2011, 1st Jan2012 and 1st July 2012 – the Murraylands & Riverland roll-out is expected to be in the second orthird round). This is not expected to create a huge change to the region. Within this region, there arecurrently four administrative clusters and under the new arrangements, funding will be centrallyallocated and distributed to each area, so the existing three divisions of GPs in the area currently willneed to combine to form one entity.2. At the hospital level local Health Networks will be established moving ownership and control ofhospitals from the State Government through Country Health SA (which covers non metropolitanSouth Australia) to Local Health Network Rural SA supported by Health Advisory Councils who consultwith the community and communicate with the Minister for Health. The main change is expected tothe level of involvement of local communities with greater activity in the planning, and greater liaisonand cross-cooperation between the hospitals in the region. Ten year Health Care Plans are underdevelopment with the main actions focused on next three years.Funding cuts have been announced for the Keith & District Hospital, which services the SouthernMallee and Coorong regions.Health and Aged Care Projects:Building regional capacity to meet current and future community needs and expectationsTwo regional hospitalsConsideration given to smaller community centres to support hospitals and care facilitiesSpecific assistance to maintain aged care services in a situation of growing demandThe Commonwealth Government recently announced $6.6m for a Riverland Oral Health Centre.36

Housing Housing availability near employment and services and housing affordability remain issues acrossmuch of the region. A number of Councils within the region are focusing on the provision of suitablylocated and zoned land to provide improved housing options, and the National Rental Affordability Scheme(NRAS) that provides incentives to the business sector and community organisations to build dwellings andrent them to low and moderate income households at 20 per cent or more below market rent rates isexpected to generate increased investor attention. Housing allotment production in the Adelaide Hills and Murray Bridge area almost doubled in thelast five years, primarily driven by new housing at Mt Barker and the increasing size of ‘minor’developments - now averaging 175 allotments 20 (see allotment production graph). As of 2009 (HELSPReport), Murray Bridge had 266 ha zoned for residential use. The dwelling type in the Adelaide Hills andMurray Bridge region is changing over time, with proportionally fewer detached homes (urban and rural)and more retirement village units (HELSP Figure 3.28). Residential growth is mainly expected inMurray Bridge and Mannum. Communities outside ofthese ‘hot spots’ are expected to suffer populationdecline, and rural population sustainability is asignificant community concern. The RDA is workingwith developers to identify land for residentialdevelopment that will help maintain rural townships aswell as provide affordable housing options, particularlyas these options could be attractive to retirees andholidaymakers. WSUD (water saving urban design) needs tobe applied to all new developments or redevelopments.Conversion of productive land to residential and othersensitive uses through inappropriate town expansion or subdivision into rural living blocks is discouragedas it can compromise the capacity and productive efficiency of farm operations, although residential livingdoes create an opportunity for new populations if it can be done without impacting on agriculturalproduction. Housing for temporary and seasonal workers is needed to support the livestock processing,viticulture, horticulture and mining industries in the Southern Mallee, Riverland and Murray Bridge areas.Priority housing projects:Affordable housingProvide suitable subdivisions for housingRural City of Murray Bridge Structure PlanEducation A major investment in a range of quality education facilities and the development of tertiaryeducation and vocational training programs is positioning the region as a leader in the rural educationsector, brining young students and families into the region with fresh ideas and increased vitality. TheMurraylands Education Precinct has been earmarked in the Murray Bridge Urban Growth Plan as a centrefor education and training, and the Riverland Education Precinct is a key project in the RiverlandInvestment Prospectus. The Commonwealth Stimulus Packages provided educational investment in the20 HELSP Report, p12337

egion under three initiatives: National School Pride Program $6,275,000; Science and Language Centres for21 st Century Secondary Schools $6,718,966; and Primary Schools for the 21 st Century $65,800,00. Theseinitiatives will have a flow-through effect on employment and business revenues. South Australian Government further education initiatives in the region(s) include: TAFE SAcampuses and distance learning; South Australia Works (vocational skills); Productivity Places Program(funding to assist businesses to develop the skills of existing staff); and professional development programsto enhance the skills of education and training providers. DFEEST Regional Coordinators area co-located inRDA offices in the Murraylands and Riverland. Through its Skills for All program, DFEEST has committed $194m to 2017 to provide an additional100,000 places in vocational education, in summary this will mean:1. Students on a prescribed VET pathway will be eligible for a government funded subsidy linked to thelevel of qualification to meet their training needs and the needs of industry.2. Additional learning support will be provided for the most disadvantaged.3. Students will be able to choose their training provider, which means that funding will depend on thenumber of people providers attract to a course, rather than being funded to put on a course. This willhave ramifications for regional people and regional TAFEs, because in most rural areas TAFE runs veryfew courses (in the Riverland the most common courses are Community Services (Aged Care, Youth,Children’s Services), Food and Beverage, Business, basic apprenticeship skills (e.g. welding, mechanicsand construction), and Hospitality (RSA and Gambling) and currently providers can advertise a courseand hope they get enough students enrol, but under the Skills for All program, providers will not beable to offer courses unless they have the appropriate numbers of students, which suggests that TAFEwill run fewer courses in this region (especially as TAFE courses are more expensive than other RTOs)and will therefore need less staff. Other RTOs in the Riverland are quite specific (GrowSmart Trainingdo Horticulture and Conservation; River Murray Training do Horticulture, IT and Business; and MADEC,based in Mildura, offers courses in Retail and Aged Care in Berri), even though the quality of trainingis good, there are limited options for local study.4. Most students will travel to Adelaide to study or (if there is access to broadband) use e-Learning.5. Employers in key industries will be able to co-invest via the Skills in the Workplace initiative to up-skillemployees to support workforce development and employers will be able to access independentworkforce development advice to identify workforce development needs and broker relevant trainingand support.6. This program will see increased exploration of the potential for education centre in regionalcommunities where TAFE SA facilities are shared with schools, universities or other providers.7. Skills for All providers will receive subsidies for delivery in rural locations based on the AccessibilityRemoteness Index of Australia (ARIA).Loss of young people from the region is contributing to an ageing workforce, constraints on economicdevelopment, diminished access to people with tertiary qualifications and social dislocation. The lackof quality co-located educational services is contributing to the outward migration of young people.Local LCP and Youth Services programs address youth skills issues, engaging business and industry insustainable partnerships that support young people’s knowledge of future workforce needs andimprove their education and transition outcomes. One example of programs funded by DFEEST isSchool and Beyond, a non-profit organisation providing services across the Murraylands, Mallee andRiverland, that works collaboratively with young people in the transition through the educationsystem and transition to employment, training or higher education and operates from offices inMurray Bridge and Berri.38

Aboriginal young people are at greater risk offailing to complete secondary, vocational and furthereducation. DEC’s Aboriginal Strategy 2005-2010 aimed toincrease secondary participation to 50% by 2010through collaboration to provide structured workplacelearning.Priority education projects:Murraylands Education PrecinctRiverland Education PrecinctUniversity developmentsMurraylands Education Precinct: Stage 1: refurbish existing TAFE, new Independent LearningCentre, establishment of University presence Cost estimated at $13m 110 jobs created in construction phase,65 ongoing jobs in the education sector A business case and Concept Plan have been prepared Support for cost of infrastructure neededRiverland Education Precinct:Based around existing Flinders University Rural ClinicSchool at Renmark with 10 key stakeholders$2m seed funding securedFunds required from Federal Government for infrastructure39

Social services The Australian Early Development Index highlights alarming statistics relating to children at risk inthe region with a very high proportion of Murray Bridge and Mannum children in the highly vulnerablecategory based on physical health and wellbeing, social competence, emotional maturity, language andcognitive skills and communication skills/general knowledge. Sobels (p24) reported that during the drought there was a withdrawal of volunteers, as peoplestayed home or worked longer hours to ensure survival of their business, thus reducing the coordinationcapacity of the community with a subsequent loss of local groups and organisations. This led to a loss ofpersonal networks as bonds between sport, church and youth groups were cut when key linking peoplewithdrew, reducing social capital and affecting the capacity of the region to rebuild when good weatherconditions returned. There was a strong perception that Government priorities do not afford sufficientstatus to rural communities, a sceptical feeling exacerbated during the decade-long drought.Arts and Culture Country Arts SA focuses on developing skills within communities with advice and support to assistcommunities to generate their own arts activities, aimed at improving opportunities for employment andprofessional development of regionally-based artists. The organisation manages five professional theatres,develops visual and performing arts touring programs, provides advice and support to regionalcommunities through regionally-based arts officers and grant funding programs, and advocates for thecontinuing development of the arts in regional South Australia 21 , including the upgrade of the ChaffeyTheatre at Renmark.Recreation A number of upgrades to the riverfront at Murray Bridge, and the development of green corridorsare recommended in the Murray Bridge Urban Growth Plan. Riverland communities are supportingrecreation and sporting precincts to provide qualitysporting and multi-use venues that cater for the needsof surrounding towns.Sport and Recreation Projects:Riverland sporting and recreational precinctsRiverland Sporting and Recreation Precincts: Cost sharing for clubs 25 Regional Stakeholders Federal Government support needed for infrastructure21Country Arts SA’s Priorities and Directions, p240

Regional InvestmentTwo Regional Investment projects have occurred in the region, the Murraylands RIO, and theRiverlands Regional Prospectus. The priorities in these two projects will frame the RDA RoadMap’s strategic priorities.The target areas for the Murraylands Regional Investment Opportunities Project are:1. Alternative energies2. Education and skills training3. Food processing – higher value-add4. Horticulture, aquaculture, viticulture5. Housing6. Intensive animal production7. Manufacturing and mining8. Retail9. Recreation and retirement10. Transport logistics11. Tourism12. Water use and re-useThe priorities for the Riverlands Regional Prospectus are:1. Pre-retirement, retirement and immigration: increasing the number of people in pre-retirement andretirement living by a factor of 2.52. Additional new food and beverage manufacturing: targeting outputs in excess of $100m3. Tourism: doubling the current visitor nights to 1.34m nights per annum4. Education: increasing by 5,000 the number of students attracted by key educational linkages andspecialisation across quality secondary and tertiary providers5. Local business development: internal and external attraction of key businesses collectively increasingthe gross regional output by $30m.41

SWOTINTERNAL - CONTROLLEDEXTERNAL – UNCONTROLLEDStrengths Local people, knowledge andoperations Operate locally Capacity to organise groupsand information for lobbying Ability to apply for funding asa non-profit Indigenous businessdevelopment capacity Good team with diversity ofskills and knowledge Good brand and track record Experience Accessible Employment programs Facilitate businessdevelopment Community relationships andpartnerships Ability to connect withgovernment and thecommunity Address economic, social andenvironmental Have the support of thecommunityWeaknesses Coordination andcommunication could beimproved Systems (database, CRM,policies and procedures) needwork Narrow focus Board structure IT competence Sub-regional divisions The logistics of operating in alarge regionOpportunities Industry development andinvestment Regional business growth Research and development Renewable energy projects Additional funding New industries Climate changeThreats Funding cuts Short term projects Under-resourced for size of task Lack of investment in region Population change Industry failure Natural disaster Change of government policies42

Strategic Plan1. Regional diversification and restructuring1.1. Organisational resourcing, development and marketing1.1.1. RDA M&R will invest in ongoing skills development training for all staff and Board Members.1.1.2. RDA M&R will actively work to leverage strategic project funding.1.1.3. With strategic partners, RDA M&R will invest in an ongoing branding and communicationsstrategy to promote the RDA framework.1.1.4. RDA M&R will invest in ongoing marketing and communications activities that promoteemployment growth.1.2. Investment attraction1.2.1. RDA M&R will continue to actively attract investment in the 12 target areas identified by theMurraylands Regional Investment Opportunities project and the five target areas for growthidentified in the Riverland Prospectus and Investment Strategy.1.2.2. RDA M&R will identify and develop ‘shovel ready’ projects (including road freight and logisticsinfrastructure) in readiness for grant funds and stimulus programs.1.2.3. With strategic partners, RDA M&R will invest in an ongoing branding and communicationsstrategy to promote the RDA framework.1.3. Renewable energies and infrastructure1.3.1. In collaboration with strategic partners, RDA M&R build demand aggregation studies that presentcompelling cases for all forms of infrastructure and alternative energy generation, includingpower, water, waste water, saline water, gas and sustainable technologies.1.4. Redevelopment of ‘retired’ industry sites1.4.1. RDA M&R will seek funding for research into best use of retired industry/agricultural sites such asthe dairy lands in the lower Murray area.1.5. Capitalising on the defence and resources sectors1.5.1. RDA M&R will work with regional businesses to identify and promote the region’s capacity tosupply and support the defence and resources sectors.43

2. Innovation2.1. Research and development2.1.1. An R&D gap analysis will be conducted for the Murraylands and Riverland and a regionaleconomic R&D plan developed to provide comparable intelligence across the region in preparationfor future Road Maps.2.1.2. RDA M&R will undertake an R&D priorities study, identifying sector needs and opportunities andpotential research partners and focusing on the innovative opportunities in industries such asinland saline water use, renewable energies and regional economic diversification.2.1.3. RDA M&R will maintain a focus on evidence-based strategy to ensure industry development andinvestment attraction are based on sound planning and regional capacity to deliver.2.2. Improving the health of the River Murray2.2.1. Based on the outcomes of the Murray Darling Basin Plan, identify economic, social andenvironmental opportunities to improve the health of the River Murray while maximisingsustainable regional lifestyles.2.3. Workforce planning2.3.1. Working with strategic partners (DFEEST) and businesses, RDA M&R will assist employers toidentify future skill needs and develop workforce plans to address future skills gaps.2.4. Revitalisation of the regional tourism industry2.4.1. RDA M&R will assume a leadership role in regional tourism development to complement the newSATC directions, focusing on infrastructure, experience and product, industry development andmarketing, and supporting the development of sub-regional priorities such as the Riverland’sintention to be the “gateway to the Murray”.2.4.2. RDA M&R will support the implementation of the River Walking Trail.2.4.3. Business coaching will be developed collaboratively between tourism stakeholders.2.4.4. With strategic regional partners, RDA M&R will explore and implement a range of opportunitiesfor eco-tourism.2.5. Value chain improvement in food and beverage2.5.1. RDA M&R will actively lobby for, and implement, the next generation Regional Food Plan.2.5.2. RDA M&R will provide strategic coordination and advocacy to the regional wine and beveragesindustry sector.2.5.3. RDA M&R will work with strategic partners to develop an integrated food and wine tourismstrategy.2.5.4. RDA M&R will continue to scope new primary industries suited to the region’s climate and finitenatural resources, through development of a capacity audit identifying business opportunitiesand, facilitation of infrastructure development, and hosting a forum on the findings of the auditand planning.44

3. Building community capability and resilience3.1. Strengthening social capital3.1.1. Collaborate with strategic partners to promote education and social policies that enhancecommunity infrastructure and development, and encourage population stabilisation and futuregrowth.3.1.2. Working with local groups and committees, RDA M&R will identify strategies that support greaterconnectivity between groups and encouragement of new residents as active civic participants.3.1.3. RDA M&R will provide leadership and facilitation support to the development of regionalrecreation and sporting facilities that increase regional amenity.3.1.4. RDA M&R will provide leadership and facilitation support to the development of strategicresponses to the needs of youth, the aged, migrants and Indigenous people.3.1.5. Maintain a cross-agency perspective and facilitate integrated planning and government servicedelivery.3.2. Skilling for the future3.2.1. Working with strategic partners (particularly DFEEST), training providers and employmentagencies, RDA M&R will promote future skill needs to encourage development of local capabilityto fill future skills gaps.3.2.2. RDA M&R will promote environmentally-sustainable energy, water, waste and carbon practices toposition the region to attract sustainable investment.3.2.3. RDA M&R will provide ongoing leadership and facilitation to implement the MurraylandsEducation Precinct concept and support the Riverland Futures Taskforce to implement strategiesfor education development in the Riverland.3.2.4. With strategic partners, the RDA M&R will identify training and development required bybusinesses, social/health/education services and residents to capitalise on the National BroadbandNetwork and encourage take-up of preparatory training.3.3. Developing a sound economic base3.3.1. Provide and facilitate business development services that recognise small business as the enginehouse of the Australian economy and enable small business to contribute to a strong anddiversified regional economy.3.3.2. RDA M&R will work with regional partners to explore opportunities for affordable housingdevelopment across the region.3.3.3. Retirement living will be a priority for population stabilisation and growth and improved localinvestment, RDA M&R will facilitate an audit of land suitability, regional synergies and marketing,development of a costed business model and partnerships with activity providers, and a regionallaunch.45

Reference DocumentsAustralian Government (2009) Keep Australia Working. October 2009.Australian Government (2009) Closing the Gap for Indigenous Australians.Australian GovernmentClifford, B. (2008) Murraylands Jobs and Investment Forecast: 2009-2011. Murraylands RegionalDevelopment Board.Clifford, B. (2009) Murraylands Growth Update: 2009. Murraylands Regional Development Board.Country Arts SA (2011) Country Arts SA’s Priorities and Directions: A Consultation Discussion Paper. February2011. Government of South Australia.Department for Children’s Services (2011) DECS Strategic Directions 2011. Government of South Australia.Department for Children’s Services (n.d.) DECS Aboriginal Strategy 2005-2010. Government of SouthAustralia.Department for Environment and Heritage (2004) Living Coast Strategy for South Australia. Government ofSouth Australia.Department for Environment and Heritage (n.d.) No Species Loss: A Nature Conservation Strategy for SouthAustralia 2007-2017. Government of South Australia.Department for Families and Communities (n.d.) Five Year Strategic Plan 2009-2013.Department of Environment and Natural Resources. (2010) Improving Natural Resource Management inSouth Australia: Regional Integration of South Australia’s Environment and Natural Resource ManagementDelivery. October 2010. Government of South Australia.Department of Families, Housing Community Services and Indigenous Affairs (n.d.) Overarching BilateralIndigenous Plan between the Commonwealth of Australia and the State of South Australia to Close the Gapin Indigenous Disadvantage 2010-2015.Department of Further Education, Employment, Science and Technology (2009) Murraylands Employmentand Skills Formation Network for the Murraylands Region: Employment and Workforce DevelopmentStrategic Plan 2009-2012 (Part 2). Government of South Australia.Department of Further Education, Employment, Science and Technology (2009) Regional Profile Murray andMallee 2010. Government of South Australia.Gerardi, W. & Knapp, S. (2009) Regional Employment and Income Opportunities Provided by RenewableEnergy Generation. McLennan Magasanik Associates. Report to the Climate Institute. May 2009. Ref: J1742Report. Melbourne, Vic.Government of South Australia (2003) Advancing the Community Together: A Partnership between theVolunteer Sector and the South Australian Government. May 2003.Government of South Australia (2005) Housing Plan for South Australia. March 2005.Government of South Australia (2005) Strategic Infrastructure Plan for South Australia: Regional Overview2005/6-2014/15. Office for Infrastructure Development.Government of South Australia (2006) Improving with Age: Our ageing plan for South Australia. February2006.46

Government of South Australia (2009) Information Economy Agenda 2009-2014: Delivering our DigitalFuture.Government of South Australia (2010) Aboriginal Health Care Plan 2010-2016. SA Health. October 2010.Government of South Australia (2010) Barmera Bridge 10 Year Local Health Service Plan. SA Health. 30 June2010.Government of South Australia (2010) Department of Further Education, Employment, Science andTechnology: Strategic Plan 2010-2014. Department of Further Education, Employment, Science andTechnology.Government of South Australia (2010) Housing and Employment Land Supply Program Report 2010, GreaterAdelaide. Department of Planning and Local Government.Government of South Australia (2010) Murray Bridge 10 Year Local Health Service Plan. SA Health. 30 June2010.Government of South Australia (2010) Prospering in a Changing Climate: A Draft Climate ChangeAdaptation Framework for South Australia – Draft for Public Consultation. December 2010.Government of South Australia (2010) South Australia: A Green Future. Department of Trade and EconomicDevelopment. November 2010.Government of South Australia (2010) Water for Good: A plan to ensure our water future to 2050.Government of South Australia (2010) Youth Connect: South Australia’s Youth Strategy 2010-2014.Government of South Australia (2011) Murray and Mallee Region Plan: A volume of the South AustralianPlanning Strategy. Department of Planning and Local Government.Government of South Australia (2011) Skills for All: The Strategic Direction for Vocational Education andTraining in South Australia 2011-2014. Department of Further Education, Employment, Science andTechnology.Government of South Australia (n.d.) River Murray – South East NatureLink Plan.Government of South Australia (n.d.) South Australia: The Defence State. DefenceSA.Government of South Australia (n.d.) South Australia’s Health Care Plan 2007-2016.Hackworth, P. (2011) Implementation Plan: Regional Winegrape Pilot Project. Rural Financial CounsellingService of South Australia. 7 th January 2011.Herraman, A. (2011) Submission: Design of the Carbon Farming Initiative. RDA Murraylands Riverland. 15 thJanuary 2011Hudson Howells (2010) Regional Infrastructure Audit Report. Riverland Futures Taskforce. March 2010.Hudson Howells (2010) Riverland Regional Prospectus. Riverland Futures Taskforce.Macquarie Capital Advisers Limited (2010) Green Grid: Unlocking Renewable Energy Resources in SouthAustralia – a feasibility assessment of transmission and generation potential for 2000MW of wind energy inthe Eyre Peninsula. Baker & McKenzie, Worley Parsons Resources and Energy, Macquarie Group.Mooney, C. & Tan, P-L. (2010) Critical Times – Practical Measures: Pilot Social Impact Study of changes inwater availability below Lock 1 in South Australia: Informant Report. Griffith University, CSIRO, NationalWater Commission. Accessed 17-4-2011 athttp://www.rdamurraylands.org.au/fileadmin/user_upload/docs/SIA_Murray_Informants_Report_V2.pdfMurray Darling Basin Authority (2011) Guide to the Basin Plan. Thebasinplan.mdba.gov.au/guide. Accessed18/04/2011.Murraylands Regional Development Board (2007) Strategic Directions Snapshots: Murraylands InvestmentAttraction Plan. Regional Investment Opportunities Project.47

NBNCo Ltd (2011) Broadbanding Australia: National Broadband Network Information Pack.Primary Industries and Resources SA (2010) Grape Wine ScoreCard Results 2009/2010. November 2010.Government of South Australia.Primary Industries Skills Council & the Food, Tourism and Hospitality Industry Skills Advisory Council (2010)2010 Agrifood & Wine Industry Workforce Action Plan.RDA Murraylands Riverland (2010) Response to the SA Government on the Murray and Mallee Region Plan.September 2010.RDA Murraylands Riverland (2011) Presentation to Minister O’Brien and Senator Farrell. Thurs 3 rd February2011.Rural City of Murray Bridge (2007) Murray Bridge Urban Growth Plan.Sobels, J. (2007) The Social Impact on the Lower Murray and Lakes Region during 2007-08 of Another Year ofLow River Flows. Primary Industries and Resources SA. February 2007.Social Inclusion Board (2009) Choices and Connections: The Better Pathways Service Approach for YoungPeople with Disabilities. Government of South Australia.South Australian Murray-Darling Basin Natural Resources Management Board (2009) Regional NRM Plan.South Australian Social Inclusion Board (n.d.) Stepping up: A Social Inclusion Action Plan for Mental HealthReform 2007-2012.South Australian Tourism Industry Council (2011) Draft Regional Tourism Growth Plan: 2011-2014 Proposal.Taylor-Newman, L. & Balasingham, M. (2009) Sustaining Settlement in Murray Bridge. New Settler Services,Lutheran Community Care. Murray Bridge, South AustraliaThe Dynamic Group Alliance. (2010) Murraylands Education Precinct: Revised Business Case. MurraylandsEducation Precinct Working Party (Regional Development Australia Murraylands Riverland and the RuralCity of Murray Bridge)Tourism Research Australia (2010) Destination Visitor Survey, Strategic Regional Research: Murray RiverRegion (NSW, Vic, SA). Department of Resources, Energy and Tourism. Canberra. April 2010.Tourism Research Australia (2011) Regional Tourism Profiles 2009/2010: Murraylands Region. Departmentof Resources, Energy and Tourism. Canberra. January 2011.Workplace Research Centre, Faculty of Economics and Business, University of Sydney (2011) EnablingWorkforce Development: Insights from industries using e-learning. February 2011. Flexible Learning AdvisoryGroup.Zero Waste SA (2010) South Australia’s Waste Strategy 2010-5015: Consultation Draft. Government ofSouth Australia. August 2010.The content of this report authored by:Kristine PetersKPPM Organisational StrategistsMay 2011www.kppm.com.auFinal Design by:48

Unemployment data49

Summary of Council Strategic PlanningPrioritiesCouncil Period PrioritiesBerri Barmera CouncilFinancial sustainabilityStrategic PlanBusiness Plan2006-20162010/2011Balanced scorecardRedevelop Berri RiverfrontBerri Centenary celebrationsWaste Transfer StationsOpen Space Plan implementationCoorong DistrictCouncilStrategicManagement Plan2008-2012 Environmental sustainability:Coorong Sustainability Plan; stormwaterharvesting and effluent reuse; Economic prosperity: Attractingnew and supporting existing economic,industrial and commercial developments Social wellbeing: Enhancerelationship with Indigenous community andprotection of preservation of Aboriginalheritage Leadership: advocate for roll-outof broadbandDistrict Council ofKaroonda EastMurray2008-2012 Economic prosperity: developmineral resources opportunities; promote thevalue of primary and associated industries;encourage housing development; supportregional tourism Optimise the District’s physicalinfrastructure: minimise water use; transferstation; seek improved regionalinfrastructure; encourage broadband;maintain and improve roads Provide leadership in cooperationwith the community: communityengagement; youth and communityleadership support; advocate at Regional,State and Federal levels; leadership andgovernance Healthy lifestyle, community safetyand improved wellbeing: recognise value oflocal sporting groups and organisations;support volunteersProtect and enhance natural and51

Council Period Prioritiesbuilt environment: appropriate standard ofstreetscapes, parks, reserves and buildings;improve waste collection and recycling;support climate change strategies; identifyand implement renewable energy optionsDistrict Council ofLoxton Waikerie2010-2015 Economic growth anddiversification: business charter; attract newbusinesses and economic opportunities;ensure that land and infrastructure meetdemand; Development Plan facilitatesbusiness opportunities Encourage a vibrant tourismindustry: foster tourism by building on icons;targeted promotion and events; internationalrelationships; social networking tools formarketing Partnerships for economicopportunities: better understand needs ofprimary industry sector; address barriers tosmall business growth; supportimplementation of the Riverland InvestmentStrategy; identify and facilitate newdevelopment opportunities; adopt a regionalperspective Population Growth: targetedmarketing to attract new residents; businesspromotion strategy; learn from othercommunities how to respond to decliningpopulations Economic wealth: adopt EconomicDevelopment Strategy; create additionalcapacity to contribute to economicdevelopment; support new enterprises tobuild employment; encourage local skilldevelopment; development of access forheavy vehicles throughout the regionMid Murray Council 2006-2011Revised2008 Natural and built environment:improve environmental practices; policiesand processes to adapt to climate change;improve Council’s energy and waterefficiencies; protect sensitive areas throughcriteria for use of reserves; investigaterecycling and sorting facility; activelyencourage use of alternative energies; workwith NRM groups to support effective landmanagement; promote alternative wastewater systems; acknowledging ongoingrelationship of Aboriginal people with52

Council Period Prioritiescountry; Development Plan incorporatesenvironmental principles; planning protectsheritage Community: Redevelopment ofhousing suited to older people; lobby foraged care packages; support RDBs to addressemployment and infrastructure issues toattract new families and encourage youngpeople to stay in the district; consult withyoung people and encourage trainers to workwith young people to provide training andemployment opportunities; develop acommunications strategy to provide effectiveinformation; support community groups andvolunteers to optimise use of facilities andservices; streetscape and town improvement;support medical and health services to meetcommunity needs; provide services for peoplewith disabilities; promote the benefits ofculture and public art; promote the benefit ofrobust environmental health systems Economy: work with governmentand RDB to facilitate the community’seconomic goals; facilitate private sectorinvestment in appropriate development;ensure sufficient suitably zoned land to meetdemand; promoting primary production valueadd; facilitate the provision of housing whereneeded by families; prepare a Tourism Policyand partner with State Government andprivate sector to provide and promotetourism infrastructure and generate longerstays; employ a Tourism and EconomicDevelopment Officer Infrastructure, asset and facilitymanagement: efficient work practices;develop an Infrastructure and AssetManagement Plan; realise surplus assets forcommunity benefit; involve community ingreater use of underutilised assets;encourage adaptive re-use of historicbuildings to assist in retaining the heritagecharacter of townships Governance: strengthen thecapacity of Elected Members to provideleadership and direction; provide support toattract and retain high quality ElectedMember representationFinance and Administration:53

Council Period Prioritiesworking environment fosters productivityand responsiveness; staff training,development and involvement in decisionmaking;operational efficiency; maximiseopportunities to attract external funding;develop a Long-Term Financial ManagementPlan; commitment to OHS&W, public safetyand risk managementRural City of MurrayBridge2005-2013Amended2008 Core Recurrent Services andPartnerships Growth Management: implementthe 10 Year Growth Plan; define physicalplans for optimal development; position toattract business; respect and preserveheritage Infrastructure provision:coordinate and implement infrastructuredevelopment – roads, stormwater, wetlands,water, energy, effluent, waste,communications and freight; infrastructureguidelines for developers; planning andmanaging increased traffic flows Community planning and facilities:recreation and sport plan linked to theMurraylands Open Space Recreation andSport Strategy; consider new regional indoorrecreation and sports facility; forwardprogram for community, recreation andtourism events and facilitates development;develop the Murray Bridge Railway LandsTourist Precinct; investigate walking traildevelopment; promote Regional Art Gallery;enhance townships; advocate and lobby forcommunity access to health services; ensuresufficient open space as population grows;promote Murray Bridge as a regional servicecentre; establish an Education Precinct inMurray Bridge Environmental improvements:waste management plan; implementIntegrated Water Management Plan; explorealternative energy opportunities; conservenative vegetation; improve public access tothe waterfront Income generation: identifyadditional sources of incomeRenmark Paringa 2009- Community: open space strategy;assist community groups to access funding;54

Council Period PrioritiesCouncil 2014 promote the region’s community assets;Renmark Recreation Precinct Master Plan;seek funding for multi-purpose sportscomplex Youth recreation and well-being:recreation and leisure activities for youth;support youth involvement Quality of life for older people andpeople with disabilities: implementCommunity Access Action Plan; consultationand information Health and family support services:promote health services; support theprovision of services Cohesive community: supportsignificant events; consult; seek funding forcommunity projects; assist communitygroups to retain volunteers; prepareCommunity Plans Support creativity and learning:continue to develop library services; supportthe expansion of tertiary education; workwith the education sector to identifyalternative learning options Enhance public safety and wellbeing:animal control; support emergencyservices; introduce CPTED principles Economy: support RiverlandFutures Task Force and take a coordinatedregional approach to economic development;support the Riverland DevelopmentCorporation Industry and business attraction:review Development Plan; support thedevelopment of an economic profile andprospectus Vibrant and growing tourismindustry: regional partnerships; maintaininfrastructure and signage; support VIC andTourism Marketing; promote the Port ofRenmark Physical infrastructure that meetseconomic development needs: infrastructurereplacement program; seek external funding;implement recommendations from CalperumIndustrial Estate Development Strategy;township growth management plans; review55

Council Period Prioritiesstaffing and equipment levels Environment: implement IrrigationAudit; minimise reliance on River Murraywater for irrigation; promote innovation inwater use Attractive and functionalstreetscapes, parks, gardens and cemeteries:maintenance; implement Urban DesignFramework; prioritise open space reserves;tree audit, identify suitable land for cemetery Promote and enhance naturalenvironment: promote McCormick Centre;link Council initiatives to state and regionalNRM plans; provide information onsustainability to business and community;investigate energy efficient practices byCouncil Effective waste management:regional waste management approach;improve Council wastewater management Safe and reliable roads, footpathsand stormwater systems: maintain;implement Ten Year StormwaterManagement Plan; support trafficmanagement and safety Preserve local heritage, characterand identity: Section 30 Review; heritagesurvey Effective management of Councilassets: Ten Year Asset and InfrastructureManagement Plans Planning and building control:amendments to Development Plan; efficientassessment processes; support affordablehousing Management of environmentalrisks: Flood Mitigation Strategy; DistrictBushfire Prevention Plan; improveunderstanding of climate change Governance: planned managementprocesses; skilled staff; effective corporatesystems; customer oriented; effectivegovernance and leadership; communicationand consultationSouthern MalleeDistrict Council2008-2011 Adopt better practice managementof natural and built environment: waterconservation; sustainability within56

Council Period PrioritiesDevelopment Plan; streetscape and townshipimprovements; prioritise major link roads;increase the use of community assets; seekfunding to increase road budget Optimise financial andadministration services: build a culture ofproductivity; review Council’s rating policy;continuous improvement and training Stimulate a self-perpetuatingeconomy: website; support RegionalDevelopment Boards; facilitate private sectorinvestment through proactive planning Contemporary governance:support and attract high quality ElectedMembers; cohesive approach to the region Influence vibrant, resilient andhealthy communities: provide opportunitiesfor young people; develop communicationstrategy57

Our Local Government Partners –Berri Barmera CouncilCoorong District CouncilDistrict Council of Karoonda East MurrayDistrict Council of Loxton WaikerieMid Murray CouncilRenmark Paringa CouncilRural City of Murray BridgeSouthern Mallee District CouncilOur Government Partners -

Maximising Regional Capacity forLocal Business & our Community