Draft Annual Business Plan 2023-24

In alignment with the Long Term Financial Plan 2023­2033 and community feedback following engagement on the plan, Council has sought to minimise the impact of significant increases in inflation on ratepayers via adopting a Ӵsmoothingӵ approach to general rate setting.

What this means for the 2023/24 (year 1 of strategy) is that General Rates are proposed to increase by 5.6%* compared to March Adelaide CPI of 7.9%.

What this means for 2024/25 (year 2 of strategy) and 2025/26 (year 3 of strategy) is that General Rates will need to increase at a rate greater than CPI. The objective of the rating strategy is for General Rate income to be increased by CPI on average over a 3-year period.

More information on rate setting from page 8 of the Draft Annual Business Plan 2023/24.

We invite you to join the conversation on the 3-year rating strategy. Ask a question, make a comment, start a discussion.

Conversation starters:

 “There is confusion over who does what and how things work, how the whole process of local government works, how rates are set, where the money is spent, what people can do if they think rates are too high.”

“I have been a ratepayer at this property since 2004 and have experienced a huge jump in rates increases over the last 10 years.”

Community Wellbeing is the basis of everything we do and supported through safe, friendly and inclusive towns and neighbourhoods. High quality, accessible facilities and services enhance liveability, enable healthy activity and thriving sporting, artistic and cultural activity. We encourage and support individuals, local organisations and community groups in their endeavours and celebrate their achievements.

We invite you to join the conversation on our objectives, performance measures, projects and programs for community wellbeing in 2023/24 (from page 17 of the draft Annual Business Plan 2023/24). Ask a question, make a comment, start a discussion.

Conversation starters:

“Vibrant communities cannot be achieved if the investment is only in particular areas!”

“More maintenance spent in smaller communities.”

“People of our district love to get out and about on their bikes and walking when they feel safe to do so. Let's create a great network of safe and scenic walking/cycling tracks.”

“Let’s make sure that older people and people with disabilities are really factored into projects, make things really accessible, not just public facilities, but the way we consult, talk, and interact.”

The natural environment supports all life. With an intentional approach to management, community wellbeing and economic prosperity can be enhanced and sustained. We have the opportunity to strike a new deal where nature is defended against adverse human impacts and we evolve to lower our consumption and modify our lifestyles to live within sustainable limits. We acknowledge that humans are not separate from, but are in fact integrated with and dependent on the natural environment.

We invite you to join the conversation on our objectives, performance measures, projects and programs for ecological sustainability in 2023/24 (from page 21 of the draft Annual Business Plan 2023/24). Ask a question, make a comment, start a discussion.

Conversation starters:

"More needs to be done to encourage investment and take up of net zero emissions development and technology-assisted emissions reduction management systems."

" Promote and encourage lifestyles and the consumption of goods and services that have positive impacts on people, other species and ecosystems."

"Ensure that trees and other vegetation including vegetated roofs and vertical gardens are an integral part of the urban landscape."

The district’s economy is underpinned by low emissions, smart and sustainable industry and commerce that serves to improve community wellbeing and liveability. More people work locally than commute and investors are attracted by our innovative business and entrepreneurial environment, high quality employment opportunities and a supportive approach to long-term partnerships. Our economy thrives using the principles of regenerative and circular design, valuing nature and distribution of wealth, power and knowledge to all.

We invite you to join the conversation on our objectives, performance measures, projects and programs for economic prosperity in 2023/24 (from page 24 of the draft Annual Business Plan 2023/24). Ask a question, make a comment, start a discussion.

Conversation starters:

"Council needs to do more to develop the economic potential of town centres, activity nodes and main streets."

"Make sure that green infrastructure is prioritised in the development and renewal of town centres and main streets."

"There needs to be more support and investment in developing, and promoting local events, festivals and activities."

The Mount Barker District Council has a key role in the delivery of this community plan through effective representation, corporate capacity and leadership. This, plus community and business leadership and community engagement, communication and good financial management will help deliver effective community outcomes.

We invite you to join the conversation on our objectives, performance measures, projects and programs for leadership and good governance in 2023/24 (from page 27 of the draft Annual Business Plan 2023/24). Ask a question, make a comment, start a discussion.

Conversation starters:

"Provide more opportunities for the community to access and participate in decision-making processes and fully integrate community engagement practices into Council activities."

"More could be done to reduce council costs and have developers contribute more to infrastructure and projects."

The times demand that we are efficient, resourceful and intelligent in the way that we go about our business and deliver infrastructure and services. A smart community is one that uses available wisdom, knowledge, tools and technology to better itself and work towards a more equal and harmonious society and sustainable future.

We invite you to join the conversation on our objectives, projects and programs for working smarter in 2023/24 (from page 29 of the draft Annual Business Plan 2023/24). Ask a question, make a comment, start a discussion.

Conversation starters:

"Council should look at more ways to improve performance and service delivery across all Council functions where gaps are identified."

"More could be done to use technology to reduce excessive energy use and increased emissions."

Each year the population of Mount Barker regional centre grows by around 2.6%, although this has been significantly higher in the last two years. With this growth comes the need and expectation to provide infrastructure and services and protect heritage and community values as Mount Barker evolves into a small, modern and progressive city. Growth infrastructure is equally as important to the smaller towns and villages of the district as it is to Mount Barker in servicing residents and businesses.

More information on Wastewater services can be found in the of the Draft Wastewater Service Annual Business Plan 2023/24.

We invite you to join the conversation on our objectives, performance measures, projects and programs for wastewater services in 2023/24.  Ask a question, make a comment, start a discussion.

Conversation starters:

"Council should force developers to pay more for wastewater infrastructure."

"I am in a township that doesn't have Council wastewater services. Why should my rates be paying for upgrades to this infrastructure and delivery of the service."