riverland strategic plan brief

7/29/2019 Riverland Strategic Plan Brief

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Riverland RegionIntegrated Strategic Tourism Plan

- Project Brief -

An initiative of South Australias Sustainable Tourism Package

A Partnership of Renmark Paringa Council, Berri Barmera Council, District Council of LoxtonWaikerie, Mid Murray Council, Riverland Development Corporation, Riverland Tourism

Association, Department of Environment and Heritage and South Australian Tourism Commission

DECEMBER 2004


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Riverland Tourism RegionIntegrated Strategic Tourism Plan

- Draft Project Brief -

An initiative of South Australias Sustainable Tourism Package

PART 1 BACKGROUND

1.1 INTRODUCTIONSouth Australias tourism vision is to be an inspirational leader in innovative and sustainabletourism. One of the critical success factors in this regard will be enhancing the visitor experiencethrough best practice development in regional destinations.

However, the States current Development Plan containing the planning policy against which all

new development is assessed is not aligned with the States tourism strategy. As a result, it isnot geared to facilitate economically viable and sustainable tourism and stands as a majorimpediment to achieving South Australias tourism vision.

Within the context of the States tourism vision, this brief is for the preparation of an integratedstrategic tourism plan for the Riverland region, which will inform changes to the Development Plan.

It should be noted that this brief does not represent a conventional approach to strategic planningfor tourism. The key imperative is one ofalignment. That is, bringing into line the disparateelements of the tourism planning processin order to achieve clear economic, infrastructure, socialand environmental outcomes. It also involves alignment with related planning policy initiativescurrently underway.

This will require a relatively new and highly integrated way of thinking, analysis, consulting withstakeholders and reporting.

1.2 BACKGROUNDIn January 2003, the Government released the joint industry/Government South AustralianTourism Plan 2003-2008 Inspiring Partnerships for Sustainable Tourism. At the same timethe South Australian Tourism Commission (SATC), Local Government Association (LGA) andPlanning SA jointly released the Sustainable Tourism in Regional South Australia DiscussionPaper. [Both documents can be accessed on www.tourism.sa.gov.au and clicking on TourismPolicy & Planning, Key Publications]

These documentsexplain that South Australias future tourism performance depends on improvingthe States destination appeal. They also identify that sustainable tourism will only occur within aninnovative and responsive planning framework that is also geared to conserving our natural andcultural resources.

Within this framework all parties developers, assessing authorities, arbitration processes andcommunity interests must be clear and confident about intended outcomes and what kind ofdevelopment will, or will not, be supported.

During the consultation process for these documents there was general agreement that the bestway to ensure we get the change process right is to initiate a process of regional strategic

planning. This strategic planning will allow the regions to position themselves within the context ofthe States Tourism Plan and to charter long-term objectives, policies and directions for sustainabletourism growth.


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Sustainable tourism involves a comprehensive planning and development process, where:

tourism products draw from, and add value to, the quality of local resources, based on a soundunderstanding of market demand and motivations;

tourism development takes place within the context of all socio-economic development, withtourism options considered alongside other land-use development options;

the potential impacts of tourism on the environment are understood, managed and used as partof the visitor education; and where

the local population is involved in planning and management decisions.

An audit of the States Development Plan undertaken for the South Australian TourismCommission (SATC) in 2002 demonstrated that tourism development, whether specifically tourism(e.g. accommodation), or value adding (e.g. meetings facilities and/or restaurant in conjunctionwith a winery), is widely designated as non-complyingthroughout the State. This makes tourismdevelopment a greater risk for the investor.

This situation presents a major problem when SA is basing its sustainable tourism strategy on aderived approach to development (i.e. To be sustainable as a specialty tourism destination,future tourism development in the State will be derived from our authentic qualities, rather than

contrived or imposed SA Tourism Plan page 5).

The preferred approach is to make greater use ofconsent on meritin development assessment,where proposals are judged on their merits against best practice planning policies andperformance criteria. This is regarded as more desirable than to rely on the non-complyingapproval process to achieve sustainable development and long-term investment in tourism (seeAttachment 1 for explanation).

To foster an integrated sustainable approach to tourism development, the SATC is implementingthe Sustainable Tourism Package (STP). In short, the STP includes:

The high level State Tourism Plan which provides direction;

The integration of these directions into other policy instruments;

Regional strategy planning that will inform any planning policy changes; Regulation changes that will facilitate policy changes (e.g. changes to definitions and

development application requirements);

Guidelines that will provide developers with appropriate advice on development process,sustainable design and performance criteria;

A tourism development assessment process for proposals in sensitive locations;

Links to existing tourism accreditation programs to foster sustainable operating practices; and

Destination monitoring and management that will ensure objectives are being met.

Prospective tenders are advised to ensure they are familiar with the various components of thispackage and how they are designed to work together to deliver more sustainable tourism

development outcomes (see Attachment 2 for more details).

It is essential that the consultant is familiar with (1) the South Australian Tourism Plan; (2) theDiscussion Paper on Sustainable Tourism Development in Regional South Australia; and (3) theSustainable Tourism Package.

Within regions, fostering an integrated approach will also require an understanding of strategicplanning processes occurring within, and impacting on the Riverland.

Prospective tenders will need to be familiar with the role that (1) Council Strategic Plans; (2) thefour Councils Development Plans; (3) Councils Section 30 Development Plan Reviews; and (4)the (draft) State Infrastructure Plan can have in aligning sustainable tourism outcomes.


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1.3 OBJECTIVE

The objective of this project is:

Provide the Riverlandwith a strategic and innovative policy and planning

framework that will help attract and grow investment in sustainable tourismwithin the Region.

This will be achieved by preparing an Integrated Regional Strategic Tourism Plan for the Riverlandregion that will position the area as a leader in sustainable tourism development and management;provide direction on how to improve its appeal as a tourism destination; and will direct changes tothe Development Planto ensure a more effective and efficient way of dealing with developmentproposals.

At the end of this process, what we will have that we dont currently have, is an integration of thefollowing imperatives:

A clear vision, objectives and strategies for achieving sustainable tourism;

A differentiated positioning and branding strategy;

The identification of the types of development opportunities consistent with this positionstrategy;

The value of sustainable tourism recognised within sound regional economic policies;

The identification of the linkages with other sectors in order to better facilitate value-addingtourism;

The identification of tourism linkages with like / similiar tourism regions to leverage marketingopportunities;

Detailed recommendations for changes to each of the four individual Councils DevelopmentPlans policies to encourage sustainable tourism development;

Detailed tourism infrastructure priorities that support the opportunities and better use existinginfrastructure;

The identification of specific environmental management initiatives to manage growth; and a Clearly articulated implementation strategy and program.


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PART 2 SCOPE AND METHODOLOGY

2.1 SCOPE OF PROJECTFigure 1 provides an overview of the basic elements of the proposed regional strategic planningprocess and the key outputs. The fundamental components of this process are:

2.1.1 Context - The context for this regional strategy is the high-level South Australian TourismPlan. This is the fifth State Tourism Plan developed on a rolling basis since 1981. Like previousPlans, it was developed after extensive consultation including vision workshops, over 40community workshops and over 10 thematic workshops. As such it represents a shared vision fortourism in this State.

2.1.2 Inputs Consistent with Triple Bottom Line methodology the Strategic Tourism Plan will beinformed by the following critical analyses:

1) Economic Analysis This analysis will deal with the demandside of tourism. Its purpose is toidentify the potential for tourism to contribute to the economic well being of the region. Theeconomic analysis should include an overview of tourisms role in the regional economy; an

evaluation of the competitive environment; forecast tourism growth; alternative scenarios fortourism; and may include desired targets for growth (verified in the consultation process).

The economic analysis must include a detailed market analysis. This needs to be done relativeto the findings of the resource audit referred to below that is, cognizant of the need to matchthe potential markets with the project region attributes orexperience. This involves identifyingproductive target markets. It is important to identify the preferences, needs and expectations ofthe target markets and the implications for future tourism development.

Consultants have the option of requesting that the SATC prepare the market analysiscomponent of the project. Under this option, work prepared by the SATC will be in a timelymanner, in consultation with the Riverland Tourism Association, and with the cost of the market

analysis (only) being met by the SATC.

Consultants will however be required to integrate and align the market analysis component withthe economic, tourism resource, environmental and social analysis components of the project.

Consultants will need to demonstrate expertise in interpreting and aligning the market analysiscomponent of the project, bearing in mind its relationship to the economic and resource auditphase of the project.

2) Social Analysis The purpose of the social analysis is to identify the aspirations of the localcommunity in regard to tourism. It will also determine the values that the community wants tosee conserved and enhanced.

In addition to the visitor to host interactions this analysis should also be mindful of the inter-relationship between visitors. The social analysis should also identify any specific social issuesthat are either tourism related or potentially tourism responsive.

3) Environmental Analysis The purpose of the environmental analysis is to identify theopportunities to present and interpret the environment and to establish the precautions andlimitations to development.

This analysis should include an evaluation of the environmental values of the region. This mayinvolve an objective assessment of the conservation status, situational integrity and relative

scale of particular environmental associations. Any environmental threats from potentialtourism development should be assessed taking into account the likelihood, frequency andimpact of events.


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By relating environmental values to environmental threats, a risk index can be established. Thisshould subsequently be modified taking into account the capacity to manage the threatsidentified(e.g. through the Sustainable Tourism Package Developer Design Guidelineperformance criteria as translated into planning policy).

While this is provided as a possible methodology, the Steering Committee is open torecommendations from consultants on cost effective alternative methodologies for undertakingthe environmental analysis. The Steering Committee is also open to suggestions as to howLand Management Agreements (under Section 57 of the Development Act 1993), or otheroptions, could be used in sensitive locations to ensure management for sustainability.

It is essential that Consultants engage specialist environmental expertise for this component ofthe project if they dont already possess it.

4) Resource Analysis The purpose of the resource analysis is to assess the supplyside oftourism. This audit of the resources and attributes of the project region will underpin the market

and environmental analyses.

The resource analysis should include a general landscape analysis to help identify prioritytourism areas. This will be particularly useful when relating tourism policy priorities with otherpolicy areas (e.g. river developments, agriculture, wine and aquaculture.

5) Manageability Analysis An important component of this project, which is critical to theimplementation of any strategies developed, is an understanding of the communitys capacityto manage tourism based on the analyses 1-4 above. This analysis should answer questionssuch as, what pressures is future growth likely to impose the community and on infrastructure?What are the implications of tourism on the financial and management capacity of projectregion agencies?

Alignment of InputsIt is essential that Consultants demonstrate within the tender how they intend to integrate and aligneach of the analysis components.


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2.1.3 Consultation The analyses above should be presented to the community to both informdiscussion and also to verify the findings with local knowledge. Consultation should also identifythe communitys aspirations, values and vision for the project region.

Stemming from the statement of vision (which should comprise a concise statement and anamplified description) objectives and desirable conditions should also be established. Within this

context, the consultation will also identify other issues and opportunities that need to be accountedfor in the strategy and planning policy recommendations.

It is recommended that reference networks be used where practicable to provide focussedgovernment agency and key stakeholder input (i.e. wine industry, tourism bodies, NRM, Parksbodies & organisations); local knowledge and advice; and to act as a sounding board forrecommendations during the various stages.

These stakeholder groups should be convened on at least two occasions at the pre-communityconsultation phase and draft report consultation stage and should include representation asappropriate from the existing regional and area consultative committees.

Broader community consultation must also be widely held across the region. In this regard,consultation must take place at least within Berri, Renmark, Loxton, Morgan and Waikerie.Broader community consultation must take place at least once at the draft report consultationstage, and where necessary twice.

2.1.4 Core Output The core output of the project will be recommended changes to each of thefour Councils Development Plans to reflect the vision, objectives, opportunities and managementfor tourism (this should include specific area character statements and related planning policiesand principles).

It is not intended that the new policy provisions be overly prescriptive. Rather, they should be

designed to provide a greater degree of flexibility for tourism to value-add, while also providinggreater certainty of sustainable development (on a triple bottom line basis) through the use ofmeasurable and appropriate performance criteria.

2.1.5 Other Key Outputs - Other key outputs include:1) A clear positioning strategy linked with the SA Tourism Plan which leverages regional attributes

and assets;

2) Identification of appropriate partnership opportunities (value-adding) with other activities (e.g.agriculture, wine making, recreation and sport, conservation etc) that are enabled by the aboveplanning policies;

3) Identification of specific environmental management initiatives;

4) Infrastructure priorities that will support the vision, positioning and key opportunities;

5) The articulation of all of the afore-going work should help in the development at a later stage(separate to this project) of a list of desired conditions, indicators and benchmarks to determinethe health of tourism in the project region.


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2.1.6 Implementation Strategy To ensure the project achieves its intended objectives animplementation strategy is a crucial final output of the work. This must outline the next steps inusing the Strategys findings and recommendations.

This will include the mapping and analysis of stakeholders and the identification of processes,partnerships, responsibilities, potential funding sources and timings.

A crucial component of this consultancy will be to incorporate the findings of the ManageabilityAnalysis into this implementation strategy (see 2.1.2 (5), page 7). There is little point havingaspirations, setting objectives and making recommendations if the community does not have thecapacity to deliver.

The implementation strategy should therefore recommend how community capacity can be builtand the recommendations resourced. Consideration may need to be given to reviewing thecapacity of current structures that govern tourism, in order to provide recommendations for on-going ownership of the overall Strategy, as well as recommendations that will assist in theimplementation of strategies that do not clearly fall as a responsibility of each of the fundingpartners.

This section should also include the identification of how a positive investment environment couldbe created other than facilitative planning policies (e.g. opportunities for Council and/or theDevelopment Board to take an entrepreneurial approach within the sound policy framework).

The Local Government Association (LGA) in conjunction with SATC, proposes to initiate a LocalGovernment Tourism Health Check across all Councils (i.e. a series of indicators that benchmarkCouncils engagement and readiness in tourism). This may be of some value in identifyingimplementation strengths and weaknesses.

2.2 METHODOLOGY FOR ALIGNMENTFigure 2 outlines the crucial process of aligning the various components of the tourism marketing

and development process.

As this Figure shows, a significant component of the methodology is to align:1) the project regions positioning strategy (which may consist of components reflecting the

diversity of the project region) with the relevant components of the States positioning strategy;

2) future development directions and opportunities to underpin and reinforce this desiredpositioning strategy;

3) infrastructure priorities with these development directions and opportunities; and

4) Development Plan policies that support the positioning strategy and development directions

(i.e. the total sustainable tourism experience).

Within this context, the project will also involve aligning the following inter-related elements:


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2.2.1 Regional Brand Analysis Being clear on a destinations positioning and branding is thecornerstone of successful tourism marketing and development (see Attachment 3 Glossary ofTerms for an explanation of these terms).

South Australias tourism positioning has been developed after twenty years of market research,analysis and evaluation (and five State Tourism Plan consultation processes over the sameperiod). South Australias position and branding approach is summarised within Attachment 4.

It is intended that the region align with the State position and brand by going through a similaranalytical process.

2.2.2 Regional Resource Audit This positioning and branding work needs to be informed by aprocess of auditing the regional attributes, assets and activities (see 2.1.2 (4), page 5).

2.2.3 Opportunity Identification The resource audit will not only contribute to the positioningstrategy, it also identifies the opportunities for improving destination appeal, either through newdevelopments (gaps or undersupply), rejuvenation ofexisting products, or through value adding toother sectors. These opportunities should relate to market expectations, preferences and needs interms of both broad market appeal as well as niche markets appeal (special interests).

2.2.4 Product Linkages The linking or bundling of visitor experiences provides a greater criticalmass of appeal as well as a more coherent destination. These linkages may take a linearform,where complementary products are connected by road or trail routes, and/or a hub-andspokeform where the visitor radiates out to a variety of attractions from a base destination.

Identifying these linkage opportunities (which may include cross-border opportunities) is importantin terms of identifying infrastructure requirements and signposting (and of course subsequentmarketing).

2.2.5 Infrastructure Provision To support the positioning strategy and development

opportunities a program of infrastructure requirements must be identified. This will includeidentifying and detailing:1) infrastructure required to support investment;2) infrastructure required to provide for visitor needs;3) infrastructure required to manage visitors impacts; and4) describing opportunities for the interpretation of features of visitor interest.

This program of work should be linked to the capacity to deliver tourism and tourism relatedinfrastructure within the context of broader infrastructure demands on the community (e.g. roads,waste disposal etc). See Section 2.1.6 Implementation Strategy.

2.2.6 Planning Policies The development opportunities identified should be translated into new

planning policies that encourage sustainable development (i.e. development that taps a marketneed, leverages existing resources, demonstrates an ability to deliver against agreedenvironmental standards and is deemed acceptable by the community).

This regional strategic tourism planning work is being donewithin a dynamic policy environment. Itis therefore important that the consultant is familiar with, an appropriately aligns thisplanning policy work with Planning SAs Better Development Plans initiative (formerlyDevelopment Plan Improvement Program [DPIP])and Councils Section 30 Development PlanReviews.

Planning policies should also be crafted bearing in mind the performance criteria for tourismdevelopment, which will be contained in the Tourism Developer Guidelines being prepared as an

integral part of the Sustainable Tourism Package.


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PART 3 CONSULTANCY DETAILS

3.1 PROJECT MANAGEMENTThe project process will be overseen by a Steering Committee comprising the key fundingpartners. This Committee comprises:

Riverland Tourism Association

District Council of Loxton Waikerie Renmark Paringa Council

Mid Murray Council

Berri Barmera Council

Riverland Development Corporation

Department of Environment and Heritage; and

South Australian Tourism Commission.

3.1.1 Roles within Project Management

Project AdministrationThe Project Manager acting on behalf of the Steering Committee for day- to-day management of

the consultancy will be Ken Smith, Regional Development Corporation.

The Project Manager will act as the first and only point of contact for the consultants and forSteering Committee members on administrative and non-directional matters.

Direction and AdviceThe Steering Committee will meet on a monthly basis. It is a requirement that the Consultant willmeet with the Steering Committee for direction and advice at each of these monthly meeting.

The Project Mentor will be David Crinion, Manager Policy and Planning, South Australian TourismCommission. David will provide strategic guidance to the Steering Committee.

3.2 CONSULTANCY TEAMDue to the comprehensive nature of the project, a suitably qualified and experienced consultancyteam will be contracted to prepare the Tourism Plan.

The consultancy team must demonstrate outstanding strategic/ integrative planning capabilitieswith specific competencies in providing, and importantly interpreting and aligning economicanalysis, environmental analysis and planning policy development.

Consultants may wish to consider forming appropriate alliances in order to provide the range ofspecific competencies required.

3.3 CONSULTANTS PROPOSALConsultant submissions should contain:1) Detail of the project process that reflects and demonstrates a sound understanding of the

scope of work and the alignment methodology.

2) A critical path indicating the proposed milestones and dates of completion for each of thestages of the project (described in the scope of work).

3) Any suggested variations to the prescribed methodology defined in the scope of work andalignment methodology.

4) A consultation strategy that demonstrates an understanding of the relevant needs of the region.


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5) A detailed fee proposal indicating specific hours allocated for each identifiable task of theproject, costs relating to team members and the anticipated time and travel involved in eachtask (costs are to be inclusive of GST and include GST as a separate item).

6) The expectations of any input from SATC and other stakeholders.

7) Demonstration of the capability to undertake the project and the expertise and experience that

is available within the project team.

8) At least one member of the project team must be a person with prescribed qualificationspursuant to the Development Act 1993 and Regulations, with no less than five years relevantexperience.

3.4 EVALUATION PROCEDURES AND METHODOLOGY

3.4.1Overview

Tenderers should note that the Steering Committee reserves the right in its absolute discretionprior to concluding the evaluation process to;

Seek clarification in relation to information submitted by any tenderer, or seek furtherinformation from any tenderer, in any way the Steering Committee sees fit including, withoutlimitation, by contacting the tenderer;

Take into consideration any other information it has that is relevant to the evaluation;

Cancel, vary, supplement or supersede any documentation or confirmation issued in relation tothis Tender; and

Provide clarification or other information in relation to this Tender to any tenderer.

The Steering Committee is not obliged to identify a shortlist or to select any Tenderer as a shortlisted party, nor is the Steering Committee required to give reasons for selecting, or failing toselect, any Tenderer as a short listed party or otherwise.

3.4.2 Evaluation Process

All Tenderers will be evaluated on the basis of the evaluation criteria defined in Section 3.4.3. Theevaluation criteria are not listed in any particular order and may not be accorded equal weight. Anyweighting applied to the evaluation criteria will not be made available to Tenderers either prior to orafter receipt by the Steering Committee of Submissions.

During the evaluation, Tenderers may be excluded from further evaluation. The ranking of anyTender will not be disclosed at any time during or after the evaluation process.

3.4.3 Evaluation Process

The objective of the evaluation process is to identify those Tenderers that have the financialstanding, suitability, and capacity, capability and credibility to successfully undertake the project asdefined in 2.1 Scope of Project and Project Objective as defined in 1.3 (Objective). The specificcriteria to be used for evaluation of Tenderers will include, but not necessarily be limited to, thefollowing:

1) A demonstrated aptitude and capacity for strategic/integrative thinking and planning;

2) The clarity of the process outline submitted and its relevance to the objective, scope of workand alignment methodology;

3) Demonstrated capacity and skills to undertake the project specified, including team profile andtime commitment of each team member;


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4) The competencies, reliability and reputation of the consultancy team;

5) The cost of the consultancy (based on value for money);

6) Breakdown of hours and fees for nominated personnel; and

7) The ability to comply with the Terms and Conditions of the Contract (Steering Committee will

need to ensure that this process aligns with agreed Tendering / Contracts process).

Please note that the tender will be assessed on the experience and competencies of the individualmembers of the team working on the project, not on the history of the firm.

The above criteria is not listed in any particular order, nor necessarily accorded equal weight.

3.5 TIMINGOnce the successful Consultancy Team has been selected the project will commence following theformal start workmeeting with the Steering Committee. This meeting will approve (subject topossible negotiated refinements) the final process and schedule as tendered by the successfulconsultant. It will also clarify any expectations and other matters before work starts.

The project should be completed by mid May 2005 (or as otherwise agreed by the SteeringCommittee). The Consultant Proposal should detail the critical path and milestones within thistimeframe.

3.6 FEESThe Consultant will be paid 25% of the agreed fee on commencement of work. Progresspayments will be made on satisfactory completion of the analyses stage (25%); after thecommunity consultation and draft documentation stage (25%) and on satisfactory completion of thejob (25%).

3.7 PROJECT AMENDMENTSOnce work has commenced, any amendments to the work program by either the Consultant, orSteering Committee representatives will need to be negotiated with and approved by the fullSteering Committee.


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3.8 DELIVERABLES

Specific consultancy deliverables expected are:1) A concise report that provides a summary of the vision, market positioning, potential

opportunities, sectorial linkages, objectives, policy linkages (e.g. natural resourcemanagement), environmental risks, planning policy imperatives, infrastructure priorities,desired conditions, and importantly an implementation strategy).

This report should be suitable for recommendations to be incorporated into the StrategicManagement Plans of the Council Steering Committee Members (to guide budget processesand priorities). This may involve identifying the differences in needs between each of theCouncil areas.

At the same time it should also be capable of satisfying the regulatory planning requirementsnormally undertaken as part of a Section 30 review to guide planning policy changes in theDevelopment Plan.

2) A Report that details the recommended changes to each of the four Councils DevelopmentPlans that reflects both the SA Tourism Plan and the more detailed project region StrategicPlan directions (i.e. the alignment of the strategy and policy instruments). This report wouldform the basis for the initiation of any subsequent formal PAR process (i.e. suitable as aStatement of Intent). NB: a draft PAR is not an expected output of this project, however itshould set up a relatively seamless next step in this regard.

3) An Infrastructure Plan that identifies what is required to support the above strategy (this shouldinclude the identification of tourism and tourism related environmental management initiativesand projects).

4) Documentation of environmental management issues and directions (either tourism specific, orwhere tourism could play a collaborative or interpretive role).

5) An Appendices Report containing the detailed information that underpins the abovedocuments and findings.

3.9 LODGEMENT OF SUBMISSIONConsultant submissions should be addressed to the attention:

Ken SmithRiverland Development Corporation3/29 Vaughan TerracePO Box 839

BERRI SA 5343

Tenders should be received by close of business Friday 28 January 2005. Please clearly markyour submission: Submission for Consultancy Riverland Tourism Region Integrated StrategicTourism Plan on the outside of the envelope.

3.10 CONSULTANTS BRIEFING

Due to the unique nature of this project, representatives from the Steering Committee will beavailable to meet with prospective tenders at the South Australian Tourism Commission, 50Grenfell St Adelaide on Thursday 19 January 2005 to discuss the objective and scope of theproject. Prospective tenders are invited to contact Ms Claudelle Martin on (08) 8463 4632 to make

an appointment or to obtain further details.


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Copies of the Consultancy Brief and further details regarding the project-briefing can be obtainedfrom:

Ken Smith, Regional Development Corporation and Project Manager on (08) 8582 2155; or

The Local Government Association website at http://www.lga.sa.gov.au/

Council websites: www.renmarkparinga.sa.gov.auwww.mid-murray.sa.gov.auwww.loxtonwaikerie.sa.gov.auwww.berribarmera.sa.gov.au

3.11 FURTHER INFORMATION

For further information specifically regarding the project brief or clarification of project methodology,please contact Claudelle Martin, Strategic Planner, Policy and Planning, SATC, telephone (08)8463 4632or by e- mail [email protected].

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