Transcript Culinary Eyre

A Blue Print for Mining & Governments to work together
EYRE PENINSULA LOCAL GOVERNMENT ASSOCIATION
The Region:
 In 2011, the regional population was 55,651 people,
comprising 3.5% of the South Australian population.
 Since 2001, the regional population has increased by
3.34% but this growth is not consistent across the
region as a whole. Coastal areas increasing, inland
declining.
 The region is well positioned to facilitate and support a
broad range of significant developments.
 Based on employment the main industry is primary
production (agriculture, fishing & aquaculture)
 Mining on the Eyre Peninsula has the potential to be a
major new industry.
 The construction of new mines is certain to have an
impact on councils & government across the region.
 Age old regional issues of water & power need solving
to assist the development of mining in the region.
 Infrastructure issues need addressing as a part of
developing industries.
Local Government Blue Print:
 11 Councils of varying size and capacity
 11 Individual Council Development Plans
 11 Individual Council Strategic Plans
 Need for a more regional approach to planning –
reduce the barriers – be open for business.
 Major funding to Whyalla & EP Regional Development
Australia Board is also critical to the regions economic
development.
 All Councils claim they are struggling with community
expectations and are finding it more difficult to
remain compliant in a number of areas. i.e. LGA
Outreach Service now in place to assist
 Any rapid increase in population caused by growth of
the mining industry presents a further challenge for
councils in meeting and resourcing additional demand
for services according to growing community
expectations - Structure Planning & Regional Scale
Planning is critical for the future.
Impacts of Mining on Local Govt:
 Population Growth – structure planning e.g. Tumby
Bay
 Infrastructure requirements – Local, Regional & State
 Local Infrastructure pressures – social & community –
schools, child care, health, recreational etc.
 Affects on the local economy – housing, local
businesses capacity etc.
 Social impacts – more wealthy v less wealthy
 Skills Shortages – affects on existing industry
 Land use conflicts – agricultural v mining
 Community Consultation – the who, how & when etc.
 Environmental challenges – dust, noise, vegetation etc
 Financial capacity of Councils to undertake the tasks
brought about during the leading up to and including
mining in full operations.
 Human resource capacity of Councils – lack of
expertise & skills to manage the impacts, lack of
experience in this change.
 The fear of the unknown & over whelmed affects on
Councils.
The Blue Print for the way forward:
 A collaborative approach where local and state
governments cooperate and plan with mining
companies to provide infrastructure that is required .
 The user-pays principle is appropriate in the case of
developments where virtually all infrastructure
(physical and social) is project specific.
 Other infrastructure that is not entirely project
specific needs a partnership approach.
 State Government are perceived to be “hands-off” and
hoping that mining companies will provide the funding
necessary to support infrastructure development and
service provision
 The provision of ports, improvements to rail & other
transport infrastructure, power & water could act as a
catalyst for further economic development in the region or
bringing into production mining deposits that are
uneconomic as a single mine, but are economic when
considered as a group of mines.
 Councils will need to manage the costs of local roads
(including many that are unsealed), access to port facilities
and social infrastructure (i.e. User pays, partnerships etc.).
Conclusion:
 The Region & State need the economic spin offs from a
mining & resource sector being further developed on
E.P. This is a once in a life time opportunity for E.P.
 The challenges can only be met through a partnership
approach by the State & Local Government & the
mining companies. Structure planning is critical in the
initial days – allows better strategic planning.
 The region needs to maximise its opportunities –
mining can ensure much needed infrastructure is put
in place for all to benefit.
 EP Mining Taskforce – where are we at with this?
 Region needs a taskforce now & funded to ensure it
operates effectively – critical to the overall blue print.
 It must be supported by Local, State Government &
mining industry.
 The Taskforce can not do it all alone and will need the
assistance from all partners. It requires decision
makers & “can do” people at the table.
 Local Government has been leading & must continue
to do so as it has the higher risk for the longest period
of time.