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Riverland Region Integrated Strategic Tourism Plan

- Project Brief -

An initiative of South Australia’s Sustainable Tourism Package
A Partnership of Renmark Paringa Council, Berri Barmera Council, District Council of Loxton Waikerie, Mid Murray Council, Riverland Development Corporation, Riverland Tourism Association, Department of Environment and Heritage and South Australian Tourism Commission

DECEMBER 2004

or will not.au and clicking on Tourism Policy & Planning. 1. However. it is not geared to facilitate economically viable and sustainable tourism and stands as a major impediment to achieving South Australia’s tourism vision.tourism. infrastructure. This strategic planning will allow the regions to position themselves within the context of the State’s Tourism Plan and to charter long-term objectives. the Government released the joint industry/Government South Australian Tourism Plan 2003-2008 – Inspiring Partnerships for Sustainable Tourism. As a result. arbitration processes and community interests – must be clear and confident about intended outcomes and what kind of development will. be supported. During the consultation process for these documents there was general agreement that the best way to ensure we get the change process right is to initiate a process of regional strategic planning. 2 . At the same time the South Australian Tourism Commission (SATC).1 INTRODUCTION South Australia’s tourism vision is to be an inspirational leader in innovative and sustainable tourism. this brief is for the preparation of an integrated strategic tourism plan for the Riverland region.Riverland Tourism Region Integrated Strategic Tourism Plan . bringing into line the disparate elements of the tourism planning process in order to achieve clear economic. Within the context of the State’s tourism vision.sa.2 BACKGROUND In January 2003. [Both documents can be accessed on www. policies and directions for sustainable tourism growth. That is. consulting with stakeholders and reporting. Key Publications] These documents explain that South Australia’s future tourism performance depends on improving the State’s destination appeal.gov. This will require a relatively new and highly integrated way of thinking. It also involves alignment with related planning policy initiatives currently underway. social and environmental outcomes. which will inform changes to the Development Plan. Within this framework all parties – developers. They also identify that sustainable tourism will only occur within an innovative and responsive planning framework that is also geared to conserving our natural and cultural resources. Local Government Association (LGA) and Planning SA jointly released the Sustainable Tourism in Regional South Australia Discussion Paper. The key imperative is one of alignment. the State’s current Development Plan – containing the planning policy against which all new development is assessed – is not aligned with the State’s tourism strategy. assessing authorities. One of the critical success factors in this regard will be enhancing the visitor experience through ‘best practice’ development in regional destinations. It should be noted that this brief does not represent a conventional approach to strategic planning for tourism. analysis.Draft Project Brief An initiative of South Australia’s Sustainable Tourism Package PART 1 – BACKGROUND 1.

with tourism options considered alongside other land-use development options. • The integration of these directions into other policy instruments. “To be sustainable as a specialty tourism destination. based on a sound understanding of market demand and motivations. accommodation). and impacting on the Riverland. meetings facilities and/or restaurant in conjunction with a winery). and • Destination monitoring and management that will ensure objectives are being met. fostering an integrated approach will also require an understanding of strategic planning processes occurring within. To foster an integrated sustainable approach to tourism development. managed and used as part of the visitor ‘education’. whether specifically tourism (e.g. and where • the local population is involved in planning and management decisions. 3 .Sustainable tourism involves a comprehensive planning and development process. sustainable design and performance criteria. and (4) the (draft) State Infrastructure Plan can have in aligning sustainable tourism outcomes. An audit of the State’s Development Plan undertaken for the South Australian Tourism Commission (SATC) in 2002 demonstrated that tourism development. (3) Council’s Section 30 Development Plan Reviews. The preferred approach is to make greater use of consent on merit in development assessment. It is essential that the consultant is familiar with (1) the South Australian Tourism Plan. (2) the Discussion Paper on Sustainable Tourism Development in Regional South Australia.e. and (3) the Sustainable Tourism Package. Prospective tenders are advised to ensure they are familiar with the various components of this package and how they are designed to work together to deliver more sustainable tourism development outcomes (see Attachment 2 for more details). the STP includes: • The high level State Tourism Plan which provides direction. where: • tourism products draw from. This makes tourism development a greater risk for the investor. In short. • A tourism development assessment process for proposals in sensitive locations. (2) the four Council’s Development Plans. rather than ‘contrived’ or ‘imposed’ ” – SA Tourism Plan page 5).g. future tourism development in the State will be ‘derived’ from our authentic qualities. the quality of local resources. Prospective tenders will need to be familiar with the role that (1) Council Strategic Plans. • Guidelines that will provide developers with appropriate advice on development process. Within regions. This is regarded as more desirable than to rely on the non-complying approval process to achieve sustainable development and long-term investment in tourism (see Attachment 1 for explanation). or value adding (e. • Links to existing tourism accreditation programs to foster sustainable operating practices. • the potential impacts of tourism on the environment are understood. • Regional strategy planning that will inform any planning policy changes. • Regulation changes that will facilitate policy changes (e. This situation presents a major problem when SA is basing its sustainable tourism strategy on a ‘derived’ approach to development (i. • tourism development takes place within the context of all socio-economic development.g. is widely designated as non-complying throughout the State. changes to definitions and development application requirements). where proposals are judged on their merits against best practice planning policies and performance criteria. the SATC is implementing the Sustainable Tourism Package (STP). and add value to.

and a • Clearly articulated implementation strategy and program. what we will have that we don’t currently have. • The value of sustainable tourism recognised within sound regional economic policies. is an integration of the following imperatives: • A clear vision.3 OBJECTIVE The objective of this project is: Provide the Riverland with a strategic and innovative policy and planning framework that will help attract and grow investment in sustainable tourism within the Region. and will direct changes to the Development Plan to ensure a more effective and efficient way of dealing with development proposals. • The identification of the linkages with other sectors in order to better facilitate ‘value-adding’ tourism. This will be achieved by preparing an Integrated Regional Strategic Tourism Plan for the Riverland region that will position the area as a leader in sustainable tourism development and management. • A differentiated ‘positioning and branding’ strategy. • The identification of the types of development opportunities consistent with this position strategy. 4 . provide direction on how to improve it’s appeal as a tourism destination. • The identification of specific environmental management initiatives to manage growth. • Detailed tourism infrastructure priorities that support the opportunities and better use existing infrastructure. At the end of this process.1. • Detailed recommendations for changes to each of the four individual Council’s Development Plans policies to encourage sustainable tourism development. objectives and strategies for achieving sustainable tourism. • The identification of tourism linkages with ‘like / similiar’ tourism regions to leverage marketing opportunities.

it was developed after extensive consultation including vision workshops. This is the fifth State Tourism Plan developed on a rolling basis since 1981. over 40 community workshops and over 10 thematic workshops. Consultants will need to demonstrate expertise in interpreting and aligning the market analysis component of the project. 3) Environmental Analysis – The purpose of the environmental analysis is to identify the opportunities to present and interpret the environment and to establish the precautions and limitations to development. needs and expectations of the target markets and the implications for future tourism development.2 Inputs – Consistent with Triple Bottom Line methodology the Strategic Tourism Plan will be informed by the following critical analyses: 1) Economic Analysis – This analysis will deal with the demand side of tourism. environmental and social analysis components of the project. Like previous Plans. situational integrity and relative scale of particular environmental ‘associations’. The fundamental components of this process are: 2. This involves identifying productive target markets. frequency and impact of events. and may include desired targets for growth (verified in the consultation process). bearing in mind its relationship to the economic and resource audit phase of the project. This analysis should include an evaluation of the environmental values of the region. tourism resource. This may involve an objective assessment of the conservation status. 5 . forecast tourism growth. It is important to identify the preferences.1 Context . an evaluation of the competitive environment. It will also determine the values that the community wants to see conserved and enhanced. As such it represents a shared vision for tourism in this State. 2) Social Analysis – The purpose of the social analysis is to identify the aspirations of the local community in regard to tourism. Consultants have the option of requesting that the SATC prepare the market analysis component of the project.PART 2 – SCOPE AND METHODOLOGY 2.1. alternative scenarios for tourism. The economic analysis must include a detailed market analysis. Its purpose is to identify the potential for tourism to contribute to the economic well being of the region. Any environmental threats from potential tourism development should be assessed taking into account the likelihood. The social analysis should also identify any specific social issues that are either tourism related or potentially tourism responsive.1 SCOPE OF PROJECT Figure 1 provides an overview of the basic elements of the proposed regional strategic planning process and the key outputs. This needs to be done relative to the findings of the resource audit referred to below – that is. and with the cost of the market analysis (only) being met by the SATC. Under this option. The economic analysis should include an overview of tourism’s role in the regional economy. In addition to the ‘visitor to host’ interactions this analysis should also be mindful of the interrelationship between visitors. Consultants will however be required to integrate and align the market analysis component with the economic. 2.1.The context for this regional strategy is the high-level South Australian Tourism Plan. cognizant of the need to match the potential markets with the project region attributes or experience. in consultation with the Riverland Tourism Association. work prepared by the SATC will be in a timely manner.

This should subsequently be modified taking into account the capacity to manage the threats identified (e. It is essential that Consultants engage specialist environmental expertise for this component of the project if they don’t already possess it. agriculture. The Steering Committee is also open to suggestions as to how Land Management Agreements (under Section 57 of the Development Act 1993). This audit of the resources and attributes of the project region will underpin the market and environmental analyses. 4) Resource Analysis – The purpose of the resource analysis is to assess the supply side of tourism. 6 . 5) Manageability Analysis – An important component of this project.g. could be used in sensitive locations to ensure management for sustainability. a risk index can be established. While this is provided as a possible methodology. the Steering Committee is open to recommendations from consultants on cost effective alternative methodologies for undertaking the environmental analysis. The resource analysis should include a general landscape analysis to help identify priority tourism areas.By relating environmental values to environmental threats. This analysis should answer questions such as. or other options. wine and aquaculture.g. through the Sustainable Tourism Package Developer Design Guideline performance criteria as translated into planning policy). river developments. 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 project region agencies? Alignment of Inputs It is essential that Consultants demonstrate within the tender how they intend to integrate and align each of the analysis components. is an understanding of the community’s capacity to manage tourism based on the analyses 1-4 above. which is critical to the implementation of any strategies developed. This will be particularly useful when relating tourism policy priorities with other policy areas (e.

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These stakeholder groups should be convened on at least two occasions – at the pre-community consultation phase and draft report consultation stage – and should include representation as appropriate from the existing regional and area consultative committees. recreation and sport. 2) Identification of appropriate partnership opportunities (value-adding) with other activities (e. Broader community consultation must also be widely held across the region.2.1. Broader community consultation must take place at least once at the draft report consultation stage. Rather. NRM. and where necessary twice. tourism bodies. Stemming from the statement of vision (which should comprise a concise statement and an amplified description) objectives and desirable conditions should also be established. 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.3 Consultation – The analyses above should be presented to the community to both inform discussion and also to verify the findings with local knowledge.g. 2. wine making. Loxton. consultation must take place at least within Berri. local knowledge and advice. while also providing greater certainty of sustainable development (on a triple bottom line basis) through the use of measurable and appropriate performance criteria. 4) Infrastructure priorities that will support the vision. Parks bodies & organisations). Consultation should also identify the community’s aspirations. wine industry.e. 2.4 Core Output – The core output of the project will be recommended changes to each of the four Councils Development Plans to reflect the vision.1. Morgan and Waikerie.Other key outputs include: 1) A clear positioning strategy linked with the SA Tourism Plan which leverages regional attributes and assets. values and vision for the project region. the consultation will also identify other issues and opportunities that need to be accounted for in the strategy and planning policy recommendations. agriculture. It is recommended that reference networks be used where practicable to provide focussed government agency and key stakeholder input (i. In this regard. and to act as a sounding board for recommendations during the various stages. they should be designed to provide a greater degree of flexibility for tourism to value-add. It is not intended that the new policy provisions be overly prescriptive.5 Other Key Outputs . opportunities and management for tourism (this should include specific area character statements and related planning policies and principles).1. conservation etc) that are enabled by the above planning policies. Renmark. positioning and key opportunities. Within this context. 8 . indicators and benchmarks to determine the ‘health’ of tourism in the project region. 3) Identification of specific environmental management initiatives. objectives.

2 METHODOLOGY FOR ALIGNMENT Figure 2 outlines the crucial process of aligning the various components of the tourism marketing and development process.e.2. Consideration may need to be given to reviewing the capacity of current structures that govern tourism. a series of indicators that benchmark Councils’ engagement and ‘readiness’ in tourism). This may be of some value in identifying implementation strengths and weaknesses. 2. a significant component of the methodology is to align: 1) the project region’s positioning strategy (which may consist of components reflecting the diversity of the project region) with the relevant components of the State’s positioning strategy. proposes to initiate a Local Government Tourism Health Check across all Councils (i. opportunities for Council and/or the Development Board to take an entrepreneurial approach within the sound policy framework). The Local Government Association (LGA) in conjunction with SATC. 3) infrastructure priorities with these development directions and opportunities. in order to provide recommendations for ongoing ownership of the overall Strategy.6 Implementation Strategy – To ensure the project achieves its intended objectives an implementation strategy is a crucial final output of the work.2 (5). the total sustainable tourism experience). partnerships. This section should also include the identification of how a positive investment environment could be created – other than facilitative planning policies (e. responsibilities. A crucial component of this consultancy will be to incorporate the findings of the Manageability Analysis into this implementation strategy (see 2.1. as well as recommendations that will assist in the implementation of strategies that do not clearly fall as a responsibility of each of the funding partners. As this Figure shows. setting objectives and making recommendations if the community does not have the capacity to deliver. Within this context. This will include the mapping and analysis of stakeholders and the identification of processes.g.e. potential funding sources and timings. the project will also involve aligning the following inter-related elements: 9 . 2) future development directions and opportunities to underpin and reinforce this desired positioning strategy. page 7).1. The implementation strategy should therefore recommend how community capacity can be built and the recommendations resourced. and 4) Development Plan policies that support the positioning strategy and development directions (i. This must outline the next steps in using the Strategy’s findings and recommendations. There is little point having aspirations.

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1 Regional Brand Analysis – Being clear on a destinations positioning and branding is the cornerstone of successful tourism marketing and development (see Attachment 3 ‘Glossary of Terms’ for an explanation of these terms). preferences and needs in terms of both broad market appeal as well as niche markets appeal (special interests).g. page 5).3 Opportunity Identification – The resource audit will not only contribute to the positioning strategy. analysis and evaluation (and five State Tourism Plan consultation processes over the same period).2.e. roads. This program of work should be linked to the capacity to deliver tourism and tourism related infrastructure within the context of broader infrastructure demands on the community (e. These linkages may take a linear form. This regional strategic tourism planning work is being done within a dynamic policy environment.1. rejuvenation of existing products. and 4) describing opportunities for the interpretation of features of visitor interest. 3) infrastructure required to manage visitors impacts. an appropriately aligns this planning policy work with Planning SA’s ‘Better Development Plans’ initiative (formerly Development Plan Improvement Program [DPIP]) and Council’s Section 30 Development Plan Reviews.2 (4). See Section 2.6 Implementation Strategy.2. assets and activities (see 2.1. 2. These opportunities should relate to market expectations.2. It is intended that the region align with the State position and brand by going through a similar analytical process. development that taps a market need. or through value adding to other sectors. It is therefore important that the consultant is familiar with. and/or a hub-and–spoke form where the visitor radiates out to a variety of attractions from a base destination.6 Planning Policies – The development opportunities identified should be translated into new planning policies that encourage sustainable development (i. leverages existing resources. 2. 2.2. which will be contained in the Tourism Developer Guidelines being prepared as an integral part of the Sustainable Tourism Package . South Australia’s position and branding approach is summarised within Attachment 4.2.2 Regional Resource Audit – This positioning and branding work needs to be informed by a process of auditing the regional attributes.5 Infrastructure Provision – To support the positioning strategy and development opportunities a program of infrastructure requirements must be identified. This will include identifying and detailing: 1) infrastructure required to support investment.4 Product Linkages – The linking or ‘bundling’ of visitor experiences provides a greater critical mass of appeal as well as a more ‘coherent’ destination. Planning policies should also be crafted bearing in mind the performance criteria for tourism development. 11 . 2) infrastructure required to provide for visitor needs.2. either through new developments (gaps or undersupply). demonstrates an ability to deliver against agreed environmental standards and is deemed acceptable by the community). where complementary products are connected by road or trail routes. 2. South Australia’s tourism positioning has been developed after twenty years of market research. 2. waste disposal etc). it also identifies the opportunities for improving destination appeal.2. Identifying these linkage opportunities (which may include cross-border opportunities) is important in terms of identifying infrastructure requirements and signposting (and of course subsequent marketing).

and • South Australian Tourism Commission.1 PROJECT MANAGEMENT The project process will be overseen by a Steering Committee comprising the key funding partners. 3. and importantly interpreting and aligning economic analysis. 12 . The consultancy team must demonstrate outstanding strategic/ integrative planning capabilities with specific competencies in providing.1. a suitably qualified and experienced consultancy team will be contracted to prepare the Tourism Plan. David will provide strategic guidance to the Steering Committee. It is a requirement that the Consultant will meet with the Steering Committee for direction and advice at each of these monthly meeting. 3. 2) A critical path indicating the proposed milestones and dates of completion for each of the stages of the project (described in the scope of work). South Australian Tourism Commission.to-day management of the consultancy will be Ken Smith. 3) Any suggested variations to the prescribed methodology defined in the scope of work and alignment methodology. Regional Development Corporation. 4) A consultation strategy that demonstrates an understanding of the relevant needs of the region.2 CONSULTANCY TEAM Due to the comprehensive nature of the project.1 Roles within Project Management Project Administration The Project Manager acting on behalf of the Steering Committee for day. Consultants may wish to consider forming appropriate alliances in order to provide the range of specific competencies required.3 CONSULTANTS PROPOSAL Consultant 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.PART 3 – CONSULTANCY DETAILS 3. 3. The Project Mentor will be David Crinion. The Project Manager will act as the first and only point of contact for the consultants and for Steering Committee members on administrative and non-directional matters. Manager Policy and Planning. 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. environmental analysis and planning policy development. Direction and Advice The Steering Committee will meet on a monthly basis.

The ranking of any Tender will not be disclosed at any time during or after the evaluation process.5) A detailed fee proposal indicating specific hours allocated for each identifiable task of the project. or seek further information from any tenderer. 7) Demonstration of the capability to undertake the project and the expertise and experience that is available within the project team. 13 . • Take into consideration any other information it has that is relevant to the evaluation. 6) The expectations of any input from SATC and other stakeholders. with no less than five years relevant experience.2 Evaluation Process All Tenderers will be evaluated on the basis of the evaluation criteria defined in Section 3. 8) At least one member of the project team must be a person with prescribed qualifications pursuant to the Development Act 1993 and Regulations.3 (Objective). costs relating to team members and the anticipated time and travel involved in each task (costs are to be inclusive of GST and include GST as a separate item). and • Provide clarification or other information in relation to this Tender to any tenderer. nor is the Steering Committee required to give reasons for selecting.3 Evaluation Process The objective of the evaluation process is to identify those Tenderers that have the financial standing. During the evaluation. 3.1 Overview Tenderers should note that the Steering Committee reserves the right in its absolute discretion prior to concluding the evaluation process to. The evaluation criteria are not listed in any particular order and may not be accorded equal weight. suitability. 3) Demonstrated capacity and skills to undertake the project specified. • Seek clarification in relation to information submitted by any tenderer.4. Tenderers may be excluded from further evaluation. in any way the Steering Committee sees fit including. 3. including team profile and time commitment of each team member. but not necessarily be limited to. scope of work and alignment methodology.4. the following: 1) A demonstrated aptitude and capacity for strategic/integrative thinking and planning. The Steering Committee is not obliged to identify a shortlist or to select any Tenderer as a short listed party. capability and credibility to successfully undertake the project as defined in 2. any Tenderer as a short listed party or otherwise.3. 2) The clarity of the process outline submitted and its relevance to the objective.4 EVALUATION PROCEDURES AND METHODOLOGY 3.4. vary. or failing to select. without limitation.1 Scope of Project and Project Objective as defined in 1. The specific criteria to be used for evaluation of Tenderers will include. by contacting the tenderer. Any weighting applied to the evaluation criteria will not be made available to Tenderers either prior to or after receipt by the Steering Committee of Submissions. • Cancel. and capacity. 3. supplement or supersede any documentation or confirmation issued in relation to this Tender.4.

not on the history of the firm.6 FEES The Consultant will be paid 25% of the agreed fee on commencement of work. 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). 6) Breakdown of hours and fees for nominated personnel. The project should be completed by mid May 2005 (or as otherwise agreed by the Steering Committee). 14 .4) The competencies. reliability and reputation of the consultancy team. 3. Progress payments will be made on satisfactory completion of the analyses stage (25%).5 TIMING Once the successful Consultancy Team has been selected the project will commence following the formal start work meeting with the Steering Committee. 3. It will also clarify any expectations and other matters before work starts. or Steering Committee representatives will need to be negotiated with and approved by the full Steering Committee. after the community consultation and draft documentation stage (25%) and on satisfactory completion of the job (25%). any amendments to the work program by either the Consultant. The Consultant Proposal should detail the critical path and milestones within this timeframe. nor necessarily accorded equal weight. This meeting will approve (subject to possible negotiated refinements) the final process and schedule as tendered by the successful consultant.7 PROJECT AMENDMENTS Once work has commenced. 3. The above criteria is not listed in any particular order. Please note that the tender will be assessed on the experience and competencies of the individual members of the team working on the project. 5) The cost of the consultancy (based on value for money).

market positioning. 3) An Infrastructure Plan that identifies what is required to support the above strategy (this should include the identification of tourism and tourism related environmental management initiatives and projects). the alignment of the strategy and policy instruments).8 DELIVERABLES Specific consultancy deliverables expected are: 1) A concise report that provides a summary of the vision.10 CONSULTANTS BRIEFING Due to the unique nature of this project. planning policy imperatives. Prospective tenders are invited to contact Ms Claudelle Martin on (08) 8463 4632 to make an appointment or to obtain further details.g.9 LODGEMENT OF SUBMISSION Consultant submissions should be addressed to the attention: Ken Smith Riverland Development Corporation 3/29 Vaughan Terrace PO Box 839 BERRI SA 5343 Tenders should be received by close of business Friday 28 January 2005. infrastructure priorities. 15 . representatives from the Steering Committee will be available to meet with prospective tenders at the South Australian Tourism Commission. 2) A Report that details the recommended changes to each of the four Councils Development Plans that reflects both the SA Tourism Plan and the more detailed project region Strategic Plan directions (i. suitable as a Statement of Intent).e. potential opportunities. policy linkages (e. or where tourism could play a collaborative or interpretive role). 3. 4) Documentation of environmental management issues and directions (either tourism specific. NB: a draft PAR is not an expected output of this project. This report would form the basis for the initiation of any subsequent formal PAR process (i. Please clearly mark your submission: Submission for Consultancy “Riverland Tourism Region Integrated Strategic Tourism Plan” on the outside of the envelope. natural resource management).e. and importantly an implementation strategy). sectorial linkages. 50 Grenfell St Adelaide on Thursday 19 January 2005 to discuss the objective and scope of the project. This may involve identifying the differences in needs between each of the Council areas.3. environmental risks. 5) An Appendices Report containing the detailed information that underpins the above documents and findings. however it should set up a relatively ‘seamless’ next step in this regard. objectives. This report should be suitable for recommendations to be incorporated into the Strategic Management Plans of the Council Steering Committee Members (to guide budget processes and priorities). At the same time it should also be capable of satisfying the regulatory planning requirements normally undertaken as part of a Section 30 review to guide planning policy changes in the Development Plan. desired conditions. 3.

lga. Regional Development Corporation and Project Manager on (08) 8582 2155. SATC. please contact Claudelle Martin.gov.renmarkparinga. telephone (08) 8463 4632or by e.au www.au.gov.mid-murray.gov.sa.mail martin.sa.au 3. Policy and Planning.sa.gov.au www.11 FURTHER INFORMATION For further information specifically regarding the project brief or clarification of project methodology.claudelle@saugov.Copies of the Consultancy Brief and further details regarding the project-briefing can be obtained from: • • • Ken Smith.berribarmera.gov.au www.sa.gov.au/ Council websites: www. 16 .loxtonwaikerie. Strategic Planner.sa. or The Local Government Association website at http://www.sa.