08 14 August 2012 Economic and Corporate Committee … 14 August 2012... · Meetings will occur...

NOTICE

of

ECONOMIC & CORPORATE COMMITTEE

Pursuant to the provisions of Section 87(4) of the Local Government Act, 1999

TO BE HELD IN

COUNCIL CHAMBERS PLAYFORD CIVIC CENTRE

10 PLAYFORD BOULEVARD, ELIZABETH

ON

TUESDAY 14 AUGUST 2012 AT 7:00PM

MR SAM GREEN ACTING CHIEF EXECUTIVE OFFICER Issue Date: 09/08/2012

(PRESIDING MEMBER – TO BE CONFIRMED)

Mayor Glenn Docherty (ex-officio) Cr Marilyn Baker JP Cr Joe Federico Cr Dino Musolino Cr Julie Norris Cr Max O’Rielly JP Cr Adam Sherwood Cr Nik Skrob

Economic & Corporate Committee Agenda 14/08/2012

VISION AND GOALS OF CITY OF PLAYFORD

Community Wellbeing Vision: A vibrant, prosperous and just community that is diverse, active, creative, strong,

safe and healthy. Goal: To improve and support the wellbeing, health and safety of the Playford

community.

Economic Prosperity Vision: Economic Prosperity refers to the condition of being prosperous with low

unemployment and a general sense of economic wellbeing for the entire community.

Goal: To improve the economic prosperity of the region.

Environmental Care Vision: Environmental Care refers to activities and approaches undertaken throughout

Council to deliver services to our community in a sustainable, ecologically sound and responsible manner.

Goal: To secure a sustainable future for Playford’s community and environment through leadership, innovation, collaboration and engagement.

Organisational Excellence Vision: Organisational Excellence is the combined corporate effort that balances the

requirements of stakeholders and the community and increases the delivery of long-term organisational sustainability through performance excellence.

Goal: A progressive, responsive and innovative organisation that supports the implementation of the Playford community vision.

RELEVANT OBJECTIVES

Community Wellbeing

Objective 1.1 A community with access to quality services for all Objective 1.2 A community that values and participates in learning Objective 1.3 A healthy, active and connected community Objective 1.4 A safe and proud community

Economic Prosperity

Objective 2.1 Quality roads, footpaths and public spaces Objective 2.2 Local jobs for local people Objective 2.3 A better place to do business Objective 2.4 Recognised as a great place Objective 2.5 Planning for Urban Renewal and Growth

Environmental Care

Objective 3.1 Protecting and improving our natural environment Objective 3.2 A City with attractive buildings and landscapes Objective 3.3 Waste that is managed in a responsible manner Objective 3.4 Water that is managed in a sustainable manner

Organisational Excellence

Objective 4.1 Decision making in the best interests of the City Objective 4.2 Effective leadership and teamwork throughout the organisation Objective 4.3 A community that is informed and involved Objective 4.4 Balancing community need with available resources Objective 4.5 Working towards sustainability

CITY OF PLAYFORD

ECONOMIC AND CORPORATE COMMITTEE CHARTER

Endorsed at Ordinary Council 26/07/2011

1. Role The Committee’s role is to:

Provide proactive direction for management and Elected Members within its Terms of Reference and in relation to the Council Plan.

Provide advice to the Strategic Planning Committee and recommendations to Council on the items put forward to members for consideration

2. Terms of Reference The Committee’s terms of reference are to:

Review service levels and analyse Council’s long term initiatives related to economic prosperity and organisational excellence.

Review and analyse performance of the Council related to economic prosperity and organisational excellence.

Assess the Council’s strategic response to economic prosperity and organisational excellence, as per the Council Plan.

Refer requests for investigation into policy matters outside of the economic prosperity and organisational excellence goals to the appropriate committee.

3. Delegations The Committee may:

Approve minutes as a true and accurate record of proceedings Appoint a presiding member Approve their work plan Establish the agenda format Establish the meeting regulations Determine if an item should be considered in confidence Approve their annual report.

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4. Meetings The Committee will meet on the second Tuesday of the month on an as needs basis. Meetings will occur sometime between 7 – 10pm in the Council Chambers at the Playford Civic Centre, 10 Playford Boulevard, Elizabeth. No other business will be conducted after the Meeting, unless there is agreement between the Mayor and the CEO. Committee meetings may be cancelled by the Presiding Member of the Committee, in consultation with other Committee members and the relevant General Manager providing support to the Committee. Special meetings of the Committee may be necessary from time to time. An agenda will be prepared and distributed to all Elected Members on the Thursday prior to the meeting. Agendas for special meetings may be distributed in a shorter timeframe and will provide at least a minimum of four (4) hours notice having regard for the urgency of the matter(s) being considered. Minutes of meetings (in accordance with legislative requirements) will be kept and provided to all Councillors. The minutes will only record recommendations and resolutions of the meeting. 5. Membership The Committee is comprised of seven (7) Elected Members plus the Mayor. The composition of Elected Members to the Committee will be by resolution of Council. The Mayor (Principal Member) is an ex officio member of the Committee. 6. Term and Role of the Presiding Member The Committee will elect its Presiding Member at its first meeting following the general Council elections and in July each year thereafter. The Presiding Member will take up office from 1 August following the election in July. In the year that the General Council Elections are held in October/November, the term of the Presiding Member will be for eighteen (18) months, that is, from the first meeting following the General Council Elections until the July two years later. The Presiding Member’s role is to:

Oversee the conduct of meetings in accordance with the Local Government Act 1999 Meeting Regulations and the Council and Committee Meetings Code of Practice. Ensure all members of the Committee have opportunities to participate in debate and

discussions in an open and encouraging manner. Where a matter has been debated significantly and no new information is being

discussed the Presiding Member may call the meeting to order and ask for the discussion to be finalised and a recommendation be put forward.

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7. Role of the Administration Council’s managers and delegated officers may provide advice to Elected Members during the debate and discussion of items to ensure Elected Members have suitable and accurate information to aid their decision making. Administration officers do not have a decision making role but may provide advice and further clarification of issues if requested by the Presiding Member. 8. Reporting and Review of the Committee Motions without Notice will not be considered by the Committee Recommendations of the Committee will be referred to the next Council Meeting for final resolution. An annual report will be prepared for endorsement by the Committee at the July meeting each year. The Committee will review its performance annually in line with Council’s financial calendar year. In reviewing its performance the Committee will have regard to:

Its contribution to the development of the Council Plan (service levels and review of strategy).

Its analysis of organisational performance in relation to the Council Plan. The results of these reviews will be included in the Committee’s Annual Report. 9. Deputations

The Council Committee may resolve to allow a deputation to appear if it is the

business of that committee. A deputation must not exceed five minutes except with the consent of the Council or

Committee.

10. Petitions Under the Local Government Act (procedures at meetings Regulations 2000 Reg 11, a petition must be received by Council; petitions will not be received by committees. 11. Committee Business The business of the committee is as per the Council Plan Goals of Economic Prosperity and Organisational Excellence. 12. Code of Practice This charter is to be read in conjunction with the City of Playford’s Code of Practice for Council, Special Council and Committees.

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City of Playford

Economic & Corporate Committee Meeting

AGENDA Tuesday 14 August 2012 at 7:00pm

1. ATTENDANCE RECORD

1.1 Present 1.2 Apologies 1.3 Not Present 1.4 Election of Presiding Member .................................................................................... 9

2. CONFIRMATION OF MINUTES RECOMMENDATION The minutes of the Economic and Corporate Committee held on Tuesday, 12 June 2012, be confirmed as a true and accurate record of proceedings. 3. DECLARATIONS OF INTEREST 4. QUESTIONS WITHOUT NOTICE 5. STAFF REPORTS

Matters to be considered by the Committee and referred to Council Matters which cannot be delegated to a Committee or staff

5.1 Baker Road Ford Upgrade (Attachments) ........................................................................... 14 5.2 Rates Relief Policy (Attachment) ......................................................................................... 47

Matters which can be delegated to a Committee or staff but the Council have decided not to delegate them

5.3 Adams Road, Craigmore – Petition Update ......................................................................... 56

Matters to be considered by the Committee only Matters which have been delegated to a Committee or staff

5.4 Annual Report of Economic and Corporate Committee 2011/2012 (Attachment) ............... 60 Matters for Information

5.5 Quarterly Organisational Performance Report – Fourth Quarter (Attachment) ................... 68

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Economic & Corporate Committee Agenda 14/08/2012 6. INFORMAL DISCUSSION Nil 7. COMMITTEE WORKPLAN 7.1 Economic & Corporate Committee Workplan (Attachment) .......................................... 104

Presenter: Mr Shaun Kennedy Purpose: Committee to view Economic & Corporate Committee Workplan Duration: 5 Minutes

8. CONFIDENTIAL MATTERS Nil 9. OTHER BUSINESS 10. CLOSURE

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ATTENDANCE RECORD

Election of Presiding Member

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Economic & Corporate Committee Agenda 14/08/2012 1.4 ELECTION OF PRESIDING MEMBER – ECONOMIC CORPORATE COMMITTEE (Responsible Executive Member: Effrim Volkoff) (Contact Person: Cheryl Thorpe) Why is this matter before the Council or Committee? This is a matter which has been delegated to the Committee as per the Committee Charter and in accordance with Section 41(4) of the Local Government Act 1999 which states that “The council must appoint a person as the presiding member of a committee, or make provision for the appointment of a presiding member” Purpose To elect a Presiding Member for Economic and Corporate Committee for the 2012/13 financial year. The Committee Charter states that the Presiding Member will take up office from 1 August following the election in July.

STAFF RECOMMENDATION

Cr ____________ be appointed as Presiding Member of the Economic and Corporate Committee effective 14 August 2012 to 31 July 2013.

Or: If more than one nomination is received:

STAFF RECOMMENDATION

1. That the private ballot process outlined in the Code of Practice for Council, Special Council and Committee Meetings – Section 17 be utilised to elect the Presiding Member;

2. As a result, Cr ___________ be appointed as Presiding Member of the Economic and Corporate Committee effective 14 August 2012 to 31 July 2013.

Relevance to Council Plan Goal 4: Organisational Excellence Objective 4.1 Decision making in the best interests of the City Objective 4.2 Effective leadership and teamwork throughout the organisation Relevance to Public Consultation Policy There is no requirement to consult with the public on this matter. Background

The Economic and Corporate Committee elected its Presiding Member at its first meeting and in accordance with the Committee Charter, annually thereafter.

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Economic & Corporate Committee Agenda 14/08/2012 The role of the Presiding Member is to:

Oversee the conduct of meetings in accordance with the Local Government Act 1999 Meeting Regulations and the Council, Special Council and Committee Meetings Code of Practice.

Ensure all members of the Committee have opportunities to participate in debate and discussions in an open and encouraging manner.

Where a matter has been debated significantly and no new information is being discussed the Presiding Member may call the meeting to order and ask for the discussion to be finalised and a recommendation be put forward.

The Presiding Member is guided by the Code of Practice for Council, Special Council and Committee Meetings when presiding over a meeting. Analysis of Issues

If there is more than one nomination for the election of a Presiding Member, a Secret Ballot (Private Vote) may be undertaken. As seen below the Code of Practice for Council, Special Council and Committee Meetings outlines the following recommended process to undertake a secret ball (private vote):

Private Voting A private vote will involve each member (including the Presiding Member) voting on the matter through a written vote – this method maintains the privacy of the way each member voted. Recommended Process to Undertake a Secret Ballot (Private Vote) 1. If this process is undertaken to appoint a person(s) to a position, then prior

to undertaking the nomination process it is important for the Council or Committee to resolve the term of office for the position and that the result of the ballot process will be the decision of the Council or Committee.

2. Expressions of interest from members wishing to be a candidate for the

position are called by the Presiding Member during the meeting. Candidates may nominate themself or be nominated by another member. NB: There is no requirement to have a seconder for each nomination.

3. Each candidate is asked by the Presiding Member if he or she is willing to

stand for the position and then should provide a short verbal overview of why they want the position and what they will bring to the position.

4. Names of candidates are then called out by the Presiding Member. 5. If only one nomination or the appropriate number of nominations is

received, the members shall be resolved as the representative(s) for the matter through a motion.

6. If more than the required number of nominations is received then a private

ballot may be conducted with the person(s) gaining the majority of votes endorsed as the representative(s) for Council on the matter.

7. A motion is needed to be moved, seconded and carried by the Elected

Member body seeking the matter to be conducted using the private voting process as outlined in this Code of Practice.

8. Each Councillor (including the Mayor) shall have one (1) vote.

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9. Members who have nominated for the position(s) do not have a conflict of

interest on the matter and shall remain in the meeting room and vote on the matter.

10. Council’s most senior staff members present at the meeting will act as

Returning Officers for the private ballot process and shall maintain the confidentiality of all votes.

11. If, after the first private vote, there is a tied vote between two (2) or more

candidates, another vote is to be conducted of the Councillors that received equal votes until there is a ‘first past the post’ preference identified. N.B. Votes that do not nominate a candidate nominated for the position shall be considered donkey votes and be invalid and not included in the quota calculations.

12. If, after the second tied vote, the result will be decided by drawing lots, the

candidate first drawn being the candidate excluded. 13. The results of the process and the number of votes for each candidate

should be announced and recorded in the minutes. 14. No absentee votes will be allowed during the ballot process. All votes are to

be made when Councillors are seated in their seats. Options Option 1

Cr ___________ be appointed as Presiding Member of the Economic and Corporate Committee effective 14 August 2012 to 31 July 2013.

Or, if more than one nomination is received:

1. That the private ballot process outlined in the Code of Practice for Council, Special Council and Committee Meetings – Section 17 be utilised to elect the Presiding Member;

2. As a result, Cr ___________ be appointed as Presiding Member of the Economic and Corporate Committee effective 14 August 2012 to 31 July 2013.

Analysis of Options Option 1

The election of a Presiding Member for the Economic and Corporate Committee is outlined in the Committee Charter and is a legislative requirement of Section 41(4) of the Local Government Act 1999.

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Financial Implications Financial implications only exist if an Elected Member sitting on the Economic and Corporate Committee is appointed to the position of Presiding Member. There is an allowance of $4,481 on top of the allocated annual allowance for an Elected Member. Preferred Options and Justification

Appointing a Presiding Member is the only option as it is in accordance with Section 41(4) of the Local Government Act 1999.

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STAFF REPORTS

MATTERS TO BE CONSIDERED AND REFERRED TO THE COUNCIL

Matters which cannot be delegated to a Committee or Staff

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Economic & Corporate Committee Agenda 14/08/2012 5.1 BAKER ROAD FORD UPGRADE (Responsible Executive Member: Shaun Kennedy) (Contact Person: Greg Pattinson) See Attachment No: 1 – Assessment of Options to Upgrade the Baker Road Ford Crossing

May 2012 2 - Letter from the Mayor, District Council of Mallala Why is this matter before the Council or Committee? This is a matter which cannot be delegated to staff as it requires budget approval. Purpose The District Council of Mallala is seeking support from the City of Playford in co-funding the upgrade of the Baker Road ford. The Mayor of the District Council of Mallala has written to the Mayor of Playford requesting this support as provided in Attachment 2. To receive and consider the report of the Assessment of options to upgrade the Baker

Road Ford Crossing To identify the preferred option of being the upgrade of a set of 4 of 1.5m by 1.5m

culverts costing $0.5 million To endorse an ‘in principle’ support for a joint application to the State Black Spot

Program with the District Council of Mallala. STAFF RECOMMENDATION The City of Playford gives ‘in principle’ support to the upgrade of the Bakers Road Ford on the basis of receiving State Black Spot Funding and an annual amount of $8,000 be included for consideration as an unfunded initiative in the 2013 / 2014 financial year budget. Relevance to Council Plan Goal 1: Community Wellbeing Objective 1.1 A community with access to quality services for all Objective 1.4 A safe and proud community Goal 3: Environmental Care Objective 3.4 Water that is managed in a sustainable manner Relevance to Public Consultation Policy The project is currently in an assessment stage of options for upgrade of the ford and does not require community consultation.

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Typewritten Text

Economic & Corporate Committee Agenda 14/08/2012 Background At the request of the District Council of Mallala a joint investigation into the options of upgrading the Baker Road Ford was carried out. The ford crossing is one of four crossing points that traverse the Gawler River between the two Councils. The other crossing points between Mallala and the City of Playford are:

Port Wakefield Road bridge crossing Old Port Wakefield Road bridge crossing (some 3km to the west of Bakers Road),

and, Heaslip Road Bridge crossing (some 7km to the east of Bakers Road Ford)

Current condition and operation of the ford crossing The existing ford is a low level crossing with relatively steep embankment approaches with four 375mm diameter pipes to convey the low flows before overtopping occurs. These pipes are frequently blocked by the combination of silt deposition and debris that is conveyed by the river. In the lower reaches the river has deposited silted over the years and since the construction of the ford the riverbed has become higher than the invert levels of the four pipes. Maintenance, (clearing) of the existing pipework therefore is difficult as pipework blockages occur almost immediately after the next flow event. The current operational practices of both Councils are that the ford is closed when the flow depth over the ford is 300mm above the lowest point in the road. Each Council erects barricades on either side of the ford. Over a period of time both Councils have had issues with certain motorists removing or wilfully damaging the barricades to gain access. As a consequence, the City of Playford now utilises concrete blocks to manage access.

Figure 1: Oblique image of the ford from the southern side looking north during time of ford closure.

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Economic & Corporate Committee Agenda 14/08/2012 Each Council has signage on the approach roads to the ford advising when the ford is closed and each Council has the opening status of the ford on their respective websites. In this respect the co-ordination between both Councils on the ford operation is operating well. The existing ford crossing has been frequently overtopped in the past years, especially during the last 12 months with SA Water releasing flows from the South Para reservoir. The majority of complaints to Councils have been received by the District Council of Mallala from their residents wanting access across the ford. Accidents A fatality at the ford crossing occurred in late 2011 when water flows were below the prescribed closure level. The coroner’s report on the accident has yet to be finalised. There have been three other reported accidents at this location within the last 7 years. Objectives of the joint investigation The objectives for the investigation review of options to upgrade the ford were as follows:

Consider a range of options that would increase the service level (number of days the ford be open on average, per year) and provide preliminary estimates of cost

Consider the current Australian Standards of geometric road design of the ford crossing with any proposed changes to the ford

That in improving the crossing, there is no potential increase in the 100 year ARI flood plain and hence increased risk to adjoining property or infrastructure

Current position District Council of Mallala The District Council of Mallala has considered the investigations report at their Strategic Infrastructure and Planning Committee in June 2012. The key points raised in that report are as follows:

Adoption of the 4 by 1.5metre culverts as the preferred option Seek ‘State Black Spot’ funding at the next round, anticipated to be in September District Council of Mallala have made a budget provision of $250,000 in their 2012 /

2013 draft budget The Mayor of Mallala has written to the Mayor of Playford seeking for Council to

reconsider the Baker Road Ford be on Playford Council’s 2012 / 2103 budget Analysis of Issues The investigations into the proposed upgrade of the ford were initiated by the District Council of Mallala in conjunction with the City of Playford as a result of the continuing issues of community upset of the ongoing closure of the ford. The majority of resident discontent has been experienced by residents within the District Council of Mallala. The following are the key issues to be considered as part of the consideration of this report and its attachments:

1. The level of service provided by the Bakers Road Ford, that is, the number of vehicles utilising the ford, the likely people it services and the number of available days the service (the ford) can be accessed.

2. Asset Management (remaining asset life) 3. Community Benefit

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Economic & Corporate Committee Agenda 14/08/2012 1. Level of Service – Vehicle usage and frequency of closure Recent traffic data (survey in late February 2012) provided by the District Council of Mallala identifies the following characteristics

Approximately 1600 vehicles per day utilise the Bakers Road ford. Approximately 85% of vehicles are passenger vehicles Approximately 15% of these vehicles are heavy vehicles (ranging from two axle trucks

to B- Double vehicles) The 85th percentile speed (85 percent of vehicles travelling below this speed) is

approximately 100 kph at the approach (60metres before the ramp to the ford) from the City of Playford side to the ford. The designated speed limit on this section of the road is 80 kph.

The number of passenger vehicles using the crossing indicates that it functions as a low-level distributor road between the two Council areas, and anecdotally primarily for the community of Lewiston to gain access to services or employment in the City of Playford. The surprising aspect of the traffic count is the relatively high percentage of freight traffic, (some 15%), utilising the crossing and especially B - Double vehicles utilising the crossing. This is partially explained by the presence of a small sand and loam extraction company situated on the south eastern side of the ford crossing. Heavy vehicles access this site from both sides of the ford crossing but predominantly from the south. Land uses in both Lewiston and the areas around Virginia also allow for truck parking and therefore utilisation of the ford is potentially about local access. The closure of the ford during times of flood would add an additional 3km or 6km to a trip depending upon the destination of the traveller. This would add approximately 6 minutes per trip if people were required to utilise the other crossing point of Old Port Wakefield Road to the west of Baker Road. The level of service of the existing crossing is equated to the average number of days that the ford is likely to be closed. The analysis carried out in the report identifies that with the current culverts (when clear), will on average be closed for 60 days per year. This will increase if the culverts are not cleared of debris and silt. This is likely to be the case because of the issues involved with maintenance identified earlier. The level of service for the other options is provided as part of the latter options analysis discussion. It is important to recognise that the maximum standard that can be achieved for the crossing is a clear span bridge that would provide access up until the 1 in 20 year event. This is limited because of the capacity of the river in the lower reaches of the Gawler River. At this point the access roads to the crossing itself would be inundated due to breakouts upstream and would render them un-trafficable. 2. Asset Management Council’s Asset management plans identify no allocation for asset renewal identified in the near future. The asset is made up primarily of drainage pipes and the road construction above it. Unless there is catastrophic damage as a result of flood the first planned asset renewal will be on the road seal in 2026 for a road reseal. Asset replacement on the pipework is at least 30 years away but subject to inspection of the condition of the pipe. Asset Management is based upon the condition of the asset, that is, the pipe. As identified earlier in this report, maintaining the pipe work to be clear of obstructions and silt is a constant problem because of the limited size and configuration of the four pipes. In this regard the service that the asset provides is failing. Maintenance to ensure the pipes are clean is hampered by the progressive build up of silt in the river bed. The siltation of the river is and will be an on-going problem in maintaining any infrastructure. This is especially the case of having small sized pipes. To maintain the current function of

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Economic & Corporate Committee Agenda 14/08/2012 the pipes under the ford would require the regular clearing of the creek bed downstream for a significant length of the river. This is impractical as downstream ownership of the river is predominantly private, inaccessible and occupied by numerous River Red Gums as seen in Figure One. The issue then is with an asset that effectively cannot perform its intended function, does Council consider the position of improving the asset function by increasing its size, accept the current standard or consider disposing the asset and in effect invoke the process of permanent road closure. 3. Community benefit The following analysis is not a comprehensive one, but merely seeks to identify the relative cost and improvement to service (accessibility) of the ford and the options of improvement. The comparison table identifies the overall costs of the three options presented in the consultant report against the base case (do nothing), the average improvement of access (days accessible) and the average cost of fuel savings to the motorist in being able to utilise the ford more frequently. Finally a savings to cost ratio is identified for the three options. It inherently identifies that the upgrade to four by 1.5m by 1.5 m culverts appears to be the more cost efficient solution from the three upgrade options that meet the objectives identified earlier in this report.

Base Case (Do nothing)

4 x 1.5m culverts

4 x 2.7m culverts

Clear span Bridge

Estimated Cost of construction ($,000s) $0 $500 $1,200 $4,000

Average days closed per year 60 17 5 2

Increase in number of days open above base case 0 43 55 58

traffic count 1600 1600 1600 1600

kilometres saved per year ‐ 6k trip 0 412800 528000 556800

Dollars saved @ $1.40/L @ 10Lper 100k / per annum ($,000s) $58 $74 $78

Saving to cost ratio 0.12 0.06 0.02 In considering the above further analysis of options as part of this report will be focussed on the options of ‘do nothing’ and upgrading to four 1.5m x 1.5m culverts. Options Option 1 The City of Playford gives ‘in principle’ support to the upgrade of the Bakers Road Ford on the basis of receiving State Black Spot Funding and an annual amount of $8,000 be included for consideration as an unfunded initiative in the 2013 / 2014 financial year budget. Option 2 The City of Playford does not support the upgrade of Bakers Road Ford and informs Mallala Council of this position.

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Economic & Corporate Committee Agenda 14/08/2012 Analysis of Options Option 1 – upgrading the ford with four of 1.5m by 1.5m box culverts This upgrade has been identified as the most cost effective solution of the concept upgrades presented. It provides an increased level of service to motorists using the crossing by reducing the number of days closed by an average of about 43 days per year. It improves the safety of the current crossing by improving the vertical alignment (approaches to the ford) and will make it complaint with current Australian Design Standards for the geometric design of roads. It will further improve the safety of the crossing by providing barriers on the upstream and downstream sides of the crossing, thereby reducing the risk of vehicles dropping off the edges. The upgrade will also significantly reduce the management of the ford in relation to its closure, that is, the frequency of maintaining the barricades and damage caused to them. Access for maintenance of the culverts will be improved and the issue of siltation and blockages will be reduced. The cost of the upgrade will be shared between the District Council of Mallala and the City of Playford with an opportunity to seek funding from the State Black Spot Program that will reduce this contribution by up to two-thirds. (1/3 Council : 2/3 Black Spot Program) The upgrade has identified that there will be a financial benefit to the community through the reduction of total vehicle kilometres travelled and the annual cost associated with it. There are other benefits associated with the reduction in travel including the time travelled and the environmental benefit. This report has not investigated those in detail but merely identifies them as an additional benefit above the simple financial benefit to the community. Whilst it can be argued, anecdotally, that the benefit would be primarily to those residents in the District Council of Mallala who access employment and services in the City of Playford, it can be argued that businesses and services in the City of Playford equally benefit from this access and patronage. Funding for this project would be in the 2013 / 2014 financial year as the Black Spot Program call for applications normally is in September with decisions of which projects are successful being identified early in the following calendar year. With the current financial pressures of the City of Playford’s budget over the coming years, funding of this project in relation to other capital projects can be argued. The opportunity for joint funding on the premise of a successful application to the State Black Spot Program could justify the consideration of investment in the upgrade of the ford under this option. The City of Playford gives ‘in principle’ support to the upgrade of the Bakers Road Ford on the basis of receiving State Black Spot Funding and an amount of $84,000 (capital) be included as an unfunded initiative in the 2013 / 2014 financial year budget. Option Two – Do Nothing The current level of service of the ford (days open) is reducing as a result of increased urbanisation upstream (increased frequency of flows) and the problems associated with blockages and siltation. This will result in increased maintenance requirements and similar frustration by motorists. The asset is structurally sound albeit the culverts are not functioning satisfactorily because of the issues involved with their size and the propensity for blockage by debris and siltation. The costs therefore, of the no action option will be increasing maintenance callouts for the closure of the ford. This will be dependent upon the frequency of rainfall events that exceed the capacity of the existing pipework.

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Economic & Corporate Committee Agenda 14/08/2012 It is recommended that the City of Playford advise the District Council of Mallala that the upgrade of the Baker Road Ford will not be considered as part of the normal budgetary process in the 2013 / 2014 financial year. Financial Implications Option 1 – upgrading the ford with four of 1.5m by 1.5m box culverts The request from the District Council of Mallala (Attachment 2) sought the City of Playford to consider funding for the upgrade of the Baker Ford in the 2012/13 financial budget considerations. A capital budget bid was identified in the unfunded initiatives for 2012 / 2013 for the contribution to the upgrade of the Baker Road Ford of $250,000 (Capital). This was not included in the 2012/13 budget. Subsequent discussions with staff from the District Council of Mallala identified that they would seek funding from the Black Spot Programme in the latter part of the 2012 calendar year. The process of the Black Spot Programme is such that applications that are received in the 2012 calendar are considered in early 2013 with the intent that successful projects would be funded for design and construction in the 2013/14 financial year. On the basis of progressing the project upon securing subsidy funding from the Black Spot Programme, the consideration of an unfunded initiative would be presented as part of the 2013/14 financial year budget. The budget bid for the project would then be $84,000 (Capital) and subject to receiving the income from the Black Spot Program. The project funding (loan borrowings) would be sought in the 2013/14 financial year and the asset realised in the following financial year for depreciation purposes. The following table summarises the operating and capital result and the net cash impact on the basis that Council is successful in receiving the subsidy from the Black Spot Program. Maintenance of the asset will be subject to seasonal events and has been estimated at $10,000 per annum for the purposes of the financial impact assessment. The $10,000 for maintenance can be reallocated from existing costs associated with periodic closer of the road. The additional operating funds covers interest and depreciation expenses ($8,000) and will be needed to be funded through the unfunded initiative process in the 2013/14. 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17

$'000 $'000 $'000 $'000 $'000

Operating Result 0 18 18 18 18

Capital Result 0 84 0 0 0

Net Operating Impact

0 18 18 18 18

Option Two – Do Nothing The financial implications of the “do nothing” option are summarised in the table below. This is currently funded from the City Operations budget. The operating result incurs an ongoing cost of some $10,000 per annum and comprises predominantly of maintenance costs involved with the ford. The depreciation of the asset value is minor as it is depreciated over a life of 100 years. The maintenance costs are primarily costs associated with the opening and closing of the ford, as maintaining of the pipe openings themselves is ineffective because of the reasons given earlier in this report.

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2012‐13 2013‐14 2014‐15 2015‐16 2016‐17

$'000 $'000 $'000 $'000 $'000

Operating Result 10 10 10 10 10

Capital Result 0 0 0 0 0

Net Cash Impact 10 10 10 10 10

Preferred Options and Justification Option 1 is the preferred option. It provides support for the District Council of Mallala in pursuing funding from the State Black Spot Program and seeks to continue to work collaboratively with our adjoining Councils to improve the transport network across the region. The project identifies a community benefit in improving the accessibility of the crossing and reducing the potential community direct costs of vehicle kilometres travelled and the indirect costs of travel time and productivity. It also has an improvement to the environment through reduction of vehicle emissions, albeit it is not intended to quantify these as part of this report. The existing ford crossing currently has approach advisory signs to reduce vehicle speeds from the posted 80 km/hr road speeds on either side of the ford as the current approaches do not comply with current Australian Road design standards for an 80 km/hr road. Whilst this is not critical in the consideration of upgrading the ford, nevertheless it would be beneficial in reducing the level of risk through design of the road to accommodate the design speed of the approach roads.

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District Council of Mallala and the City of Playford

ASSESSMENT OF OPTIONS TO UPGRADE THE BAKER

ROAD FORD CROSSING

May 2012

Draft

Project Team:

Geoff Fisher

Felicity Ginnivan

Andrew McLean

Belinda Peters

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ATTACHMENT 1

Adelaide and Mount Lofty Ranges NRM Board AWE

12189, Greater Adelaide Region Water Reuse Demand i

Document History and Status

Issue Rev. Issued to Qty Date Reviewed Approved

Proposal 1 SG 1 22 May 2012 GF GF

Printed: May 24, 2012

Last Saved: May 24, 2012

File Name: 12077 Baker Road Ford Upgrade v2_120519.docx

Project Manager: Geoff Fisher

Client: DC Mallala

Project: Baker Road Ford Upgrade

Name of Document: 12077 Bakers Road Ford Upgrade v1_120519

Document Version: 1

Job Number: 12077

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AWE DC Mallala and City of Playford

ii 12077 Baker Road Ford Upgrade

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Adelaide and Mount Lofty Ranges NRM Board AWE

12189, Greater Adelaide Region Water Reuse Demand iii

Table of Contents

Summary ................................................................................................................................................................. 1

1 Introduction ................................................................................................................................................. 2

2 Approach and Key Assumptions .................................................................................................................. 4

2.1 Determination of the Design Flow .................................................................................................... 4

2.2 Road and Crossing Configurations .................................................................................................... 4

3 Hydraulic Analysis and Results .................................................................................................................. 10

3.1 Introduction .................................................................................................................................... 10

3.2 Base Case – Existing Crossing and River Configuration................................................................... 10

3.3 Clear Span Bridge Option ................................................................................................................ 12

3.4 Four, 2.7m Culvert Option .............................................................................................................. 12

3.5 Four, 1.5m Culvert Option .............................................................................................................. 13

4 Conclusions ................................................................................................................................................ 14

List of Tables

Table 1 : Selection of Design Flow .......................................................................................................................... 4

List of Figures

Figure 1 : Locality and Site SChematic Map ............................................................................................................ 3

Figure 2 : Clear Span Bridge Option ....................................................................................................................... 7

Figure 3 : 4 x 2.7m culvert Option ......................................................................................................................... 8

Figure 4 : 4 x 1.5m culvert Option ......................................................................................................................... 9

Figure 5 : Base Case Channel Configuration Cross Sections ................................................................................. 11

Figure 6 : Base Case Longitidinal Profile ............................................................................................................... 11

Figure 7 : 4 x 2.7m Culverts Option Longitidinal Profile ....................................................................................... 12

Figure 8 : 4 x 1.5m Culverts Option Longitudinal Profile ...................................................................................... 13

Appendices

Appendix A: Cost estimates

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iv 12077 Baker Road Ford Upgrade

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DC Mallala and City of Playford AWE

12077 Baker Road Ford Upgrade 1

Summary The main objective of this project was to assess a range of alterative options to allow the Baker

Road ford to be open more often to traffic. The crossing is closed during periods of flows of 100

ML/d and above. This had lead to long periods of ford closure, particularly in recent times as a

result of water releases from the South Para Reservoir (to meet environmental water release

objects as well as for reservoir maintenance purposes).

Three upgraded crossing configurations have been assessed and preliminary budget estimates (+/-

30%) prepared. The three options were:

A clear span bridge costing $4 million;

A set of 4 by 2.7 metre high culverts costing $1 million; and

A set of 4 by 1.5 metre high culverts costing $0.5 million

The three options were configured so as to ensure there were no adverse hydraulic impacts

associated with any of them. This was verified through hydraulic modelling using industry standard

software HecRas.

The three options provide different levels of service. The clear span bridge option would remain

open in all but large flood events (eg up to the 1 in 50 ARI flood), the 2.7 m culvert option would

remain open for floods up to the 1 in 2 ARI flood, whilst the 1.6 m culvert option would typically be

closed between 15 to 20 days per year when flows exceeded 350 ML/d, which would still be a

significant improvement over the current situation.

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2 12077 Baker Road Ford Upgrade

1 Introduction The District Council of Mallala and the City of Playford are investigating an upgrade to the Baker

Road ford to increase the time the ford can remain open to traffic.

The Baker Road Ford provides an alternative north - south connection across the Gawler River to the

Old Port Wakefield Road crossing (approximately 2 km to the west) and Heaslip Road (which is

nearly 7 km east). The crossing handles approximately 1500 vehicle movements per day. Baker

Road mostly has a speed limit of 80 km/h. During recent times (post drought period) the ford has

been closed for long periods because water has been over topping the ford. The prolonged periods

of over topping have in part been to the lower portions of the ford becoming blocked with silt,

which is then removed by council; a general accumulation of silt in the Gawler River itself; and also

because of an increase in flows along the Gawler River as a result of changes to the operating rules

for the South Para Reservoir.

During 2011 there were multiple releases from the South Para Reservoir for the purposes of keeping

storage volume down to allow time for maintenance works to be undertaken. Whilst this is not

considered to be a frequent phenomenon, there will soon be changes to the operating rules for the

South Para Reservoir in order to meet the environmental water requirements of the lower South

Para and Gawler River. These changed operating arrangements can be expected to continue into

the foreseeable future and will create similar flow conditions to those experienced in 2011.

Given the relatively large traffic volumes, lack of close by alternative crossings, and likely increase in

frequency of closure due to over topping, both Mallala and Playford Councils are investing potential

options for upgrading the ford.

A locality map is provided in Figure 1.

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2 Approach and Key Assumptions

2.1 Determination of the Design Flow

A key design parameter is the selection of design flow rate. The design flow rate is the flow at which

water levels will first begin to overtop the ford and hence lead to closure of the ford. The ford

should therefore remain open for all periods when flows in the river are less than the design flow

rate.

A range of design flows were considered using flow data from the Virginia Park flow gauging station.

These flows range from relatively frequent flows that would be expected to be exceeded in most

years to less frequent flows that corresponded to a “bank full” condition.

A flow duration curve was developed from daily flow data at the Virginia Park gauging station – this

was used to estimate the number of days during a year when a specified flow would be exceeded.

Instantaneous peak flow data from the same gauging station was used to develop a flood frequency

curve and this information used to estimate the average recurrence interval (ARI) of various flows so

that this information could also be used to guide the selection of design flow rate.

The results are summarized in the table that follows.

TABLE 1 : SELECTION OF DESIGN FLOW

Flow Rate Frequency of overtopping

150 ML/d (1.8 m3/s) More than 30 days each year

200 ML/d (2.3 m3/s) 25 – 30 days each year

350 ML/d (4 m3/s) 15 – 20 days each year

2000 ML/d (22.4 m3/s) Equivalent to a 1 in 2 ARI event

5000 ML/d (60 m3/s) Equivalent to a 1 in 5 ARI event

10,000 ML/d (120 m3/s) Equivalent to a 1 in 20 ARI event

Three flow rates were selected in consultation with council staff to test different ford / crossing

configurations. These were a:

Low flow range - 350 ML/d;

Mid flow rate - 2000 ML/d; and

High flow range – 10,000 ML/d.

2.2 Road and Crossing Configurations

Three different configurations of road crossing were considered based on the three design flow

rates. Each crossing configuration was developed in accordance with the latest Australian design

Standards for geometric road design. (The current geometry requirements are more stringent than

the requirements when the ford was originally installed).

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The high flow range approximates a bank full flow condition at this location and hence

would require a bridge crossing that spanned across the top of the levees on either side of

the river.

This would enable the gap between the levees (that are presently filled at the onset of an

impending flood) to be permanently filled. This option would achieve the highest level of

service and would enable a 80 km/h speed limit to be maintained across the crossing at all

times when flows were less than the 1 in 20 ARI flood. The crossing itself would never be

overtopped but the approach roads would be inundated during very large flood events (ie 1

in 50 ARI and above).

This option would require significant earthworks and an upgrade to the Baker Road

approaches either side of the river crossing. The approaches are also subject to flooding in

large events and hence a series of culverts would need to be provided under the raised

section of Baker Road to ensure flood flow paths were not adversely affected by raising

Baker Road.

The option was estimated to cost around $ 4million.

This configuration is illustrated in Figure 2.

The medium design flow road and crossing configuration assessed would involve installing

a series of four 2.7 metre high culverts across the river with a road on top. Some work

would be required along the Baker Road approaches to the crossing, but these would be

relatively minor and considered unlikely to have an impact on flow paths on the floodplain.

The crossing would be overtopped by floods greater than the 1 in 2 ARI flood (22.4 m3/s).

The pavement would most likely be a rigid pavement (ie concrete surface) and the road

embankment formed with gabions or other such rockwork so that it could withstand

(relatively) frequent overtopping. Guard rails would also need to be provided.

The configuration assessed would enable a 80 km/h speed limit to be maintained across

the ford which would require some re-grading of the Baker Road approaches.

The length of river affected by the crossing would be significantly larger than is the case for

the present crossing, to provide sufficient room for the embankments, guardrails and

carriageway.

The road level at the crossing approaches would remain below the top of levee level and

hence both councils would still to the fill the gap in the levee during a flood. Effectively this

arrangement would be unchanged.

The cost of this crossing configuration was estimated to be around $ 1 million.


The lowest design flow road and crossing configuration assessed would involve installing a

series of four 1.5 metre high culverts across the river with a road on top. Only very minor

works would be required along the Baker Road approaches for this crossing and these

would not have an impact on flow paths on the floodplain.

The crossing would be overtopped and closed for approximately 15 to 20 days each year.

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The pavement would need to be a rigid pavement (ie concrete surface) and the road

embankment formed with gabions or other such rockwork so that it could withstand

frequent overtopping. Guard rails would also need to be provided.

The configuration assessed would require a speed limit of 40 km/h over crossing to be

established.

The length of river affected by the crossing would be significantly larger than is the case for

the present crossing, to provide room for the embankments, guardrails and carriageway.

The level of disturbance would be less than for the medium flow option but more than for

the highest flow option.

The cost of the configuration assessed was estimated to be around $0.5 million.


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3 Hydraulic Analysis and Results

3.1 Introduction

The hydraulic performance of each of the three crossing options was assessed to describe their

hydraulic characteristics and to ensure that they did not exacerbate flooding. This was done using

the industry standard 1D hydraulic model HecRas model. Channel geometry and model roughness

data were extracted from the earlier HecRas model developed as part of the Gawler River floodplain

mapping project for the Gawler River Floodplain Management Authority. Channel cross section and

ground elevation data from the digital terrain model (DTM) collected as part of that project was also

used. This information was captured at a vertical accuracy of +/- 100 mm. The modeling process

was undertaken in two main stages. Firstly a base model was prepared so as to determine the

present channel capacity and hydraulic characteristic of this section of river. A series of culvert /

crossing configurations were then trialed with the objective of meeting the design flow

requirements, without causing any significant changes in the hydraulics of the river system. A

description of the results follows.

3.2 Base Case – Existing Crossing and River Configuration

Figure 5 illustrates the channel cross sections and general channel geometry. Figure 6 includes a

longitudinal profile including water profiles for a range of flows. The HecRas model used for the

assessment starts approximately 1 kilometre upstream of the Baker Road crossing and extends for a

distance of around 1.5 kilometres. The hydraulic behavior of the river (and the culverts) is

influenced in the model by the channel geometry (cross section and stream sinuosity, and the

changes in geometry from one section to another), the channel slope, and the channel roughness.

Most of these are set values based on physical measurements, and so effectively the only variable

that is subject to judgment is the model roughness. The original base case model has utilized

channel roughness values that were calibrated based on recorded flows at the Virginia Park gauging

station. These same calibrated values were used herein. However, in this case, the absolute

roughness value is not of paramount importance because the main aim of the modeling process is

to compare the water surface elevations between different configurations and the base case.

An important finding through this calibration and model setup process was the realization that the

channel geometry changes significantly from one cross section to the next. Furthermore the flow

capacity at the Baker Road crossing is influenced significantly by a constriction in the channel some

200 metres further downstream (near chainage 6750m in the long section). This point effectively

controls water level in this section of the Gawler River, and is illustrated by the sharp drop in water

level (the blue shading) between chainage 6750 and 6700. The effect of this constriction (in relative

terms) becomes less as the flow increases. There are two main implications for the crossing:

The constriction causes water to back up and creates elevated water levels therefore

drowning out the crossing. This means that relatively large culverts are needed as much for

raising the height of the road above the water as they are needed for flow conveyance.

The constriction lessens the hydraulic impacts of the upgraded Baker Road crossing

because the constriction still acts as the primary hydraulic control along this section of river

(for realistic crossing configurations) even with the new crossing in place.

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FIGURE 5 : BASE CASE CHANNEL CONFIGURATION CROSS SECTIONS

FIGURE 6 : BASE CASE LONGITUDINAL PROFILE

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3.3 Clear Span Bridge Option


There are no significant changes in water levels in the main river channel for the clear span bridge

option because the bridge effectively is raised above the flood level. There would however be

implications associated with the approaches to the bridge on the adjoining floodplain because these

would need to be raised to meet the new bridge. Flow across the floodplain is primarily as a result

of breakouts occurring further upstream flowing westwards, effectively parallel to the main river

channel (rather than from the river channel itself). The raised approaches could result in a

significant change in flow behaviour on the floodplain (which may be acceptable) unless a

substantial bank of culverts was also included within the approach road. (Note: the cost estimates

for this option ($4million) do not allow for the inclusion of culverts.)

3.4 Four, 2.7m Culvert Option

The configuration of this culvert arrangement was optimised to ensure that there would be no

significant impacts in water surface elevation within the channel. The crossing configuration is

illustrated in Figure 3 and the longitudinal water surface profiles are illustrated in Figure 7.

FIGURE 7 : 4 X 2.7M CULVERTS OPTION LONGITUDINAL PROFILE

At the target design flow rate (22.4 m3/s: water levels are highlighted by the blue shading in

Figure 7) there is a slight increase in water level upstream of the crossing of less than 10 mm, but

water is still well within the channel. The impacts of the crossing become increasingly less with

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elevated flows to the point where it has no significant impact at the bank full flow condition (the top

blue dotted line (WS100) in Figure 7.)

There are no substantial changes to the approach roads for this option and hence flood flows on the

floodplain should not be affected.

3.5 Four, 1.5m Culvert Option

The configuration of this culvert arrangement was optimised to ensure that there would be no

significant impacts in water surface elevation within the channel. The crossing configuration is

illustrated in Figure 4 and the longitudinal water surface profiles are illustrated in Figure 8.

There are no substantial changes to the approach roads for this option and hence flood flows on the

floodplain are not affected.

FIGURE 8 : 4 X 1.5M CULVERTS OPTION LONGITUDINAL PROFILE

At the target design flow rate (4 m3/s: water levels are highlighted by the lowest blue dotted line in

Figure 8) there is a slight increase in water level upstream of the crossing of less than 10mm, but

water is still well within the channel. The impacts of the crossing become increasingly less with

elevated flows to the point where it has no significant impact at the bank full flow condition (the top

blue dotted line (WS100) in Figure 8.)

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4 Conclusions Three alternative river crossings have been evaluated. All three upgraded crossing configurations

could be installed without having adverse impacts on the flood conveyance capacity of the Gawker

River or on surrounding land.

The three options provide different levels of service and costs and the expected cost associated with

each alternative increases substantially with the increase in serviceability. The three options were:

A clear span bridge costing $4 million;

A set of 4 by 2.7 metre high culverts costing $1 million; and

A set of 4 by 1.5 metre high culverts costing $0.5 million

The clear span bridge option would remain open in all but large flood events (eg up to the 1 in 50

ARI flood), the 2.7 m culvert option would remain open for floods up to the 1 in 2 ARI flood, whilst

the 1.6 m culvert option would typically be closed between 15 to 20 days per year when flows

exceeded 350 ML/d, which would still be a significant improvement over the current situation.

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APPENDIX A

Cost Estimates

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Project : Bakers Road Ford

Item Unit Rate Qty Amount Items Authority Charges PC Sum Total

Preliminaries 0$ Establishment, Environmental & OHS&W Plan, Insurances, CITB Levies Item $5,000.00 1 5,000$ 5,000$ Site Survey Item $10,000.00 1 10,000$ 10,000$ Quality Management System Item $10,000.00 1 10,000$ 10,000$ Temporary Creek Diversion Works Item $10,000.00 1 10,000$ 10,000$ Geotechnical Investigations (Civil and Structural) Item $30,000.00 1 30,000$ 30,000$

Subtotal 65,000$ 65,000$ -$ -$ 65,000$

Bulk Earth and Civil Works 0$ Bund, Creek and Foundations Works

Volume of fill 900.0

Volume of cutFill of road (gravel) m2 $32.00 2800.0 89,600$ 89,600$ Excavation of bridge foundation m3 $15.00 8.0 $120.00 $120.00Imported Engineered (supply & lay) m3 $30.00 900.0 $27,000.00 $27,000.00Clear Span Bridge

m2 $2,500 768 1,920,000$ 1,920,000$ Guard Rail m $160 240 38,400$ 38,400$ Line Marking and Signage Item $5,000 1 5,000$ 5,000$ Abutements m3 $500 105 52,500$ 52,500$ 300mm NS stone armoured on geofabric layer m3 $200 288 57,600$ 57,600$ Landscaping

m2 $5.20 125 650$ 650$ Landscaping & matting m2 $25.00 125 3,125$ 3,125$

Subtotal 2,193,995$

Contigency @ 30% 658,199$

Sub Total (Bulk Earth Works) 2,852,194$ 2,852,194$ 2,852,194$

Preliminaries 65,000$

Total 2,917,194$

Design (10%) 291,719$

PM and Superintendent (10%) 291,719$

Overall Total 3,500,632$

GST (10%) 350063.22Estimated Construction Cost 3,850,695$

100mm top soil & hydro seed

Bridge

Project Number:12077

Clear Span Bridge

Civil works Pre-

Tender Cost

Estimate

m3

m3

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Project : Baker Road Ford


Preliminaries 0$ Establishment, Environmental & OHS&W Plan, Insurances, CITB Levies Item $3,000.00 1 3,000$ 3,000$ Site Survey Item $5,000.00 1 10,000$ 10,000$ Quality Management System Item $5,000.00 1 10,000$ 10,000$ Temporary creek diversion works Item $10,000.00 1 10,000$ 10,000$ Geotechnical Investigations (Civil and Structural) Item $15,000.00 1 15,000$ 15,000$

Subtotal 48,000$ 48,000$ -$ -$ 48,000$

Bulk Earth and Civil Works 0$ Excavation Works

Volume of fill 4974.0Cut to fill m3 $20.00 -$ -$ Boxing out of existing pavement m3 $15.00 252.0 3,780$ 3,780$ Boxing out of existing concrete m3 $25.00 302.0 7,550$ 7,550$ Excavation of the road m3 $50.00 168.0 8,400$ 8,400$ Imported Engineered (supply and lay) m3 $30.00 4974.0 149,220$ 149,220$ Cut and dispose off site m3 $15.00 175.7 2,636$ 2,636$ Culverts

Supply and lay of concrete slab (in-situ) m3 $500 98.0 49,000$ 49,000$ Supply and lay of culverts ( 4 x 2700 x 2700 RCBC) m $6,000 41.2 247,200$ 247,200$ Headwalls for culverts Item $10,000 2.0 20,000$ 20,000$ Guard Rail m $160 224.0 35,840$ 35,840$ Pavement m2 $50 630.0 31,500$ 31,500$ Line marking and signage Item $5,000 1.0 5,000$ 5,000$ Stone work and Foundation (rock beaching)

m3 $200.00 384 $76,800 76,800$ Landscaping

300mm top soil and hydro seed m2 $5.20 160 832$ 832$ Landscaping and Matting m2 $25.00 160 4,000$ 4,000$

Subtotal 642,590$


SubTotal (Bulk Earth and Civil Works) 835,367$ 835,367$ 835,367$


Total 883,367$

Design(10%) 88,337$


Overall Total 1,108,040$

GST (10%) 110,804$

Estimated Construction Cost 1,218,844$

300mm NS stone armoured rock


2.7 metre culverts

Civil works Pre-

Tender Cost

Estimate

m3

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Project : Baker Road Ford


Preliminaries 0$ Establishment, Environmental & OHS&W Plan, Insurances, CITB Levies Item $3,000.00 1 3,000$ 3,000$ Site Survey Item $5,000.00 1 10,000$ 10,000$ Quality Management System Item $5,000.00 1 10,000$ 10,000$ Temporary creek diversion works Item $10,000.00 1 10,000$ 10,000$ Geotechnical Investigations (Civil and Structural) Item $15,000.00 1 15,000$ 15,000$

Subtotal 48,000$ 48,000$ -$ -$ 48,000$

Bulk Earth and Civil Works 0$ Excavation Works

Volume of fill 275.0Cut to fill m3 $20.00 30.5 610$ 610$ Imported Engineered (supply and lay) m3 $30.00 275.0 8,250$ 8,250$ Culverts

Supply and lay of concrete slab (in-situ) m3 $500 16.0 8,000$ 8,000$ Supply and lay of culverts m $3,000 14.6 43,800$ 43,800$ Headwalls for culverts Item $8,000 2.0 16,000$ 16,000$ Briefen rope fencing m $299 132.0 39,468$ 39,468$ Pavement m2 $50 1008.0 50,400$ 50,400$ Line marking and signage Item $5,000 1.0 5,000$ 5,000$ Stone work and Foundation (rock beaching)

m3 $200.00 68 $13,600 13,600$ Landscaping

300mm top soil and hydro seed m2 $5.20 120 624$ 624$ Landscaping and Matting m2 $25.00 412 10,300$ 10,300$

Subtotal 196,676$


SubTotal (Bulk Earth and Civil Works) 255,679$ 255,679$ 255,679$


Total 303,679$

Design(10%) 30,368$


Overall Total 412,415$

GST (10%) 41,241$

Estimated Construction Cost 453,656$


1.5 metre culverts

Civil works Pre-

Tender Cost

Estimate

m3

300mm NS stone armoured rock on geofabric layer

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ATTACHMENT 2

Economic & Corporate Committee Agenda 14/08/2012 5.2 RATES RELIEF POLICY (Responsible Executive Member: Andrew Wroniak) (Contact Person: Andrew Wroniak) See Attachment Nos. 1. Rates Relief Policy with suggested changes Why is this matter before the Council or Committee? This matter cannot be delegated to staff as it is Council Policy.

Purpose To endorse Council’s Rates Relief Policy.

STAFF RECOMMENDATION Council endorses the Rates Relief Policy (attachment 1).

Relevance to Council Plan This matter has relevance to Objective 4.1.2 which states: “Review decision making frameworks to drive efficient, effective and equitable decisions”. Relevance to Public Consultation Policy Council is not required to consult the community on this matter. Background Council has determined that it is good governance practice to ensure that Council Policies are reviewed on a regular basis. This Rates Relief Policy was last reviewed by Council in 2010. Rates are a form of taxation and provide the main revenue stream for Council to deliver services to the community. This policy provides for the relief of rates payable to a person or body/organisation, in the form of rebates, remission or postponement, when Council considers that particular requirements under the Local Government Act 1999 (as amended) have been met. This supports the provision of equitable services and facilities to meet the needs of the whole community. Analysis of Issues The Rates Relief Policy provides direction for Council staff in the administration of rates including the application of rebates, remissions and postponements. Council recognises that for the benefit of the whole community it is appropriate to provide rate relief under certain circumstances. However Council must balance the community needs for rates relief with its own financial needs, as any increases in rate relief would need to be offset by increased payment of rates by other ratepayers. The changes to this document since last adopted in June 2010 are minor in nature and relate to the extension of the review date.

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Economic & Corporate Committee Agenda 14/08/2012 Options Option 1 Council endorses the Rates Relief Policy (attachment 1). Option 2 Council endorses the Rates Relief Policy (attachment 1) with the following changes…. Analysis of Options Option 1 This option provides for Council to adopt the Rates Relief Policy incorporating minor wording changes from the policy adopted by Council two years ago. Option 2 Option 2 allows for Council to alter the level of rates relief Council provides to the Community. Any such change may have a material effect on Councils ongoing financial position and budget. Financial Implications Rates are Council’s primary means of revenue. Any changes to the amount of rates relief that Council provides would have an impact on the Annual Budget and may need to be offset by increased rate payments from other rate payers. Preferred Options and Justification Option 1 is the preferred option. It represents the policy adopted by Council two years ago with minor administrative changes.

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City of Playford – Rate Relief Policy 2007/08

CITY OF PLAYFORD

Policy:

Rate Relief

DATE POLICY ADOPTED: April 2007June 2010

ADOPTED BY: Council

LAST REVIEW DATE: June 2010 August 2012

NEXT REVIEW DATE: June 2014

RESPONSIBILITY: Finance, Risk & Procurement Corporate Services

1. POLICY STATEMENT

Rates are a form of taxation and provide the main revenue stream for Council to deliver services to the community. It is the policy of the City of Playford that relief of rates payable is available to a person or body/organisation, in the form of rebates, remission or postponement, when Council considers that particular requirements under the Local Government Act 1999 (as amended) have been met. This supports the provision of equitable services and facilities to meet the needs of the whole community. Sections 159-166 of the Local Government Act 1999 (as amended) outline the provision of relief of rates through mandatory and discretionary rebates. Sections 182 & 182A of the Local Government Act 1999 (as amended) outline the provisions for postponement and remission of rates (including hardship).

Rate Relief will only be considered in accordance with this Policy. …………………………………………….………… ………...……………… Chief Executive Officer – Tim Jackson Date and or Minute details if approved by Full Council ……………………………………………………………………………………………….

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ATTACHMENT 1


2. BACKGROUND

Rates, being a form of taxation are levied under the Local Government act 1999 (as amended) on the basis of land value /use, which is widely accepted as a reasonable indicator of capacity to pay.

Recognising that there may be circumstances where this may not always be the case, the Local Government Act makes provision for Council to consider applications for rate relief.

3. POLICY OBJECTIVES

The objective of this Policy is to ensure that all applications for rate relief are considered in an equal and fair manner in line with the provisions set out under the Local Government Act and this Policy.

4. LEGISLATION AND REFERENCES

The following need to be considered in relation to the relief of rates: Local Government Act 1999 (as amended) Guidelines to this Policy

5. DEFINITIONS

Rebates The refund of a portion of rates paid or payable. The full amount of annual rates are raised and billed to the ratepayer. A specified amount is then refunded back to the ratepayer. Remission The reduction of the amount of rates payable. The amount of annual rates raised is reduced by a calculated amount and the reduced amount of annual rates is billed to the ratepayer. Postponement The delay of payment of rates until a future date. Subject to any interest charges, the annual rates payable are delayed and do not become payable until a future date.

6. PROCEDURES 6.1 REBATES

Mandatory Rebates A Mandatory rebate of 100% is applicable to:

Land predominantly used for service delivery or administration by a hospital or health centre incorporated under the South Australian Health Commission Act 1976. South Australian Public Health Act 2011

Land containing a church or other building used for public worship, or land used solely for religious purposes.

Land being used for the purposes of a public cemetery. Land (other than land used as domestic premises) owned by, or under the care,

control and management of, the Royal Zoological Society of South Australia Inc.

A Mandatory rebate of 75% is applicable to: Land occupied by a government school under a lease or licence and being used for

educational purposes. Land occupied by a non-government school registered under Part 5 of the Education

Act 1972 and being used for educational purposes. Land being used by a University or University college to provide accommodation and

other forms of support for students on a not-for-profit basis

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Land predominantly used for service delivery or administration by a community service organisation as defined under Sections 161(3) & 161(4) of the Local Government Act 1999 (as amended).

Under the amended provisions of section 161 of the Local Government Act, the rebate on rates on land being predominantly used for supported accommodation that consists of accommodation for persons provided by housing associations registered under the South Australian Co-operative and Community Housing Act 1991 may, with respect to the following financial years, the transitional arrangements will be as follows: (a) 2010/2011 - 25% (or, at the discretion of the council, a higher rebate); (b) 2011/2012 - 50% (or, at the discretion of the council, a higher rebate); (c) 2012/2013 - 75% thereafter The power to determine applications for mandatory rebates of rates has been delegated to the Chief Executive Officer. Where a mandatory rebate of 75% is applied, Council will not consider any further rebates in relation to that property. In addition, where Council is aware of an organisation which is entitled to a mandatory rebate and there is no doubt as to the eligibility for that rebate, the power to grant a rebate without first receiving an application has been delegated to the Chief Executive Officer.

Discretionary Rebates Council has the power under section 166 of the Local Government Act 1999 (as amended) to grant discretionary rebates in the following cases.

The rebate is desirable for the purpose of securing the proper development of the

Council area (or part thereof). The rebate is desirable for the purpose of assisting or supporting business within the

Council area. The rebate will conduce to the preservation of buildings or places of historic

significance. The land being used for educational purposes. The land being used for agricultural, horticultural or floricultural exhibitions. The land is being used for a hospital or health centre. The land is being used to provide facilities or services for children or young persons. The land is being used to provide accommodation for the aged or disabled. The land is being used for a residential aged care facility that is approved for

Commonwealth funding under the Aged Care Act 1997 (Cwlth) or a day therapy centre.

The land is being used by a organisation which, in the opinion of Council, provides a benefit to the local community.

The rebate relates to common property or land vested in a community corporation under the Community Titles Act 1996 over which the public has free and unrestricted access and enjoyment.

The rebate is considered by Council to provide relief against what would otherwise amount to substantial changes in rates payable by a ratepayer due to changes in the basis or structure of the Council’s rates, or a change in the basis of valuation, rapid changes in valuation or anomalies in valuations.

The power to determine applications for discretionary rebates of rates has been delegated to the Chief Executive Officer. Where applicants satisfy the requirements for a discretionary rebate as outlined in this Policy, the Local Government Act 1999 (as amended) and the rebate application form, a maximum 50% rebate may be granted. Where the Chief Executive Officer considers that a discretionary rebate greater than 50% is warranted and/or a commitment for greater than one year, then the recommendation will be put to full Council for decision.

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Section 166 (1a) outlines the issues that Council must consider in deciding whether to grant a rebate. All applications for rebates will be considered on their merits. Applications for a rebate of rates are to be made on Council’s rate relief form and accompanied by the appropriate supporting documentation.

Penalties

Reference is made to Sections 159 (7) and 159 (8) of the Local Government Act 1999 (as amended) which outlines that if a person or body has the benefit of a rebate of rates in accordance with this policy and the grounds on which the rebate has been granted cease to exist, the person or body must immediately inform Council of that fact and (whether or not the Council is so informed) the entitlement to a rebate ceases to exist. If a person or body fails to comply with the above requirement to inform Council of a change in circumstances that lead to the entitlement to the rebate ceasing to exist, that person or body is guilty of an offence under the Local Government Act 1999 (as amended) with a maximum penalty of $5,000. Any rates applicable on the grounds that the rebate was no longer applicable become due and payable.

6.2 HARDSHIP

Council has the power under section 182 of the Local Government Act 1999 (as amended) to grant relief of rates due to hardship or extenuating circumstances by way of remission or postponement of rates.

Where applicants satisfy the requirements for relief from rates due to hardship or extenuating circumstances the Council may grant relief in the form of postponement of rates in whole or in part for such period as the Council thinks fit or remit the rates in whole or in part. The power to determine applications for relief from rates due to hardship or extenuating circumstances has been delegated to the Chief Executive Officer and General Managers. Applications for the relief of rates due to hardship or extenuating circumstances are to be made on Council’s rate relief form and accompanied by the appropriate supporting documentation.

6.3 SENIORS POSTPONEMENT

Section 182A of the Local Government Act 1999 (as amended) provides for the postponement of the payment of the prescribed portion of rates for the current or future financial year if:

The person is a prescribed ratepayer, or is the spouse of a prescribed ratepayer and; The rates are payable on land that is the principal place of residence of the prescribed

ratepayer and; The land is owned by the prescribed ratepayer or his/her spouse.

For the purposes of this interpreting this policy a prescribed ratepayer means a person who holds a current State Seniors Card issued by the state government, or who has the qualifications to hold such a card and has applied for the card but has yet to be issued with the card.

Applications for the postponement of rates under section 182A are to be made on Council’s rate relief form and accompanied by the appropriate supporting documentation.

Interest payable

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If a postponement of rates occurs under this section, interest will accrue on the amount postponed at the prescribed interest rate compounded on a monthly basis. The prescribed interest rate is P = CADR + 1% where: 12 P = Prescribed Interest Rate CADR = Cash Advance Debenture Rate for the relevant financial year

Penalties

Reference is also made to Sections 182A (8) and 182A (9) of the Local Government Act 1999 (as amended) which outlines that if a person has applied for the benefit of a seniors postponement of rates and entitlement to that postponement ceases to exist, the owner of the land must inform the Council in writing of that fact (unless the liability to the relevant rates has been extinguished). If a person fails to comply with the above requirement to inform Council of a change in circumstances, that person is guilty of an offence under the Local Government Act 1999 (as amended) with a maximum penalty of $5,000. Any rates applicable on the grounds that the rebate was no longer applicable become due and payable immediately. A person must not make a false or misleading statement or representation in an application made for seniors postponement of rates. Maximum penalty $10,000.

7. APPEALS Appeals against decisions made by Council or its Officers must be addressed in writing to the Chief Executive Officer within 45 days of being advised of a decision. All appeals will be considered in accordance with Council’s grievance procedures and sections 270 and 271 of the Local Government Act 1999 (as amended).

8. APPLICATION FORM

Applications for rate relief are to be made Council’s rate relief form and accompanied by the appropriate supporting documentation. Applications forms are available for Council’s website www.playford.sa.gov.au , from the Customer Service Centres or by contacting the rates office on (08) 8256 0333.

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STAFF REPORTS

MATTERS TO BE CONSIDERED AND REFERRED TO THE COUNCIL

Matters which can be delegated to a Committee or Staff but the

Council have decided not to delegate them

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Economic & Corporate Committee Agenda 14/08/2012 5.3 ADAMS ROAD, CRAIGMORE – PETITION UPDATE (Responsible Executive Member: Shaun Kennedy) (Contact Person: Ken Potter) Why is this matter before the Council or Committee? This is a matter which can be delegated to staff, but Council have decided not to delegate it. Purpose This matter was presented to Council in March 2012 with a resolution for staff to provide an update to Council. This report seeks Council’s direction on expending funds allocated for Council contribution for the State Black Spot Funding for 2012/2013. STAFF RECOMMENDATION Council endorse that Council’s contribution to “Blackspot School Crossing” funding be used to install Koala Crossings on Adams Road in front of Playford Primary School and if funds permit in front of Catherine McAuley Primary School. Relevance to Council Plan Objective 1.4 A safe and proud community Objective 2.1 Quality roads, footpaths and public spaces Objective 4.1 Decision making in the best interests of the City Relevance to Public Consultation Policy Due to the community interest in this project it is considered a Medium Risk. It is recommended that all the affected schools be advised and if the recommendation is approved the project be added to Councils web for information. Background Council received a petition regarding upgrading of Adams Road school crossings to Koala crossings at the Ordinary Council meeting in March 2012. The Hon Nick Champion MP also made representation on behalf of petitioners for both the Catherine McAuley and Playford Primary Schools for the existing Emu Crossings on Adams Road to be upgraded. Council administration also determined that other school crossings needed to be upgraded to Koala Crossings. The priority for the upgrading is: Priority Location 1 Adams Road, Craigmore – Playford Primary School 2 Adams Road, Craigmore – Catherine McAuley Primary School 3 Park Lake Boulevard, Blakeview – Blakeview Primary School & Trinity College 4 President Avenue, Andrews Farm – St Columbia College The City of Playford made application to the 2012/2013 State Black Spot Program for funding to facilitate the upgrade of above four Emu Crossings to Koala (Flashing Light) Crossings with in the City, with Council allocating $100,000 in the 2012/13 Annual Business Plan for 1/3 funding of the upgrades.

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Economic & Corporate Committee Agenda 14/08/2012 Council has received advice from the Department for Planning, Transport and Infrastructure (DPTI) that our submission was unsuccessful. Council needs to determine if it upgrades any crossings or not with the current funding. Analysis of Issues In light of the funding set back, Council staff have reviewed the Road Safety Audits which were undertaken at the four locations listed above to provide a priority list for crossing upgrades (see table above). It is believed that priority consideration be given to upgrading the existing Emu Crossing outside the Playford Primary School on Adams Road Craigmore and Catherine McAuley Primary School. The other two locations follow in this order; Blakeview Primary School and Trinity College (Park Lake Boulevard) and St Columba College (President Avenue). The estimated cost to upgrade one crossing to a signalised Flashing Light crossing is in the vicinity of $50,000. The allocated funds would potentially allow the upgradeing of both crossings on Adams Road. However, until tenders are received, the final costing is unknown. Staff are also in receipt of requests for crossings at Swallowcliffe Primary School and the Elizabeth Park Primary School. It is considered that an Emu Crossing at Swallowcliffe Primary School (Easton Road) is sufficient at this location. A survey is yet to be undertaken at the Elizabeth Park Primary School. Options Option 1 Council endorse that Council’s contribution to “Blackspot School Crossing” funding be used to install Koala Crossings on Adams Road in front of Playford Primary School and if funds permit in front of Catherine McAuley Primary School. Option 2 Council reallocate Councils contribution to “Blackspot School Crossing” funding towards other traffic management projects. Option 3 The “Blackspot School Crossing” funding is given up at the next budget. Analysis of Options Option 1 This option would allow Council to address some of the community concerns relating to the safety of school crossings. The design and install of the two Koala Crossings could occur this financial year. Option 2 Approval of this option would provide additional funding towards other Road Safety or Traffic Management Projects across the City.

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Economic & Corporate Committee Agenda 14/08/2012 Option 3 This option would release the funds approved for this project. Financial Implications Council has allocated $100,000 in this years budget for the upgrade of school crossings as the 1/3rd contribution towards Blackspot funding. Therefore the approval of these upgrades will have no effect on the current budget. The capital cost for this project is estimated to be $100,000, which will be confirmed through the tender process. Preferred Options and Justification Option 1 is the preferred option as it allows Council to commence the upgrade of school crossings in the city.

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STAFF REPORTS

MATTERS TO BE CONSIDERED BY THE COMMITTEE ONLY

Matters which have been delegated to a Committee or staff

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Economic & Corporate Committee Agenda 14/08/2012 5.4 ANNUAL REPORT OF ECONOMIC AND CORPORATE COMMITTEE 2011-2012 (Responsible Executive Member: Shaun Kennedy) (Contact Person: Cheryl Thorpe) See Attachment No: 1 – Economic and Corporate Committee Annual Report -2011-2012 Why is this matter before the Council or Committee? The Delegations Register allows the Economic and Corporate Committee to approve its own annual report. Purpose To present the Economic and Corporate Committee Annual Report for 2011-2012.

STAFF RECOMMENDATION Endorse the annual report of the Economic and Corporate Committee (Attachment 1) for the 2011-2012 financial year.

Relevance to Council Plan The annual reporting of the Committee’s performance is linked to the role and terms of reference of the Committee, as stated in the Committee’s Charter and reflects the City of Playford’s commitment to best corporate governance practice. Relevance to Public Consultation Policy This is an information based report providing progress on the Committee’s achievements during the 2011-2012 financial year. There is no requirement to consult with the community on the contents of the report. Background Annual Reports of Council Committees are produced for a three (3) fold purpose: Inform and educate key stakeholders about the Council and its activities Provide a record and enable the assessment and review of the achievements, goals

and performance of the Panel. Act as a mechanism to express Council’s accountability to the community. Current Situation This Annual Report of the Economic and Corporate Committee has been produced as a mechanism for self evaluation by Committee members, and in accordance with the Committee Charter. The information contained in Attachment 1 will be included in an abridged version (in the Governance section) within the City of Playford Annual Report for 2011-2012.

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Economic & Corporate Committee Agenda 14/08/2012 Future Action In accordance with best practice corporate governance practices, Annual Reports will continue to be produced for the Economic and Corporate Committee to enable the Committee members to continue to reflect on the performance of the Committee over the past year and to inform the community of the Committee’s activities.

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ECONOMIC AND CORPORATE COMMITTEE ANNUAL REPORT 2011/2012

ROLE OF THE COMMITTEE The Economic and Corporate Committee has been established under Section 41 of the Local Government Act 1999 to assist Council in the performance of its roles, duties and responsibilities, specifically in matters relating to the Economic and Corporate goals of the City of Playford. Throughout the year, the Committee considered 35 reports and 5 Discussion Items on matters which had been referred to the Committee by Council’s staff. MEETINGS Eleven (11) meetings were held during the period. Agendas were prepared and distributed by the established deadlines with minutes distributed within three (3) workings days of the meeting. Meetings lasted between seven (7) minutes to sixty-eight (68) minutes with the average meeting lasting for forty-four (44) minutes. During the reporting period, all Committee Meetings were held in the public arena. REVIEW PARAMETERS The Committee Charter stipulates that in reviewing its own performance, the Committee will have regard to:

Its contribution to the development of the Council Plan (service levels and review of strategy).

Its analysis of organisational performance in relation to the Council Plan. The City of Playford’s Goals and Visions for 2011/12 were: Community Wellbeing Vision: A vibrant, prosperous and just community that is diverse, active, creative, strong, safe and healthy. Goal: To improve and support the wellbeing, health and safety of the Playford community. Economic Prosperity Vision: Economic Prosperity refers to the condition of being prosperous with low unemployment and a general sense of economic wellbeing for the entire community. Goal: To improve the economic prosperity of the region. Environmental Care Vision: Environmental Care refers to activities and approaches undertaken throughout Council to deliver services to our community in a sustainable, ecologically sound and responsible manner. Goal: To secure a sustainable future for Playford’s community and environment through leadership, innovation, collaboration and engagement.

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Organisational Excellence Vision: Organisational Excellence is the combined corporate effort that balances the requirements of stakeholders and the community and increases the delivery of long-term organisational sustainability through performance excellence. Goal: A progressive, responsive and innovative organisation that supports the implementation of the Playford community vision. The Economic and Corporate Committee predominantly focussed on two of the Council’s goals, Economic Prosperity and Organisational Excellence. The Committee Work Plan for 2011/2012 was reviewed and revised at every Committee meeting. REPORTS CONSIDERED BY THE ECONOMIC AND CORPORATE COMMITTEE The Committee reviewed its performance and made the following assessment against its terms of reference in its Charter. Given the nature of the Economic and Corporate Committee its business transactions were focused on the review of service levels and analysis of Council’s long term initiatives related to Economic Prosperity and Organisational Excellence. The Economic and Corporate Committee’s annual report is set against the Terms of Reference in the Committee’s Charter to ensure the scope, objectives, participants and authority are defined. The Committee’s Terms of Reference are to:

Review service levels and analyse Council’s long term initiatives related to economic prosperity and organisational excellence.

Review and analyse performance of the Council related to economic prosperity and organisational excellence. Assess the Council’s strategic response to economic prosperity and organisational excellence, as per the Council Plan. Refer requests for investigation into policy matters outside of the economic prosperity and organisational excellence goals to the appropriate committee.

The Committee’s activity has been assessed against these:

Review service levels and analyse Council’s long-term initiatives related to economic prosperity and organisational excellence.

Major Projects 2011/12

The Committee discussed and made recommendations to Council regarding the direction of the following Major Projects:

Lyell McEwin Health Precinct Master Plan Extension to Playford Operations Centre Administration Building Elected Member Technology – Tablet trial Support for small business in Playford

Volunteer Plan

The committee was provided with a copy of the City of Playford Volunteer Plan 2012-2016 for consideration and recommended to Council that the Plan be endorsed.

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Road Maintenance

The Committee was updated on a range of different types of road maintenance matters.

Customer Experience Charter

The committee considered the Draft Customer Experience Charter and provided feedback and recommended to Council that the Charter be endorsed.

Flying of Flags Under Council’s Care and Control Policy

The Committee reviewed the Policy for Flying of Flags under Council’s care and control and recommended to Council that the amended Draft Policy be adopted.

North Adelaide Region Digital Economy Strategy

The Committee was provided with information on the Strategy and updated on initiatives in the Digital Economy, including the National Broadband Network.

Policy Review

o The Committee reviewed the Donations to Communities Affected by Natural Disasters Policy and recommended to Council that it no longer have such a policy and any future donations, cash or in kind, to communities or individuals, be considered by Council on a case by case basis in an equitable manner at the time any such assistance is required.

o The Committee were also involved in the drafting of the Naming of Assets Policy and recommended its adoption to Council.

DTEI Bus Shelter Funding Program

The Committee considered the grant funding for the installation of new bus shelters and recommended to Council it authorise the signing of the Memorandum of Understanding between DTEI and Council regarding the funding and installation of new, replacement and modified bus shelters.

Mark Road Reserve – Revocation of Community Land

The Committee considered the revocation of community land status of Mark Road Reserve and recommended to Council that it commence the process by undertaking community consultation to remove the community land classification. At the completion of that consultation a report be presented to Council for consideration to apply to the Minister for State/Local Government Relations seeking approval to revocate the community land classification.

Review and analyse performance of the Council related to economic prosperity and organisational excellence.

Performance Reporting Community & Environment Committee Annual Report

The Committee discussed the Annual Report and provided feedback on the key achievements of the committee in 2010/11 period. The Committee discussed the its achievements for the 2011/12 and provided input for the 2011/12 Annual Report.

Quarterly Organisational Performance Report Each quarter, the Committee was informed of the organisation’s performance against the objectives in the Council Plan.

Organisational Annual Report The Committee provided feedback on its key organisational achievements and challenges in 2011/12for inclusion in the organisational annual report.

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Financial Performance Report The Committee was regularly briefed on the organisational financial performance of the Council

Significant Developments The Committee considered the definition of ‘Significant Development’ and recommended to Council that: ‘Significant Development’ as assessed by the City of Playford under the Development Act is defined by: Significant economic, environmental and/or social reasons, or Potential for valid community concerns, or Category 2 & 3 development, or Land divisions > 20 allotments.

The Committee also recommended to Council that the Mayor and Councillors are informed of ‘Significant Development’ by being notified via the Extranet.

Assess the Council’s strategic response to economic prosperity and organisational excellence, as per the Council Plan.

Business Plan for Small Business Advisory Service in Playford Committee members discussed the how to support small business in Playford and recommended to Council that it should provide partial support going forward by endorsing the provision of a regional Small Business Advisory Service via the Polaris Centre, for a period of up to 3 years, commencing in the 2012/13 financial year.

Refer requests for investigation into policy matters outside of the economic prosperity and organisational excellence goals to the appropriate committee. Nil Key Achievements The committee’s key achievements during its financial year 2011-2012 included:

Lyell McEwin Health Precinct Master Plan. Key Challenges The committee’s key challenges during its financial year 2011- 2012 included:

Increase the business of the Committee in line with its Committee Charter. In the year ahead the Committee has determined that it would like to:

continue to track the progress of major projects and consider and advise on the Efficiency and Effectiveness program.

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MEMBERSHIP The members for the Committee for the period August 2011 to June 2012 were as follows:

Member Name Total Apologies1

No. of meetings held 11

Mayor Docherty 2 4

Cr Federico 9 2

Cr Baker 10 1

Cr Sherwood 6 4

Cr Musolino 8 3

Cr Norris 9 2

Cr Skrob 7 3

Cr O’Rielly 10 1

PRESIDING MEMBER Cr Joe Federico was re-elected as Presiding Member at the August 2011 for the period of until 30 June 2012. In the absence of the Presiding Member, Mayor Docherty was appointed as Acting Presiding Member for the Committee meetings on 14 February 2012 and 10 April 2012. ADMINISTRATION SUPPORT The Committee had access to and utilised the resources of Management (Executive, Group Managers and Team Managers) and staff (in compiling, collating and disseminating information) and invited guests, allowing it to make the best possible recommendations for the City and Ratepayers. Mr Shaun Kennedy has acted in an Executive Officer role to the Presiding Member for the period July 2011 until June 2012.

1 This column indicates that an apology was received for Economic and Corporate Committee meetings where members were unable to attend. Reasons for absences may include attendances at conferences including the Australian Local Government Conference and National General Assembly. 2 The Mayor is ex-officio of both the Economic and Corporate Committee and the Community and Environment Committee and has divided his time between these committees as both occur at the same time.

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STAFF REPORTS

MATTERS TO BE CONSIDERED BY THE COMMITTEE ONLY

Matters for Information

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Economic & Corporate Committee Agenda 14/08/2012 5.5 QUARTERLY ORGANISATIONAL PERFORMANCE REPORT – FOURTH

QUARTER (Responsible Executive Member: Sam Green) (Contact Person: Various Managers as indicated throughout the attached report) See Attachment No 1. Fourth Quarter Organisational Performance Report – Containing Economic Prosperity and Organisational Excellence Goal Groups Why is this matter before the Council or Committee? This matter is for the information and discussion by Committee only. Purpose To inform Council of the organisation’s performance against the objectives in the Council Plan for the fourth quarter 2011/12 for the two goal groups Economic Prosperity and Organisational Excellence.

STAFF RECOMMENDATION The attached Organisational Performance Report – Fourth Quarter 2011/12 is received and discussed by the Economic and Corporate Committee.

Relevance to Council Plan The report is related to the corporate management and administration of the City of Playford and is required to be undertaken to ensure there is accountability to Councillors and the community in the provision of Council services. It reports on the progress against the objectives as set out in the Council Plan 2011/12. Relevance to Public Consultation Policy The Organisational Performance Report is principally for internal management purposes and there is no requirement to consult the community. Background The Local Government Act 1999 requires accountability to the community in terms of both financial management and service delivery. Monthly financial reports are produced separately to the Organisational Performance Reports. This third quarter performance report therefore focuses on the non-financial performance measures that have been developed to identify areas within the organisation where performance improvements can be made. Current Situation Performance reporting assists with the continuous improvement of Council in the achievement of strategic goals and in the delivery of improved services to the community. It also assists business units in the achievement of specific performance targets which are set through organisational planning. The Organisational Performance Report is one of the primary means through which Councillors are provided with information pertaining to Council’s strategic performance.

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Economic & Corporate Committee Agenda 14/08/2012 The 2011/12 reports are presented in a new format that aligns with the current Council Plan, and each goal chapter is structured as follows: Vision, goal and objectives Summary of the quarter Services provided Goal chapter performance measures Customer Satisfaction Survey 2011 results Strategic update Short term initiatives update In the Strategic Update section, current activities have been aligned to the strategies for each objective as outlined in the Council Plan. The third quarter report also gives an update on any relevant short-term initiatives within each goal chapter. Future Action The first quarter performance report for 2012/13 will include additional information including: Executive Summary Details on Financial Performance for first quarter 2012/13 Update on Key Performance Indictors

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Contents Contents .................................................................................................................................. 2

Purpose of this Report ............................................................................................................ 2

What is the Council Plan? ....................................................................................................... 3

Performance Measurement .................................................................................................... 5

Economic Prosperity overview ............................................................................................... .7

Customer Satisfaction Survey 2011 results ........................................................................ 9

Customer Requests ............................................................................................................ 9

Economic Prosperity Strategic update .............................................................................. 10

Objective 2.1 Quality roads, footpaths and public spaces .......................................... 10

Objective 2.2 Local jobs for local people ..................................................................... 13

Objective 2.3 A better place to do business ................................................................ 15

Objective 2.4 Recognised as a great place ................................................................. 17

Objective 2.5 Planning for Urban Renewal and Growth .............................................. 19

Short term initiatives.......................................................................................................... 21

Organisational Excellence overview ..................................................................................... 23

Performance Measures ..................................................................................................... 25

Customer Satisfaction Survey 2011 results ...................................................................... 25

Organisational Excellence Strategic update ..................................................................... 26

Objective 4.1 Decision making in the best interests of the City .................................. 26

Objective 4.2 Effective leadership and teamwork throughout the organisation .......... 28

Objective 4.3 A community that is informed and involved ........................................... 30

Objective 4.4 Balancing Community need with available resources ........................... 32

Objective 4.5 Working towards sustainability .............................................................. 32

Short term initiatives.......................................................................................................... 33

Purpose of this Report

The purpose of this report is to provide Council and the Playford community with an update on the progress made in the applicable quarter towards achieving the objectives as set out in the Council Plan 2011/12 – 2014/15. The report will be used internally to assist with decision making, planning and evaluation in relation to our four strategic goals over the four year period. In this respect, not all strategies receive equal reporting within each quarter of the reporting cycle. Performance reporting is not intended to capture every activity or achievement during the quarter. Specific activity level reporting is accounted for at an operational level on a service and department basis. The information captured contributes to the delivery of the corporate objectives categorised by each Strategy within the Council Plan. The contents reflect the situation at the end of the reporting period April to June 2012, and not the latest situation at the time of presenting the report. However where relevant, forecast information is presented.

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To avoid duplication with the monthly financial reports, this report will focus on non-financial performance (except where there are specific financial measures included). To be an effective level of Government, Council needs to meet its objectives in an efficient way. To foster the innovation, effectiveness and growth of the City of Playford we need to ensure that our workforce is supported in their professional growth and development. That way they have the skills, knowledge, tools and confidence to deliver outstanding service to our community. The information collected in the quarterly reports will inform the development of Council’s Annual Report 2011/12.

Legislative Requirement Local Government Act 1999, Chapter 8, Part 2, 123 – Budgets: (3) A council must also prepare, as part of its budget or in association with the preparation of its budget, a statement (known as the annual statement) which addresses: (a) the activities that the council intends to undertake in the ensuing year to achieve its objectives; and (b) the measures (financial and non-financial) that the council will use to assess its performance against its objectives.

What is the Council Plan?

The Council Plan articulates Council’s priorities over the next four years. An Annual Business Plan and Budget is contained within the document, which identifies the key funded activities to be implemented in the first year of the Plan, and how they will be funded.

The Council Plan paves the way forward for the organisation, providing a strategic framework for dealing with our four goals of community wellbeing, economic prosperity, environmental care and organisational excellence.

Goal 1: Community Wellbeing Vision: A vibrant, prosperous and just community that is diverse, active, creative, strong, safe and healthy.

Goal: To improve and support the wellbeing, health and safety of the Playford community.

Objective 1.1 A community with access to quality services for all

Objective 1.2 A community that values and participates in learning

Objective 1.3 A healthy, active and connected community

Objective 1.4 A safe and proud community

Goal 2: Economic Prosperity Vision: Economic prosperity refers to the condition of being prosperous with

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low unemployment and a general sense of economic wellbeing for the entire community.

Goal: To improve the economic prosperity of the region.

Objective 2.1 Quality roads, footpaths and public spaces

Objective 2.2 Local jobs for local people

Objective 2.3 A better place to do business

Objective 2.4 Recognised as a great place

Objective 2.5 Planning for Urban Renewal and Growth

Goal 3: Environmental Care Vision: Environmental Care refers to activities and approaches undertaken throughout Council to deliver services to our community in a sustainable, ecologically sound and responsible manner.

Goal: To secure a sustainable future for Playford’s community and environment through leadership, innovation, collaboration and engagement.

Objective 3.1 Protecting and improving our natural environment

Objective 3.2 A City with attractive buildings and landscapes

Objective 3.3 Waste that is managed in a responsible manner

Objective 3.4 Water that is managed in a sustainable manner

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Goal 4: Organisational Excellence Vision: Organisational excellence is the combined corporate effort that balances the requirements of stakeholders and the community and increases the delivery of long-term organisational sustainability through performance excellence.

Goal: A progressive, responsive and innovative organisation that supports the implementation of the Playford community vision.

Objective 4.1 Decision making in the best interests of the City

Objective 4.2 Effective leadership and teamwork throughout the organisation

Objective 4.3 A community that is informed and involved

Objective 4.4 Balancing Community need with available resources

Objective 4.5 Working towards sustainability

Performance Measurement To help us reflect on our performance a set of annual performance measures have been developed that measure performance against key organisational priorities (indicators). The measures relate to areas of community interest, organisational accountability and key organisational priorities. The Performance Measures are evaluated using results from the annual customer satisfaction survey, staff surveys and audited financial results. Overall, the organisation works towards achieving the targets set by the Performance Measures. Council also considers its role in meeting community expectations and the needs are balanced against available resources. The role of Council can include planning, delivery of services, partnering with other agencies or advocacy. At times the role of Council in delivering a service may be reduced or re-aligned and new services introduced to meet demand. In defining its role, Council can also assess its capacity to allocate its resources to service gaps sometimes left by the State and Federal Governments. Our current performance measures

Indicator Measure 2011/12 Target

Customer Satisfaction

Overall customer satisfaction with the City of Playford as an organisation

Positive trend

Financial Performance

Delivery of budgeted operating result1 $3.6 million deficit

1 Budgeted operating result is subject to the budget review process

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City-wide Presentation

Customer satisfaction level of appearance of public realms 2

Positive trend

Efficiency and Effectiveness

Customer satisfaction with value for money3 Increase from 5.4/10

Percentage of operating budget spent on administration4

Maintain at 15%

Customer Service5

Satisfaction rating with the level of customer service and experience

Increase

Accountability Satisfaction rating with Council being open and accountable to the community in its operations

Positive trend

Community Engagement

Satisfaction rating with how Council invites community participation in decision making

Positive trend

Staff Satisfaction Overall staff satisfaction with the organisation Positive trend

Community Services

Overall customer satisfaction with the range and quality of services delivered by Council

Positive trend

Managing Growth

Customer rating for how Council plans for the future Positive trend

2 This measure of the appearance of public realms aggregates 7 customer satisfaction measures including – maintenance of parks, gardens and playgrounds, effectiveness of graffiti and vandalism control, general appearance of city, verge maintenance, cleanliness of streets, maintenance of side roads and footpaths 3 Value for money refers to the value residents believe they get from their rates or fee for services 4 Administration is the corporate overheads (such as IT, HR, Finance and Governance) required to support service delivery 5 Customer service refers to the way Council deals with, takes care of and responds to its customers

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Economic Prosperity overview

Many of the Asset Management Plans (AMP) progressed during the quarter and the following works were fully completed AMP Car Parks; New Footpaths – Missing Links; Developer Funded Contributions – Footpaths; Roads and Rehab; Playing Court Reseal Program, Unsealed Road Patrol Grading and Footpath Maintenance. The Playford Alive Works delivered 15 engagement and training programs to 309 participants during 2011/12. During the quarter project partners secured the Suburban Jobs funding of $11.3M which will see $1.2M of that funding allocated specifically for a training and employment strategy during 2012/13. The Playford Alive Works outcomes included; engagement 9; work experience 117 and employment 13. Funding for engagement, training and employment initiatives totals $3,096,580. Whilst the Flexible Learning Options (FLO) student program has been completed, 26 FLO case managers commenced the Certificate IV, career guidance training funded by public private partnership funding. In relation to Elizabeth Regional Centre (ERC) becoming the second CBD of Adelaide, City of Playford Mayor and CEO met with Minister Tom Koutsantonis, Minister Manufacturing, Innovation and Trade; Mineral Resources and Energy and Small Business regarding the governance structure for the Greater Edinburgh Parks (GEP). The Urban Renewal Authority will be undertaking further planning within the GEP area over the coming six months. Concept plans for the Playford Alive Project, Roberts Crescent Reserve upgrade in Smithfield Plains has been tendered out. Council staff are currently assessing the tenders and will award the contract soon with construction to commence in 1st quarter of 2012/13. In regards to the Picture Playford 2043 project, phase 1 involved developing a future’s paper setting the long term directions for the City. Phase 2 involved significant information collection to gain insight into how the community imagines Playford in 30 years. The information is now being collated for development of the Playford Community Plan, Strategic Directions Review (Section 30) and the Advocacy Plan.

Vision: Economic Prosperity refers to the condition of being prosperous with low

unemployment and a general sense of economic wellbeing for the entire community.

Our Goal: To improve the economic prosperity of the region.


Objective 2.2 Local jobs for local people

Objective 2.3 A better place to do business



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Eco

no

mic

Pro

sper

ity

Services

Asset Management

Civil Project Management and Design Development Assessment

Drainage Network

Economic Development and Planning Footpaths and Kerbing

Indigenous Training and Employment Land Division Assessments

Line marking and Traffic Control

Organisational Development

Roads and Transport

Rural Entranceways

Sealed Road and Car park Repairs

Sealed Road Shoulders

Signage and Street Furniture

Traffic and Transport

Training and Employment

Unsealed Roads

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Customer Satisfaction Survey 2011 results *Rating out of 10 City infrastructure 2011 2010

Street signage and numbering is clear 6.8 6.8

The street lighting is adequate 6.4 6.4

Stormwater drainage is adequate 6.4 6.7

Main roads are well maintained 6.1 6.2

Rural roads are well maintained 5.9 -

Side roads are well maintained 5.5 5.7

Footpaths are well maintained 5.2 5.4

Customer Requests

RESPONSE Target April 2012 Quarter

Result Percentage of Priority 1 CRS actioned within 10 days

95% 60.33%

Percentage of Priority 2 CRS actioned within 30 days

95% 90.19%

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Economic Prosperity Strategic update


Current activities to deliver the Strategy

Strategy 2.1.1 Maintain and operate civil infrastructure in compliance with Australian standards and best practice. Implement the Civil Works Program. The implementation of the Works Program is progressing. More detail about each sub program within the Works Program is provided below. Contact: Andy Slager, Portfolio Manager, Streetscapes Implement the Asset Management Plan (AMP) AMP Car parks The 2011 / 2012 works are fully completed. AMP Drainage In relation to the identification of a variety of drainage 'hotspots’, the five designs are completed and will be programmed in the Forward Works Programs. The Peachey Road report referred to in the second quarter update, is received and being considered. The section of pipe being investigated is between Barfield Crescent and Winterslow Road in Elizabeth West. AMP Footpaths The 2011/12 works are fully completed. AMP Roads and Kerbing Rehab The 2011/12 works are fully completed. AMP Playing Court Reseal Program The 2011/12 works are fully completed. Sealed Road Shoulder Maintenance No further works were undertaken this quarter. Unsealed Road Patrol Grading During this quarter 5kms of unsealed road was patrol graded. New Footpaths – Missing Links The 2011/12 works are fully completed. Developer Funded Contributions – Footpaths The 2011/12 works are fully completed. Footpath maintenance All works are complete.

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Sealed Road Potholes The second Flocon was delivered and is being utilised to patrol roads that regularly have a high number of potholes reported. This planned approach has seen the number of reported pothole CRSs dramatically reduced. Contact: Andy Slager, Portfolio Manager, Streetscapes Strategy 2.1.2 Manage stormwater to prevent flooding, maintain water quality and facilitate stormwater harvesting and reuse.

Current activities to deliver the Strategy Developer funded contributions – stormwater Angle Vale Road was upgraded between Heaslip Road and Virgara Fruit and Veg store. This included upgraded drainage for this length, covering the most problematic section between Heaslip and Bubner Roads. Contact: Andy Slager, Portfolio Manager, Streetscapes Open watercourse drainage maintenance The section of Smith’s Creek between Ramsey Road and Nash Road, Virginia is cleared of all rubbish and debris. A portion of fencing that was removed is yet to be installed. Contact: Andy Slager, Portfolio Manager, Streetscapes Recycled water business model. A prudential report and Strategic Master Plan is being prepared. Contact: Andy Slager, Portfolio Manager, Streetscapes Munno Para West Roads and Drainage This activity has been completed. Contact: Andy Slager, Portfolio Manager, Streetscapes Strategy 2.1.3 Ensure a safe, efficient and convenient traffic and transport network is provided which supports community and industry needs.

Current activities to deliver the Strategy Rural Road Construction Program Moss and DeMannu Roads are sealed. Frank Barker Road will be sealed in July 2012. Contact: Andy Slager, Portfolio Manager, Streetscapes Munno Para traffic calming

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Complication of the design work associated with the Street Lighting has delayed the project. The project is due to be finalised in the first half of 2012/13 financial year. Contact: Andy Slager, Portfolio Manager, Streetscapes Roads to Recovery Focus has shifted to the section of Curtis Road between Heaslip Road and the Northern Expressway, as this section in the worst condition. Also, the section between Andrews Road and Northern Expressway will be addressed by future development. The design is almost complete with construction likely to start in the first half of the 2012/13. Contact: Andy Slager, Portfolio Manager, Streetscapes Heavy Patch Program This activity has been completed. Contact: Andy Slager, Portfolio Manager, Streetscapes Strategy 2.1.4 Monitor and influence land development to ensure compliance with Council standards for new infrastructure and encourage best practice in urban design.

Current Activities to deliver the Strategy Maintain and develop the partnership with LMC and Delfin No further action is required in regard to the Development Plan Amendment (DPA) as it has been completed and authorised by the Minister for Planning. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.1.5 Strategic planning of infrastructure to meet the demands of growth across the City.

Current activities to deliver the Strategy Ensure Civil's contributed assets are designed and constructed to be sustainable by assessing development applications, providing technical comments and by providing appropriate supervision to contractors during the construction phase. AV Jennings Civil approval has been given for Stage 1A and earthworks have commenced. Contact: Andy Slager, Portfolio Manager, Streetscapes Sustainable assets are handed to Council with minimal defects, Land Divisions are designed and constructed in accordance with relevant Australian Standards and Councils Land Division requirements. Surveillance by the quality control officer detected six incidents which were rectified by the contractor. Inspections are undertaken on a daily basis around all the new subdivisions resulting in a significant improvement in the quality of the work sites within the new housing development area. Contact: Andy Slager, Portfolio Manager, Streetscapes

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Objective 2.2 Local jobs for local people Strategy 2.2.1 Use the long term urban and economic development planned for the City to create training to employment pathways for local people.

Current activities to deliver the Strategy Develop Playford Alive Works to provide scalable and sustainable contracts of work to training organisations for live training sites that lead to employment with Playford North and other contractors. The Playford Alive Works delivered 15 engagement and training programs to 309 participants during 2011/12. During the quarter project partners secured the Suburban Jobs funding of $11.3M which will see $1.2M of that funding allocated specifically for a training and employment strategy during 2012/13. The Playford Alive Works Outcomes included; engagement 9; work experience 117 and employment 13. Funding for engagement, training and employment initiatives totals $3,096,580. Contact: Theresa Brown, Manager, Community & Cultural Development Strategy 2.2.2 Develop place based training to employment models that engage on local agencies and other resources.

Current activities to deliver the Strategy Implement the Reality Bites program 26 Flexible Learning Options (FLO) case managers commenced the Certificate IV, career guidance training funded by public private partnership funding. The FLO student program is completed. Contact: Theresa Brown, Manager, Community & Cultural Development Strategy 2.2.3 Work with schools to create post school pathways into further training and employment.

Current activities to deliver the Strategy - No updates this quarter. Strategy 2.2.4 Work with key agencies to support and engage disengaged young people into learning and employment pathways.

Current activities to deliver the Strategy - No updates this quarter. Strategy 2.2.5 Work with the Indigenous community to improve education, training and employment pathways for Indigenous young people.

Current activities to deliver the Strategy Continue to sponsor Marni Waiendi, a program for improved education, training and employment outcomes for Aboriginal young people operating from a community based site. Council is delivering three DEEWR indigenous employment programs with funding of $1.2M. The second DEEWR indigenous employment program which includes Goal 25, achieved 25

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employment outcomes achieving its target. We have nine employment outcomes from the civil industry however the industry is presently experiencing a quiet period currently are not hiring staff. The Holden project achieved 13 apprenticeship outcomes with an ideal target of 20. Holden considers this project was highly successful and a graduation with Minister Kenyon will be held at Holden on 13 August 2012. Contact: Theresa Brown, Manager, Community & Cultural Development Strategy 2.2.6 Utilise Council operations and service delivery to provide opportunities for training organisations and employment service providers to train, skill and provide work experience opportunities for local jobseekers.


Civil Training The Program is completed. Contact: Theresa Brown, Manager, Community & Cultural Development Strategy 2.2.7 Council to provide contracts of work to local training organisations and employment service providers for the same purpose

Current activities to deliver the Strategy Engaging training organisations to undertake some Council maintenance works Five isolated projects in footpath maintenance wereallocated. Negotiations with Boystown and Training Prospects has commenced to identify commencement dates for instruction in practical paving of footpaths to be included in accredited training programs for local people. Contact: Theresa Brown, Manager, Community & Cultural Development

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Objective 2.3 A better place to do business Strategy 2.3.1 Work with industry sectors to encourage growth and innovation through the development of economic precincts and industry clusters.

Current activities to deliver the Strategy Implement and adopt the Edinburgh North Master Plan The draft Master Plan is completed and will be provided to Council in August 2012. Contact: Greg Pattinson, Manager, Growth and Regeneration. Facilitate the Edinburgh North Business Forum which aims to drive important business issues for the businesses in the area. The Business Forum will consider the Edinburgh North Master Plan. An Alternative Energy report funded by the State Government has been finalised. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.3.2 Coordinate long term strategic land use planning and infrastructure that assists economic development across Playford with particular emphasis on employment land (Greater Edinburgh Parks and Elizabeth West) and retail and commercial precincts, such as the Elizabeth Regional Centre.

Current activities to deliver the Strategy Ensure an adequate supply of suitable industrial land to meet future need. Intermodal Precinct is expected to be a growth node and a growth model is being developed for this precinct. Contact: Greg Pattinson, Manager, Growth and Regeneration Establish a vision and implementation plan for the Elizabeth Regional Centre (ERC) to become the second CBD of Adelaide. The City of Playford Mayor and CEO met with Minister Tom Koutsantonis, Minister Manufacturing, Innovation and Trade; Mineral Resources and Energy and Small Business regarding the governance structure for the Greater Edinburgh Parks (GEP). The Urban Renewal Authority will undertake further planning within the GEP area over the coming six months. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.3.3 Encourage local business to plan and promote their areas through business to business, business attraction and infrastructure development.

Current activities to deliver the Strategy Work collaboratively with Northern Adelaide Business Enterprise Centre (NABEC) to determine small business requirements in the City and how Council can better support those small businesses. A Memorandum of Understanding was signed with the City of Salisbury’s Polaris Centre. Business support will commence in July 2012.

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Contact: Greg Pattinson, Manager, Growth and Regeneration Continue working collaboratively with neighbouring councils, Enterprise Connect, NABEC, Centre for Innovation and Virginia Horticultural Centre to deliver outcomes for the north. There is an active program with real estate agents to promote Playford and GEP. Strategy 2.3.4 Ensure collaboration and research with industry and educational institutions to encourage innovation and creativity.

Current activities to deliver the Strategy Invest Northern Adelaide website The website continues a good hit rate and is used by local real estate agents with 2,326 visits since February 2012 of which there were 1,629 unique (different) visitors. Contact: Greg Pattinson, Manager, Growth and Regeneration Creating a Health Precinct The Statement of Intent for the DPA has been approved for Minister for Planning. Traffic and noise studies have commenced this quarter. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.3.5 Seek to diversify our economy through developing new economic opportunities in identified growth sectors of: Knowledge Economy, Clean Tech, Advanced Manufacturing, Health and Small Business.

Current activities to deliver the Strategy Digital Economy Strategy developed

The Digital Economy Working Group met to set priorities. Contact: Greg Pattinson, Manager, Growth and Regeneration

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Strategy 2.4.1 Utilise a relationship management approach to lead the enhancement of the Council’s reputation with the community.

Current activities to deliver the Strategy Advocate ensuring local residents are able to participate in the economic and social opportunities created by the growth of northern Adelaide The Northern Playford Business Forum was established in the last 12 months to assist small businesses in new developing areas. The Business Forum developed and adopted a Business Plan to guide their actions. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.4.2 Support and encourage community pride initiatives across the City.

Current activities to deliver the Strategy Celebrating community achievements Concept plans for the Playford Alive Project, Roberts Crescent Reserve upgrade in Smithfield Plains was tendered out. Council staff are currently assessing the tenders and will award the contract soon with construction to commence in first quarter of 2012/13. Contact: Greg Pattinson, Manager, Growth and Regeneration

Strategy 2.4.3 Develop and promote Playford as a great place to live.

Current activities to deliver the Strategy Ensure the Blakeview development achieves the highest possible social, environmental and economic outcomes The Blakes Crossing DPA was submitted to the Minister for Planning and has been approved. Contact: Greg Pattinson, Manager, Growth and Regeneration Maintain a strategic overview for delivery of the Playford Alive Urban Regeneration Project. The Playford Alive project continues to maintain a strategic overview of the project. The Business Plan for 2012/13 is finalised by the project partners and sets out the activities to achieve in the next 12 months while ensuring the key strategic objectives are being met. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.4.4 Develop urban design and planning initiatives to improve City amenity, access, sustainability and presentation.

Current activities to deliver the Strategy Undertake the Section 30 Review

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The two month consultation period has been completed in conjunction with Picture Playford 2043. Workshops are now required with Council for the preparation of the draft report. Contact: Greg Pattinson, Manager, Growth and Regeneration Maintain a strategic overview of the proposed Buckland Park project, building relationships with SA Government and developers and maintaining Councils response to the Environmental Impact Statement (EIS) The Walker Corporation is moving into the construction phase and Council continues to liaise with the Walker Corporation to ensure the best outcome for the development. Contact: Greg Pattinson, Manager, Growth and Regeneration Maintain future visioning for townships and facilitate strategic plan for future long term development. As per previous updates, the Blueprint Urban Design Framework reports developed for Angle Vale and Virginia are being used as key inputs into the State-led structure planning processes currently underway in relation to those townships. Contact: Greg Pattinson, Manager, Growth and Regeneration Continue to develop our understanding of business and community requirements in relation to information communications technology and advocate to the Federal Government on behalf of the community. The National Broadband Network roll out has been announced. DFEEST provided funds for an eManufacturing Strategy for local businesses. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.4.5 Develop transit orientated corridors and with an emphasis on accessible, walkable and cycle communities.

Current activities to deliver the Strategy Elizabeth Regional Centre Transit Oriented Development The State Government delayed the electrification of the rail line in this year’s budget. Contact: Greg Pattinson, Manager, Growth and Regeneration

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Strategy 2.5.1 Develop funding and planning mechanisms to manage significant growth and contribute to quality urban forms and lifestyles.

Current activities to deliver the Strategy Working with Planning SA and on implementation of electronic development application lodgement. eDais will go live once necessary upgrades to the Pathway production environment have been implemented Contact: Rob Veitch, Manager, Planning and Building Change procedures to ensure smooth implementation of the Residential Development Code Amendments to the Residential Code are released and will take effect from 1 August 2012. Planning and building staff attended briefing sessions and meetings to discuss the implementation of the new processes. Contact: Rob Veitch, Manager, Planning and Building Strategy 2.5.2 Implement the 30 Year Plan for Greater Adelaide through coordination of social, economic, environmental and infrastructure development.

Current activities to deliver the Strategy Drive Council’s response to the State Government’s Plan for Greater Adelaide. The Council continued the planning for the growth areas of the City of Playford. The main focus was on the identification, agreement of treatment and costing of infrastructure required to service the growth areas. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.5.3 Drive urban renewal within established suburbs.

Current activities to deliver the Strategy Development Plan upgrades Council continues to work with the State Government to update Development Plan modules and comments were provided to the State Government on various modules when they were available for comment. Contact: Greg Pattinson, Manager, Growth and Regeneration Develop a Growth Area Structure Plan for Angle Vale, Virginia and Greater Edinburgh Parks The structure planning work was undertaken for all areas and comments provided accordingly. A structure plan for the total Playford projects area is prepared and Council is being consulted on it. Contact: Greg Pattinson, Manager, Growth and Regeneration

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Strategy 2.5.4 Foster commercial and industrial opportunities for employment growth.

Current activities to deliver the Strategy Ensure an adequate supply of future industrial land to meet future needs of the community The Greater Edinburgh Parks DPA will not be released until consultation on the Regional Structure Plan has occurred. This is likely to be released in the second half of 2012. The Urban Renewal Authority will do additional precinct planning in the GEP area. Contact: Greg Pattinson, Manager, Growth and Regeneration

Strategy 2.5.5 Ensure that economic and social infrastructure is delivered as new communities develop. Advocate ensuring local residents are able to participate on the economic and social opportunities created by the growth of Northern Adelaide. The State Government will be consulting on the DPAs when they are released by the Minister. The State Government will also be consulting on the structure plan for the Playford projects area. Contact: Greg Pattinson, Manager, Growth and Regeneration Strategy 2.5.6 Embed environmental sustainability in planning policy and projects and develop mechanisms to reducing the carbon footprint of new and existing communities. The development of quality policy to mitigate against flood and engage the community Work is currently being undertaken to enable the DPA to be presented to the Minister for public consultation. Contact: Greg Pattinson, Manager, Growth and Regeneration

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Short term initiatives Transit Oriented Development An Australia Research Council project examining opportunities for transit oriented development on the Gawler/Adelaide railway line.

The survey is currently being undertaken. Results will be analysed over the next six months.

Health Precinct implementation and DPA The Health Precinct in the vicinity of the Lyell McEwin Hospital will offer a highly urban mixed use precinct that includes: medical suites, accommodation for students, patients and patients’ families, shopping and recreational facilities.

Council endorsed the Statement of Intent to enable the initiation of the DPA.

There has been a focus on Allied Health development for the precinct. Edinburgh North Master Plan A Master Plan for the precinct needs to be developed. In particular, Elizabeth West needs to improve its amenity to compete with the Greater Edinburgh Parks and other industrial precincts in Salisbury.

The Master Plan for Edinburgh North is complete. The development of the Master Plan has engaged with local businesses within the area.

Comprehensive Community Infrastructure Plan A comprehensive community infrastructure plan in required which will guide Council in decisions that need to be made on all aspects of community infrastructure. It will provide clarity to developers and other levels of government about what is required, where and an indication of appropriate timeframes.

Once the final draft is received, Elected Members and other key internal stakeholders including the Youth Advisory Committee will be informed about the Plan’s vision and content which will then be taken to Council for endorsement.

Staff will then use the Plan to advocate for, prioritise and implement Social Infrastructure across existing and new areas of the City.

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Developing a New Vision for Playford “Developing a New Vision for Playford” (Playford Community Vision and Strategic Directions, including Section 30) Council endorsed the approach to developing the 30 year vision and appointed a Council project advisory group to steer the project. The advisory group met twice during the quarter. The project has been named Picture Playford 2043 and all marketing materials have been developed and printed for distribution to households and the broader public from 2 April. The public and stakeholder consultation strategy has been developed, planned and the first interviews have occurred. The official first day of the Picture Playford 2043 campaign was 2 April 2012.

Phase 1 collecting data and phase 2 creating information of the project are being completed. Phase 1 involved building a picture of public and stakeholder aspirations and concerns for the future. This occurred through the development of a futures paper and the analysis of documents, plans and policies which have already set the long term directions for the City. Phase 2 engaged with over a 1000 people through one-on-one interviews, community conversations, focus groups, postcard and social media feedback to gain an insight into how they imagine Playford in 30 years.

The information is now being collated for development of the Playford Community Plan, Strategic Directions Review (Section 30) and the Advocacy Plan.

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Organisational Excellence overview

Vision: Organisational excellence is the combined corporate effort that balances the

requirements of stakeholders and the community and increases the delivery of long-term

organisational sustainability through performance excellence.

Our Goal: A progressive, responsive and innovative organisation that supports the

implementation of the Playford community vision.

Objective 4.1 Decision making in the best interests of the City

Objective 4.2 Effective leadership and teamwork throughout the organisation

Objective 4.3 A community that is informed and involved

Objective 4.4 Balancing Community need with available resources

Objective 4.5 Working towards sustainability

The revamped City of Playford website was launched by Mayor Glenn Docherty at One Tree Hill Primary School on 23 May 2012, To encourage people to sign up and receive e-news via the new website, a competition offering an iPad was initiated. The first Playford Partnership breakfast held on 20 April 2012 was a great success attracting 90 people to the event and achieving its objective of providing opportunities for the community to make meaningful contributions to decision-making and seeking to broaden the range of people who have access to such opportunities. The second Playford Partnership breakfast was held on 15 June 2012 with guest speakers Professor Mobo Gao Director of Confucius Institute and Sean Keenihan Partner, Norman Waterhouse Lawyers, Director of the Australia China Business Council. Its focus was on improving local business relations with China culminating with a Memorandum of Understanding being signed between the City of Playford and the Confucius Institute, University of Adelaide . Many of the OH&S issues identified in the WorkCover evaluation has been addressed during the quarter. An action plan has been developed outlining how each of the items will be addressed in the future. The SA Local Government Managers Challenge was a huge success with teams from the Aspiring Leaders Development Program (ALDP) finishing fourth and sixth from the many competing metropolitan councils. In June, ten of the 2011/12 ALDP participants presented their ‘learning journals’ to management, peers and ALDP Alumni. Work continued on the iBoss project and the final quarter of 2011/12 saw finalisation of configuration and focused efforts on data conversion. Throughout the first 2012/13 quarter, the project will focus delivery on Key User Training and User Acceptance Testing. The Courageous Conversations Project was launched at the staff mid-year breakfast on July 6 and will now to roll it out throughout the organisation for staff to have the opportunity to practice the skill of being courageous. Courageous conversations are about sharing ideas, expressing views, offering feedback and listening to others. It’s about being honest and having the confidence to initiate a respectful conversation that could influence a breakthrough to move towards a more productive and harmonious workplace.

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The Annual Business Plan will be considered and endorsed by Council in July 2012.

Org

anis

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nal

Exc

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nce

Services Accounting Services

Asset Management

Building Management

Building Project Management and Planning Business Continuity

Cash Reconciliation and Collection

Community Engagement

Compliance and Decision Making

Corporate Buildings

Customer Service

Emergency Planning

Employee Administration

Employee Environment

Fleet Maintenance

Fleet Management

IT Business Improvement

IT User Support

Knowledge Management

Lifecycle/Assets –IT

Organisational Development

Procurement Services

Property Management

Rates and Debtors

Records

Reputation Management

Risk Management and Policy

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Performance Measures

o Accountability - Satisfaction rating with Council being open and accountable to the

community in its operations. o Community Engagement - Satisfaction rating with how Council invite community

participation in decision making. o Financial Sustainability - The delivery of the projected operating results in the Long-

Term Financial Plan (LTFP). o Efficiency and Effectiveness - Achieving efficiency savings – Customer satisfaction

with value for money – Percentage of operating budget spent on administration. o Staff Satisfaction - overall staff satisfaction with the organisation. o Customer Satisfaction - Overall customer satisfaction with the City of Playford as an

organisation.

Customer Satisfaction Survey 2011 results

*Rating out of 10 Communications 2011 2010 The City of Playford communicates well with its residents

6.2 6.0

Governance and Strategy 2011 2010 The Council is inclusive of diverse groups within the community

6.9 6.8

The Council plans for the future 6.8 6.9 The Council is open and accountable to the community in its operations

6.4 6.6

The Council is responsive to community needs

6.3 6.3

The Council delivers on its promises to the community

5.9 6.0

The Councils goals and vision are clear and communicated to residents

5.9 6.2

The Council invites participation of residents in decision making

5.7 6.1

Elected Council members do their job of representing my views well

5.5 6.1

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Organisational Excellence Strategic update

Objective 4.1 Decision making in the best interests of the City Strategy 4.1.1 Improving organisational reporting and use as a tool to aid decision making and demonstrate accountability.

Current activities to deliver the Strategy Continue to improve the alignment of planning documents through the delivery of the strategic architecture The Annual Business Plan was be considered and endorsed by Council in July 2012. Contact: Ben Cunningham, Manager, Corporate Services Undertake continuous improvement through the Efficiency and Effectiveness program and associated initiatives The five year plan and 2012/13 plan was presented to Corporate Governance Committee and Council in July 2012 and will shift into project delivery and change transformation. Reports on program/project progress will be provided to Elected Members early in the 2nd Quarter 2012/13. Contact: Tim Vonderwall, Manager, Efficiency and Effectiveness Strategy 4.1.2 Review decision making frameworks to drive efficient, effective and equitable decisions.

Current activities to deliver the Strategy Continue to provide support to the Mayor and Councillors in the delivery of their duties. Governance and Mayor and the Councillors’ Executive Assistant continued to provide support to the Mayor and Councillors in the delivery of their duties. Support was provided to three Elected Members who attended the National General Assembly of Local Government in Canberra in June.

The iPad trial for the Elected Members pilot group is continuing. Contact: Cheryl Thorpe, Manager, Corporate Affairs

Review of Council Registers and Policies The Governance Review Committee has considered all matters as outlined in the Committee Workplan for this period. The Committee has been considering the Code of Conduct Statement and Policy and Breach of Code of Conduct Policy. The policies are expected to be adopted during the first quarter of 2012/13. Contact: Cheryl Thorpe, Manager, Corporate Affairs Continue to respond to proposed legislative changes to the Local Government Act The Grievance Handling Policy is currently being reviewed in accordance with Council’s Code of Conduct Framework. The revised policy will be submitted to the Governance Review Committee during the second quarter. Contact: Cheryl Thorpe, Manager, Corporate Affairs

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Continual development and implementation of a Risk Management Framework Work on the Risk Management Framework is ongoing and one of a number of key projects planned for 2012/13. Contact: Cheryl Thorpe, Manager, Corporate Affairs

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Objective 4.2 Effective leadership and teamwork throughout the organisation Strategy 4.2.1 Develop and implement an Organisational Development Framework that promotes individual effectiveness, interpersonal effectiveness, leadership (and management), teamwork, and the organisational environment.

Current activities to deliver the Strategy Continue to implement Occupational Health and Safety initiatives in an effort to reduce workers compensation liability and other associated risk. Work is continuing on addressing the non-conformances identified following the WorkCover Evaluation. An action plan outlining how each of the items will be addressed was developed and will continue to be updated until all non-conformances are closed out. Contact: Cheryl Thorpe, Manager, Corporate Affairs Identify and develop future leaders for the succession planning and retention strategy - Aspiring Leaders Development Program (ADLP) for 2011/12 The 2011/12 Aspiring Leaders Development program is concluded with the 10 participants presenting their 'learning journey' to management, peers and ALDP Alumni in June. The program is now in its third year and has so far seen 30 staff across the organisation graduate, many of whom have gone on to achieve leadership and management roles within Playford. Two SA Local Government Managers challenge teams were formed from ALDP participants and the teams finished fourth and sixth in this year’s challenge from the many competing metropolitan councils. Preliminary planning for the 2012/13 ALDP program is underway with a call for nominations from interested staff to be made in September. Contact: Cheryl Thorpe, Manager, Corporate Affairs Organisational Board: Culture and Values Project The Internal Communications team is working on the branding of the Culture and Values to embed into the organisation through the website, intranet, induction and internal documents where appropriate. Themed months will now begin, focusing on a value each month which aims to promote greater awareness of the values. The launch of courageous conversations is linked with the honesty and trust value which was launched on 6 July 2012 at the staff mid-year breakfast. Contact: Cheryl Thorpe, Manager, Corporate Affairs Develop a new induction process The project has now been renamed to "The 9 Stages of the Playford Experience" due for implementation during the year. Contact: Cheryl Thorpe, Manager, Corporate Affairs

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Short Term Initiative Courageous Conversations The courageous conversations project was launched at the staff mid-year breakfast on July 6 and will now to roll it out throughout the organisation for staff to have the opportunity to practice the skill of being courageous. Courageous conversations are about sharing ideas, expressing views, offering feedback and listening to others. It’s about being honest and having the confidence to initiate a respectful conversation that could influence a breakthrough to move towards more productive and harmonious workplace. Cheryl Thorpe, Manager Corporate Affairs Strategy 4.2.2 Develop a culture that allows innovation and has strong leaders that support change.

Current activities to deliver the Strategy Undertake continuous improvement through the Efficiency and Effectiveness program and associated initiatives The five year plan and 2012/13 plan will be presented to Corporate Governance Committee and Council during July 2012 and now shifts into project delivery and change transformation. Reports on program/project progress will be provided to Elected Members early in 2nd Quarter 2012/13. Contact: Tim Vonderwall, Manager, Efficiency and Effectiveness Strategy 4.2.3 Deliver improved levels of external and internal customer service.


Customer Requests System review via iBoss The Pathway Customer Request System review continues. Staff are currently re-evaluating the Pathway Key User Group membership and the role they will play in driving and embedding change of process within the organisation. Contact: Rachel Paterson, Manager, Customer Care Develop the Customer Experience Project (short term initiative) Work continues on the Customer Experience Project. The project steering committee membership recently renewed and the membership broadened to represent the next phase. A workshop was held to set high level project objectives and determine project delivery and direction for the next 18 months. Quality monitoring (through a mystery shopper exercise) was undertaken during this quarter. The council is currently focussed on establishing relationships with key departments and building service standards from this approach. A focus has also commenced on embedding the customer experience objectives approach into the Customer Care team, recognising the expertise of the team in improving customer care for the entire organisation. Contact: Rachel Paterson, Manager, Customer Care

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Objective 4.3 A community that is informed and involved Strategy 4.3.1 Provide accessible, easy to read, up to date information to the community.

Current activities to deliver the Strategy Further develop proactive and dynamic external communication strategies to reach our community and other stakeholders The North is Up Winter edition was distributed in June 2012. The Marketing Team continues to maintain a presence in local and State media. Contact: Ben Cunningham, Manager, Corporate Services Consultation for Code of Practice for Public Access to Meetings and to Associated Meeting Documents The Code of Practice will next be reviewed in January 2013. Contact: Cheryl Thorpe, Manager, Corporate Affairs Continue to develop and upgrade the City of Playford website The updated City of Playford website was launched by Mayor Glenn Docherty at One Tree Hill Primary School on 23May 2012. We are continuing to review and update content. To encourage people to sign up to receive e-news we launched a competition offering the chance to win one of three iPads. Contact: Ben Cunningham, Manager, Corporate Services Strategy 4.3.2 Provide opportunities for the community to make meaningful contributions to decision making and seek to broaden the range of people who have access to such opportunities.

Current activities to deliver the Strategy Continue to support the Playford Partnership The first Playford Partnership breakfast held on 20 April 2012 was a great success with 90 people attending. The second Playford Partnership breakfast for 2012 was held on 15 June 2012 with guest speakers Professor Mobo Gao Director of Confucius Institute and Sean Keenihan Parnter, Norman Waterhouse Lawyers, Director of the Australia China Business Council. The focus was on improving local business relations with China and a Memorandum of Understanding was signed between the City of Playford and the Confucius Institute, University of Adelaide. Trinity College Lion Troupe performed an opening act with110 people attendance. Contact: Ben Cunningham, Manager, Corporate Services Continue to engage the community in matters concerning the future of the city Refer to Economic Prosperity - Short term initiative entitled “Developing a New Vision for Playford” (Playford Community Vision and Strategic Directions, including Section 30) Contact: Ben Cunningham, Manager, Corporate Services

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Objective 4.4 Balancing Community need with available resources Strategy 4.4.1 Regularly review and analyse service delivery to ensure we're delivering services that match community need with available resources.

Current activities to deliver the Strategy Implement the Annual Business Plan via Council Plan The Annual Business Plan was considered and endorsed by Council in July 2012. Contact: Ben Cunningham, Manager, Corporate Services Strategy 4.4.2 Review Councils systems, tools and processes to deliver effective and efficient service delivery.

Current activities to deliver the Strategy Implementation of replacement general ledger and integrated work order software via iBoss (Integrated Business Organisational Software Solution (short term initiative) The final quarter of 2011/12 saw finalisation of configuration and focused efforts on data conversion. Throughout the first quarter of 2012/13 the project will focus delivery on Key User Training and User Acceptance Testing. Contact: Tim Vonderwall, Manager, Efficiency and Effectiveness Review existing and develop additional Asset Management Plans (AMPs) for City-wide or corporate asset. The field work for the Asset Revaluation is completed. We are currently in the process of qualifying and reviewing the information. The 2012/13 Asset Management Work Plan is finalised and signed off. AMPs are up-to-date and will be reviewed mid 2012/13. Contact: Paul Alberton, Manager, Assets and Project Management

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Objective 4.5 Working towards sustainability Strategy 4.5.1 Ensure long term planning to deliver a financially sustainable future.

Current activities to deliver the Strategy Continue to monitor and implement the Council’s Long Term Financial Plan A 2012/13 LTFP is being drafted to include updates to assumptions, reflect new business decisions and changes to the economic environment. Contact: Andrew Wroniak, Chief Finance Officer Strategy 4.5.2 Establish partnership networks to leverage opportunities for the City.

Current Activities to deliver the Strategy Continue to support the Playford Partnership Refer to Strategy 4.3.2 Contact: Ben Cunningham, Manager, Corporate Services Strategy 4.5.3 Meet the service delivery requirements of Council by ensuring relevant and appropriate asset decisions are made.

Current activities to deliver the Strategy Undertake ongoing service level reviews for input in Asset Management Plans and quantify desired levels of service As per the PricewaterhouseCoopers (PWC) report, the Asset Services Department is developing a service level agreement, linked to asset infrastructure, using fleet services as a pilot project. Contact: Paul Alberton, Manager, Assets and Project Management

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Short term initiatives Customer Satisfaction Framework A review of the customer request system and development of a customer satisfaction framework which would lead to improvements in the overall customer experience with Council.

Refer to Strategy 4.2.3 for details.

Replacement of Council’s Financial Reporting System

Replacement of Council’s current internal financial system which will address functionality issues such as compatibility with other existing programs/projects.

The final quarter of 2011/12 saw finalisation of configuration and focused efforts on data conversion. Throughout the first quarter of 2012/13 the project will focus delivery on Key User Training and User Acceptance Testing.

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COMMITTEE WORKPLAN

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Economic & Corporate Committee Agenda 14/08/2012 7. COMMITTEE WORKPLAN 7.1 Economic & Corporate Committee Workplan See Attachment No. 1 Economic & Corporate Committee Workplan

Presenter: Mr Shaun Kennedy Purpose: Committee to view Economic & Corporate Committee Workplan Duration: 5 Minutes

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Updated Tuesday, 7 August 2012

City of Playford Economic & Corporate Committee

Work Plan

September 2012

Rural Road Sealing Program Report: Information report providing an update on the unsealed road sealing program and road prioritisation process. Update on Status of Service Review Report: To receive information regarding the status of items identified in the Service Review process. Northern Playford Business Forum Briefing: Mr Steve Wemyss, Chair of Northern Playford Business Forum, to present their Business Plan. Footpaths Presentation Presenter: Mr Andy Slager Briefing: To receive a presentation regarding footpaths

October 2012

Nil scheduled at present

November 2012

Quarterly Organisational Performance Report – First Quarter Report: Information report on the Organisation’s performance for the first quarter.

December 2012


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ATTACHMENT 1

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ATTACHMENT 1

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Work Plan

January 2013


February 2013

Quarterly Organisational Performance Report – Second Quarter Report: Information report on the Organisation’s performance for the second quarter.

March 2013


April 2013


May 2013


June 2013


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Work Plan

July 2013


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08 14 August 2012 Economic and Corporate Committee … 14 August 2012... · Meetings will occur...

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Transcript of 08 14 August 2012 Economic and Corporate Committee … 14 August 2012... · Meetings will occur...