ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...

 
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
ANNUAL BUSINESS 2020
PLAN AND BUDGET 2021

Adopted 14 July 2020
                       Annual Business Plan and Budget 2020 - 2021 • Pg 1
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
Pg 2 • Annual Business Plan and Budget 2020 - 2021   Tarnanthi in the Port
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
KAURNA ACKNOWLEDGMENT
We acknowledge and pay respect to the Traditional Owners of the land on which
we stand, the Kaurna People of the Adelaide Plains. It is upon their ancestral lands
that the Port Adelaide Enfield Council meets. It is also the Place of the Kardi, the Emu,
whose story travels from the coast inland. We pay respect to Elders past and
present and emerging.
We respect their spiritual beliefs and connections to land which are of continuing
importance to the living Kaurna people of today.
We further acknowledge the contributions and important role that Aboriginal and
Torres Strait Islander people continue to play within our shared community.

                                                                         Annual Business Plan and Budget 2020 - 2021 • Pg 3
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
CONTENTS
       Kaurna Acknowledgement..............................................................................................................................................................................3
       Mayor’s Foreward..............................................................................................................................................................................................5
       The Annual Business Plan and Budget..........................................................................................................................................................6
       Covid-19 Recovery...........................................................................................................................................................................................9
       Our Vision........................................................................................................................................................................................................ 10
         City Plan 2030........................................................................................................................................................................................... 11
         Our Planning Framework........................................................................................................................................................................ 11
         Monitoring and Reporting....................................................................................................................................................................... 11
       Our City At a Glance.................................................................................................................................................................................... 12
       External Opportunities and Challenges.................................................................................................................................................... 14
       Voice of the Community.............................................................................................................................................................................. 17
       Our commitments for 2020-2021............................................................................................................................................................. 19
         Economy..................................................................................................................................................................................................... 20
          Community................................................................................................................................................................................................ 24
         Environment and Heritage...................................................................................................................................................................... 28
         Placemaking................................................................................................................................................................................................ 32
         Leadership.................................................................................................................................................................................................. 36
       Managing Our Community Assets.............................................................................................................................................................. 40
         2020-2021 Capital Works....................................................................................................................................................................... 41
       Funding This Plan............................................................................................................................................................................................ 42
         Budget Overview...................................................................................................................................................................................... 44
         Financing the Budget................................................................................................................................................................................ 48
       Appendix 1...................................................................................................................................................................................................... 51
       Appendix 2...................................................................................................................................................................................................... 58
       Appendix 3...................................................................................................................................................................................................... 60
       Appendix 4...................................................................................................................................................................................................... 74

                   ECONOMY                                             COMMUNITY                                                      ENVIRONMENT                                                             PLACEMAKING      LEADERSHIP
                                                                                                                                       & HERITAGE
 Front Cover: Port Adelaide Fringe, Port Adelaide
 Back Cover: Overlooking the North East of our City

Pg 4 • Annual Business Plan and Budget 2020 - 2021
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
MAYOR’S FOREWORD
Welcome to City of Port Adelaide Enfield’s 2020-
2021 Annual Business Plan and Budget, that has been
developed to reflect our vision of a City that values
it diverse community, embraces change through
innovation, resilience and leadership.                     some major infrastructure projects that have
We recognize that COVID-19 has had a major                 previously been considered but shelved because
impact on the health and living pressures of our           of funding limitations.
residents and businesses, so we acted swiftly to           We have considered the optimum budget to do this
provide assistance for those facings hardships with        successfully and set a modest overall average rate
                                                                                                                     We will be delivering over $58.9 million in capital
increased support services for our aged and most           increase of 1.5%, which continues to be the lowest
                                                                                                                     works including roads, footpaths, traffic plans and
vulnerable residents, financial support for rate relief,   rate in metropolitan Adelaide. This is a disciplined
                                                                                                                     stormwater management, with $25.7 million to
a rent free period for all Council owned facilities,       and careful approach to keeping our rates as low as
                                                                                                                     be spent on new infrastructure and $33.2 million
and the establishment of a business task force to          possible, while delivering the most appropriate and
                                                                                                                     spent on replacing assets. This includes $5.5 million
support local businesses and local jobs.                   sustainable programs, services and infrastructure
                                                                                                                     for significant storm water and drainage works at
We are now addressing the time when Federal and            that our community needs, especially over the
                                                                                                                     North Arm East and Dover Street, Blair Athol. Our
State Government restrictions are lifting, and new         next 12 months.
                                                                                                                     capital works program will not only continue to
reforms announced. We have included in this budget         This budget will also ensure that we deliver a
                                                                                                                     maintain our City’s liveability, but also help stimulate
$2.4m to lead our recovery and set our future              number of key infrastructure projects that will
                                                                                                                     the economy and create jobs.
direction as a vibrant and resilient City with even        benefit PAE for years to come.
                                                                                                                     The next twelve months are crucial for PAE.
stronger community connections. We want you to             These projects include the collaborative delivery
                                                                                                                     We all have an important role in coming together
tell us what support you require so we can direct          of a Materials Recovery Facility to grow our
                                                                                                                     to shape our future through support, collaboration
these funds to where they will make the                    green and circular economy industries and
                                                                                                                     and innovation.
greatest difference.                                       create opportunities for waste minimisation;
                                                                                                                     We have thought carefully about the needs of our
Having a recovery plan in place is vital for our           commencement of the $7 million Regency Park
                                                                                                                     diverse community, not only over the next twelve
future. It means we can reinvigorate our businesses        sporting facility; $2.5 million for changeroom facility
                                                                                                                     months, but also further into the future. We will
to provide the experiences, activities, support and        upgrade at LJ Lewis, and Eastern Parade Reserves;
                                                                                                                     work in partnership with you to emerge as a
services that our community need to go about               $2 million streetscape upgrade at Prospect Road,
                                                                                                                     stronger and more sustainable City.
their daily lives safely and as soon as possible. This     Kilburn; delivery of eight new playgrounds across
includes attracting private investment, establishing       PAE, and the planting of over 2,500 trees along           I want you to be part of our future, and to be proud
training programs and seeking new partnerships             streets, in hot spots and public places to increase       to live, work and play in the new, reinvigorated PAE.
with State and Federal Government to help deliver          our tree canopy coverage.                                 Mayor Claire Boan

                                                                                                                            Annual Business Plan and Budget 2020 - 2021 • Pg 5
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
THE ANNUAL BUSINESS PLAN                                  While responses are lower than in previous              Infrastructure. Submissions included concerns on
                                                                 years ABPB consultation, given the restrictions of      road safety and requests for traffic management
       AND BUDGET                                                COVID-19 it was pleasing to see significant number      improvements, parking issues and footpath repairs.
       The Annual Business Plan and Budget (ABPB) is our         of community members investing time and effort to       Some of the submissions regarding infrastructure
       statement of the programs, activities and outcomes        provide feedback to the draft document. Throughout      are already being addressed as community requests,
       we plan to deliver with and for our community             the consultation process we heard from a total          while others are covered in our capital works
       in the coming financial year. The ABPB defines            of 172 community members who provided their             program and traffic management plans.
       the continuing services, programs and strategic           submissions in a variety of methods which include:
       directions embodied in our City Plan, Strategic and                                                               City Development (42 submissions)
                                                                 •      Email (21)
       Operational Plans and the Long Term Financial Plan                                                                42 out of the 172 submissions (24%) concerned City
                                                                 •      Postcards (70)                                   Development. These submissions are a combination
       (LTFP).
                                                                 •      Via elected member consultation (22)             of suggestions for more support on small business
       In accordance with legislation, the ABPB includes:
                                                                 •      Have Your Say PAE webpage (59)                   post-COVID-19, protection of our heritage
       •   an outline of our objectives for next financial                                                               properties as well as concerns on the increasing
           year, the priorities to be undertaken to achieve      Community feedback and submissions have been
                                                                                                                         number of re-development (small property blocks).
           those objectives, with financial and non-financial    very robust with people sharing their stories,
                                                                 appreciation for Council and feedback on how we         Council has been very busy supporting businesses
           performance measures against these objectives;
                                                                 can improve. Some of the key themes are                 during the quarantine period and will be reviewing
       •   an assessment of the financial requirements for                                                               the Economic Development Plan in 2020-2021, while
                                                                 provided below:
           the year and summarises the proposed operating                                                                heritage protection continues to be a key priority in
           expenditure, capital expenditure and sources of       Parks and Gardens (59 submissions)                      the City Plan 2030.
           revenue;                                              59 out of the 172 submissions (34%) concerned
       •   the rates structure and policies;                     Parks and Gardens.                                      Proposed Rate Increase (22 submissions):
                                                                                                                         It should be noted that only 22 submissions out of
       •   an account of the long-term financial plan and        Submissions mainly focused on request for
                                                                                                                         the 172 (13%) commented on the proposed rate
           relevant issues relating to management and            maintenance of specific verges, parks and playgrounds
                                                                                                                         increase. Of the 22 submissions received 2 were in
           development of major assets.                          as well as our foreshore, including increased tree
                                                                                                                         support of the 1.5% increase. The 20 submissions
                                                                 planting across the City.
                                                                                                                         against the proposed rate increase cited concerns
       COMMUNITY ENGAGEMENT                                      Some of submissions are already being addressed as
                                                                                                                         regarding the financial impact of COVID-19
       SUMMARY                                                   community requests while others are covered in our
                                                                                                                         to ratepayers.
                                                                 capital works program.
       Between 18 May to 15 June 2020 we sought                                                                          The breadth and detail provided by our community
       feedback from the community on our draft Annual           Roads and Infrastructure (48 submissions)               has been extensive. These feedback provided valuable
       Business Plan and Budget 2020-2021. Given the             Feedback relating to traffic and maintenance issues     information for Council to consider before final Plan
       current challenges with social distancing, the majority   on specific roads, footpaths and other infrastructure   was adopted.
       of consultation was conducted online and through          continues to be a key submission theme this year.
       the distribution paper based material via the post.       48 out of the 172 submissions (28%) concerned

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ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
Annual Business Plan and Budget 2020 - 2021 • Pg 7
Greenacres Reserve, Manoora Street, Greenacres
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
D

Pg 8 • Annual Business Plan and Budget 2020 - 2021
                                                         L J Lewis Reserve, Northfield
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
COVID-19 RECOVERY
FRAMEWORK                                                                                                                    7
                                                                                                                          PRIORITY
Council will play a critical role in the City’s
                                                                                                                             AREAS
COVID-19 recovery, prioritising the health and
wellbeing of our community.
Our recovery will include cultural, social,
environmental, and economic wellbeing elements                                                                                                         VISITOR ECONOMY
                                                                                      BUSINESS SUPPORT                                                 AND PLACEMAKING
which contribute to our overall wellbeing.                                             AND NETWORKS                                                      We will create unique visitor
                                                                                      We will support, connect and                                       destinations and places for
We will seek to identify opportunities where we can                                     engage our businesses                                                people to connect
emerge as a stronger and more resilient community.                                                                                                                and enjoy

A Recovery Fund of $2.4 million has been included
in the 2020-2021 budget to help us deliver support
where it is most needed over the next 12 months.
Council has developed this framework to outline the
                                                                                                                         THE
key areas where we will focus recovery efforts and     KEEPING PEOPLE                                                CITY OF PAE                                                     INVESTMENT AND
the immediate projects and actions.                   SAFE AND HEALTHY
                                                                                                                       COVID-19                                                        JOB CREATION
                                                        We will revise our work
                                                                                                                                                                                          We will bring jobs
                                                       practices and take action to                                   RECOVERY
GUIDING PRINCIPLES                                       promote public health
                                                                                                                                                                                            to our City
                                                                                                                     FRAMEWORK
Our recovery will consider cultural, social
environmental and economic elements which impact
on our overall wellbeing.
-    Understand the context
-    Recognise complexity
-    Use community led approaches
                                                                                                                                                                       COMMUNITY
-    Coordinate all activities                                               EXPLORE AND                                                                               WELLBEING
                                                                             COLLABORATE                                                                           We will provide programs that
-    Communicate effectively                                                  We will work together                                                               promote the health and wellbeing
                                                                               for the betterment                                                                  of our community and support
-    Recognise and build capacity                                                  of everyone                                                                          our most vulnerable
                                                                                                                                                                             residents
                                                                                                                      ENVIRONMENT
                                                                                                                      We will use this opportunity
                                                                                                                     to help us achieve our targets
                                                                                                                         for a sustainable city

                                                                                                                                                      Annual Business Plan and Budget 2020 - 2021 • Pg 9
ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
OUR VISION
       A City that values its diverse community and embraces change
       through innovation, resilience and community leadership

       ECONOMY
       We are a thriving economy and a business-friendly City

       COMMUNITY
       We are a safe, vibrant, inclusive and welcoming City for our residents, businesses and visitors alike

       ENVIRONMENT & HERITAGE
       We are a low carbon, water sensitive and climate resilient City and our built heritage is protected, embraced and celebrated

       PLACEMAKING
       We are a unique and distinctive collection of active places, created and cared for through strong partnerships

       LEADERSHIP
       We are an innovative, collaborative and high performing leader within local government

Pg 10 • Annual Business Plan and Budget 2020 - 2021
CITY PLAN 2030                                                                                            OUR VISION
The City Plan 2030 captures and presents the vision and aspirations                 A City that values its diverse community and embraces
for PAE and encapsulates what we believe is important for our future            change through innovation, resilience and community leadership
development. Our Plan is organised under five main themes: Economy;
Community; Environment & Heritage; Placemaking; and Leadership. Each
theme has an outcome statement; strategies and outlines what Council will       CITY PLAN                •
                                                                                                         •
                                                                                                             Economy
                                                                                                             Community
                                                                                                                                             FOUR
                                                                                                                                             YEARLY
deliver to achieve on each outcome statement.                                                            •   Environment and Heritage        REVIEW
The City Plan is underpinned by a suite of Strategic, Financial and Asset                                •   Placemaking
Management Plans which have more detailed objectives and activities to                                   •   Leadership
ensure we are sustainable long term. A full list of our Plans can be found on
Council’s website www.cityofpae.sa.gov.au/plans

OUR PLANNING FRAMEWORK
                                                                                STRATEGIC            •
                                                                                                     •
                                                                                                         Long Term Financial Plan
                                                                                                         Asset Management Strategy
                                                                                                                                             ANNUAL
                                                                                                                                             REVIEW
Council’s Strategic Management Framework, illustrated in the diagram (to        PLANS                •   Public Health and Wellbeing Plan    CITY
                                                                                                                                             SCORECARD
the right), demonstrates how our Plans connect together to deliver on our                            •   Development Plan
Vision. We will undertake regular performance reporting and reviews of                               •   Emergency Response Plan
our Plans to ensure we deliver on our commitments and are accountable                                •   Inclusive Communities Plan
to you, our Community.                                                                               •   Strategic Management Plans
The ABPB is an essential part of the Strategic Management Framework
outlining how Council will deliver on its Vision.
                                                                                ANNUAL                                                       ANNUAL
                                                                                                                                             REPORT
MONITORING AND REPORTING                                                        BUSINESS PLAN
Consistent with our commitment on delivering this plan and budget we            AND BUDGET                                                   QUARTERLY
will consciously keep track of our progress and report back to you, our                                                                      REVIEW
community though quarterly reviews.
At the end of the financial year, we will produce an annual report – a
summary of what has been achieved in the year. This is a legislated             OPERATIONAL          • Section Plans                         CORPORATE
requirement and provides information to the community on what services,                              • Performance                           SCORECARD
facilities and programs we are delivering for rate payers, residents and        PLANS                  Development Review
visitors.

                                                                                                               Annual Business Plan and Budget 2020 - 2021 • Pg 11
OUR CITY AT A GLANCE

Pg 12 • Annual Business Plan and Budget 2020 - 2021   Regency Golf Course
9,412              ha
                        127,740                        2.3%
 total land area         estimated resident        aboriginal and torres
                             population          strait islander population

40,372                      $1.6        b
                                                      9,054
residents born             assets managed                  businesses
   overseas

80,637                  $9.34            b
                                                   25,051                      t

   local jobs           gross regional product         general waste
                                                         collected
                                                 Annual Business Plan and Budget 2020 - 2021 • Pg 13
EXTERNAL OPPORTUNITIES
       AND CHALLENGES
       In developing our ABPB we not only look at our internal environment but more         CULTURALLY DIVERSE COMMUNITY
       broadly at external political, social, economic, technological and environmental
       challenges and opportunities. This Plan has been shaped by the following             PAE is culturally rich with an increasing proportion of people born overseas
       opportunities and challenges:                                                        (33%) with some areas such as the Parks having up to 50% overseas born. Almost
                                                                                            one third speak a language other than English at home. PAE also has a higher
       COVID 19                                                                             proportion of persons from Aboriginal and Torres Strait Islander community
                                                                                            representing 2.3% of the community compared to only 1.4% for Greater Adelaide.
       The COVID-19 pandemic has had a devastating impact globally and locally. Council
                                                                                            This adds to our cultural richness but also presents challenges in service provision
       will continue to respond to COVID 19 and play a pivotal role in the recovery
                                                                                            and community engagement. Council will continue to strive to connect with our
       stage, seeking to provide hardship support, stimulate the economy and build
                                                                                            Culturally and Linguistically Diverse and Aboriginal and Torres Strait Islander
       community resilience and connections.
                                                                                            communities to ensure equity in service provision and that their voices are heard.

       ECONOMY                                                                              TECHNOLOGY
       PAE has a gross regional product of $9.34 Billion which has shown a steady
                                                                                            Technology continues to provide opportunities in the way we manage operations,
       increase over time. It represents over 10% of Greater Adelaide’s GDP. PAE is
                                                                                            deliver services and develop our City. Council will invest in technology to build
       home to a significant amount of strategic economic infrastructure including port
                                                                                            our capability in online engagement and use of data to inform decisions. In
       facilities, industrial land, commercial and retail areas and tourism assets. The
                                                                                            planning new infrastructure we will consider future transport modes which will
       biggest area of economic growth in recent years has been in defence related
                                                                                            include electric cars and driverless vehicles.
       industries, based predominantly on the Lefevre Peninsula. Council in 2020-21
       will seek to secure local jobs within the defence chain. Council will also seek to
       maximise the opportunities within the circular economy as we build a Materials
                                                                                            PLANNING REFORM
       Recovery Facility for the region.                                                    The State Government is in the process of undertaking significant legislative
                                                                                            reform to the Planning system. The changes will impact on the City’s urban
                                                                                            development, heritage and environmental protection. Council will advocate for a
                                                                                            new planning code which protects our heritage and seeks to minimise negative
                                                                                            impacts of urban infill such as parking and access to open space.

Pg 14 • Annual Business Plan and Budget 2020 - 2021
LOCAL GOVERNMENT REFORM                                                                SOCIAL DISADVANTAGE
State Government is undertaking Local Government reform which seeks to                 Disadvantaged areas such as Kilburn, Blair Athol, the Parks area and the eastern
strengthen transparency and accountability, drive efficiency and deliver good          portion of Taperoo. When compared to Greater Adelaide the PAE has a higher
governance. As a Council we will continue to play an active role in this reform,       proportion of low income households (those earning less than $650 per week).
advocating for changes which deliver increased public value.                           It is essential Council continues to advocate for the most vulnerable in our
                                                                                       community and deliver community services and programs that strengthen
WASTE MANAGEMENT                                                                       community resilience.
China Sword and changes in the national recycling and waste management
markets is requiring councils to innovate. Council, in collaboration with the City     HEALTH & WELLBEING
of Charles Sturt, is seeking to proactively address this through the construction of   Participation in physical activity has a positive impact on people’s health and
a Materials Recycling Facility to be managed by a Subsidary.                           wellbeing. The provision of parks and open space, recreational facilities, walking
                                                                                       and cycling facilities, along with community programs seeks to promote active and
CLIMATE CHANGE                                                                         healthy lifestyles.
Climate Change, together with increased heatwaves and urban heat island effects,
coastal erosion and inundation, flooding and stormwater management, are all            HERITAGE PROTECTION
significant considerations for our City. Our City of PAE is also home to unique        The City of PAE is home to a number of historically significant areas and it is
natural environments - including the largest constructed tidal wetlands in the         essential that as development occurs, this heritage is protected and celebrated.
world at Barker Inlet; State-listed nature reserves such as Mutton Cove, Dolphin       Council will advocate strongly for heritage protection within the Planning
and Bird Sanctuaries; coastal beaches; extensive mangrove and samphire areas;          reforms and will also continue to seek ways to activate our heritage buildings and
some of the only remaining areas of original vegetation of the Adelaide Plains at      precincts.
Folland Park; and freshwater rivers and creeks including the River Torrens and
Dry Creek. These environments need to be preserved and protected against
climate change.

                                                                                                                          Annual Business Plan and Budget 2020 - 2021 • Pg 15
Pg 16 • Annual Business Plan and Budget 2020 - 2021   Laneways Festival, Port Adelaide
VOICE OF THE COMMUNITY
We believe our service delivery, facilities and programs should always be informed                                     activities throughout the year, as well as our day-to-day contact with customers
by a detailed understanding of our community, and informed by the voice of our                                         and key stakeholders.
community. It’s important that our services and facilities are relevant for the                                        In 2016 we introduced the community indicators survey to better understand
communities we serve and are delivered in a way that meets community needs.                                            our community’s perception about the City. Results are then fed into our City
This can only be achieved through consistent and detailed community engagement                                         Scorecard* which informs us how changes in the City are on track with our
activities such as our annual community perception survey, and key engagement                                          aspirations, as embodied in the City Plan 2030.

CITY SCORECARD
OUTCOME                               INDICATOR                                                                                                     2016             2017           2018            2019     change from
                                                                                                                                                BASELINE                                                        prev. year

ECONOMY: A City of opportunity

Prosperous                           gross regional product                                                                                     $8.8 billion    $9.0 billion   $9.3 billion   not avalable               -
Growing                              proportion who feel that they can easily access information and organisation                                       3.4             3.8            3.8            3.8                -
Connecting                           number of local jobs                                                                                           74,831          76,330         77,048     not avalable               -

COMMUNITY: A City that supports community wellbeing
Healthy                              proportion who say they are healthy                                                                                3.4             3.9            3.9            3.9                -
Inclusive                            proportion who feel they are part of their local community                                                         3.4             3.5            3.5            3.5                -
Cohesive                             proportion who say they feel safe in their neighbourhood or community                                             73%              3.6            3.7            3.6             -0.1

 ENVIRONMENT: A City which cares for its natural environment and heritage

Distinctive                          proportion who say the City’s heritage is effectively managed                                                      3.2             3.1            3.0            2.9             -0.1
Sustainable                          proportion who say the City’s natural environment is effectively protected                                         3.3             3.3            3.2            3.1             -0.1

 PLACEMAKING: A City where people love to be

Belonging                            City net promoter score                                                                                                           +25            +19             +15               -4
Accessible                           proportion who say they can easily access places and services across the City                                      4.1             3.8            3.8            3.8                -
Creative                             proportion who feel they had an opportunity to participate/experience local arts and cultural activities          57%             62%            62%            57%              -5%

 LEADERSHIP: A City confident in its leaders

Strategic                            proportion who say Council delivers value for the rate dollar                                                      3.1             3.2            3.2            3.2                -
Accountable                          proportion who are satisfied with council services                                                                 3.5             3.5            3.5            3.5                -
Engaged                              proportion who say Council is engaging with residents and ratepayers                                               3.1             3.0            3.0            3.0                -
                                     proportion who say Council is engaging with organisations                                                          3.0             3.3            3.0            3.3             +0.3
                                     proportion who say Council is engaging with businesses                                                             2.9             3.0            2.7            3.1             +0.4

                                                                                                                                                               Annual Business Plan and Budget 2020 - 2021 • Pg 17
For the last three years we have captured large data sets (more than 2,000               Environment
       respondents) as part of our annual perception survey.
                                                                                                •   Focus on community education and management of waste continues to be a
       The survey is available in a variety of formats, as well as eight languages other than       primary environmental issue.
       English (Vietnamese, Mandarin, Cantonese, Greek, Italian, Farsi, Hindu and Punjabi)
       to ensure the views we are capturing are as representative as possible.                  Asset Maintenance
       To expand our understanding of community voice we conducted a comparative                •   Footpaths and road surface condition are key issues for access and inclusion
       analysis of the community survey against the asset management perception survey              and rated as very important and with low levels of satisfaction among the
       and customer requests. Some of the most significant findings include:                        community in the Asset Management Community Perception Survey.
       •   While the community are not looking to Council as a responsible entity in            •   Prioritise road and footpath condition in areas with more businesses and
           relation to their health, there is a strong correlation between low health               concentrations of disability groups, and street lighting and controlling traffic in
           outcomes and poor social inclusion and our social licence to operate.                    areas with more safety concerns.
       •   This year’s community perception survey highlighted the low levels of social         We continue to acknowledge the importance of the voice of our community
           licence and satisfaction among two key cohorts (business owners, and those           as we integrate the survey outcomes with our business planning and budgeting
           impacted by disability).                                                             process for 2020-2021.
                                                                                                More information about the annual perception survey is available on our website.
       Safety
       •   Safety in certain parts of the City has been highlighted as a concern in the
           last four years. Digging in with the other data sets shows asset maintenance
           and renewal (e.g. lighting, traffic calming etc.) helps safety outcomes and
           community facilities including Parks Library can help with safety and
           connection.
       •   Feedback from the community indicates that street tree maintenance, nature
           strips and verge maintenance are priorities.

Pg 18 • Annual Business Plan and Budget 2020 - 2021
MAJOR PROJECTS FOR 2020 - 2021
       •    Build and operate a Materials Recovery Facility in conjunction with Charles Sturt Council to reduce landfill and
            generate employment within the circular economy
       •    Investment of $13.2M in stormwater infrastructure to keep homes and businesses safe from flooding
       •    Investment of $16.3M towards our road network
       •    Traffic Management improvements to improve access and parking across our City
       •    The upgrade of 8 playgrounds to support active and healthy living with an annual average expenditure of $1.1M
       •    Tree planting to green our City and increase our canopy coverage to mitigate urban heat island
       •    Commence Streetscaping works valued at $2M along Prospect Road Kilburn
       •    Commence the development of the $7M Regency Park Sporting Facility Upgrade
       •    Upgrade to facilities at LJ Lewis Reserve and Eastern Parade Reserve
       •    Upgrade of Greenacres Football Clubrooms - Grand North Refurbishments Providing 2 Change Rooms

Prospect Road, Kilburn                                                                                                         Annual Business Plan and Budget 2020 -2021 • Pg 19
Pg 20 • Annual Business Plan and Budget 2020 - 2021   Derrick Diver Bridge, Port Adelaide
ECONOMY
In 2030 PAE is a thriving economy and a business-friendly City

Existing and new businesses are growing,            Urban renewal has stimulated new economic
and we attract new investment and embrace           activity and employment.
innovation and start-ups.We are national            Our public and private transport network is well
leaders in waste minimisation, collaborating        integrated and supports economic growth. Our
to create a local circular economy and green        City’s infrastructure and assets meet the needs
business opportunities.We purchase locally while    of existing and new businesses and communities.
maintaining value and quality for the community.    As a preferred tourist destination, Port Adelaide’s
Known as the home of Australia’s defence ship       local tourism industry is booming. Adelaide
building program and the State’s sea freight hub,   Airport and the CBD are only 20 minutes
PAE boasts a range of employment                    away from this great waterfront City, which is
opportunities and is the engine room                also the gateway for cruise ship passengers to
of the South Australian economy.                    discover our maritime, cultural and built heritage.
Our City is an attractive and affordable place      The Port River estuary is home to ancient
to live and work and has a range of training,       mangroves, the Adelaide Dolphin Sanctuary and
education and learning opportunities.               Adelaide International Bird Sanctuary, and white,
                                                    sandy beaches on our coast.

                                                                            Annual
                                                                            AnnualBusiness
                                                                                   BusinessPlan
                                                                                            Planand
                                                                                                 andBudget
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                                                                                                            2020
                                                                                                             Plan--2021
                                                                                                                   2030
                                                                                                                   2021 • Pg 21
ECONOMY
                                                                                     STRATEGIES TO GET THERE:
                                                                                     • Support existing business and attract new investment
                                                                                       and innovation
                                                                                     • Create opportunities for the growth of green
                                                                                       industries and the creation of a local circular and low
                                                                                       carbon economy
                                                                                     • Secure local content and local job opportunities in the
                                                                                       defence supply chain
                                                                                     • Advocate for training in new industries and tech
                                                                                       based jobs that provide employment opportunities
                                                                                     • Collaborate with skills training providers to ensure
                                                                                       that PAE has the appropriate courses to support
                                                                                       business
                                                                                     • Ensure an infrastructure led approach to urban
                                                                                       development
                                                                                     • Promote PAE as a unique tourism destination
                                                                                       comprising heritage, beaches, waterways and
                                                                                       recreation attractions

                                                                                     RELATED PLANS
                                                                                     •   Economic Development Strategy
                                                                                     •   Living Environment Strategy 2017 - 2022
                                                                                     •   Open Space Plan
                                                                                     •   Tourism Strategy and Action Plan 2020

Pg 22 • Annual Business Plan and Budget 2020 - 2021   Bakery, Prospect Rd, Kilburn
PRIORITIES TO DELIVER ON OUR VISION:
• Support businesses to recover from COVID-19 though a
  targeted plan to revitalise the local economy and tourism           CONTINUING SERVICES
• Deliver a council owned and operated Materials Recovery             • Attract businesses into our City and Increase
  Facility (MRF) in collaboration with the City of Charles Sturt to     in local jobs within PAE
  grow the circular economy
                                                                      • Help boost the Annual Gross Regional
• Explore options to develop a procurement strategy which               Product (GRP) of the region
  supports Buy Local principles whilst representing value for
                                                                      • Support growth in visitor economy
  money and ensuring a competitive tendering environment
                                                                      • Provide visitor information services
• Create a business-friendly culture in service delivery
                                                                      • Support defence and shipbuilding
• Engage with local schools on traineeships and future employment
                                                                        opportunities through local business
  opportunities
                                                                        engagements
• Actively encourage inward investment into the region, especially
  international Defence supply businesses
• Collaborate with the Adelaide Business Hub and local business
  networks
• Develop an integrated transport and movement strategy for the
  City that meets current and future needs
• Deliver annually the renewal of our 695km road network to
  maintain our roads to an acceptable condition and to support
  industry and business (approximately $13M each year)
• Develop the local tourism industry, including activation of
  the Port River

                                                                                        Annual Business Plan and Budget 2020 -2021 • Pg 23
The Lights Community and Sports Centre
Pg 24 • Annual Business Plan and Budget 2020 - 2021
COMMUNITY
     In 2030 residents, businesses and visitors describe PAE
         as a safe, vibrant, inclusive and welcoming City

No matter your age, ability or stage of life PAE      and tiers of government to address individual
is a community where it’s easy to be active,          and community needs and aspirations.
get involved, and enjoy a good life. There’s a        Our green open spaces, sporting facilities,
sense of care and cohesion as people look             libraries, centres, halls and hubs are places
out for each other and the neighbourhoods             where people come together and learn
in which they live. It’s easy to connect with         skills for life and employment. They are
friends, neighbours, activities, opportunities, and   contemporary, high quality, well maintained
services that support individual and community        examples of community infrastructure, which
health, wellbeing, safety and aspirations.            are well positioned across PAE.
We are proud of our diversity. The rich               New and old neighbourhoods are developed
heritage of our First Nations people, together        in ways which reflect an expectation of good
with those from countries around the globe, is        lives for individuals and communities. Our City
reflected in our food, art, enterprise, traditions    offers a range of affordable housing choices and
and celebrations.                                     essential health services are easily accessible.
We are active in advocating for and on behalf of      Our community is resilient and faces
our community, and work with agencies                 challenges together.
                                                                           Annual
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                                                                                                           2020
                                                                                                            Plan--2021
                                                                                                                  2030
                                                                                                                  2021 • Pg 25
COMMUNITY
                                        STRATEGIES TO GET THERE:
                                        • Foster strong and diverse community participation
                                          and pride
                                        • Develop effective ways to engage people in planning
                                          for services, programs, events and activities that meet
                                          their needs
                                        • Develop and maintain quality, contemporary social
                                          infrastructure, sporting facilities and services
                                        • Strengthen our work at the neighbourhood level,
                                          focusing on place-based initiatives and activities that
                                          build connection, cohesion, participation and inclusion

                                        RELATED PLANS
                                        •   Sports Development Plan 2017 - 2022
                                        •   People, Pets and Places: Animal Management Plan
                                            2018 - 2023
                                        •   Tourism Strategy and Action Plan 2020
                                        •   Public Health and Wellbeing Plan 2015 - 2020
                                        •   Open Space Plan
                                        •   Inclusive Communities Plan 2019 – 2024
                                        •   Active Recreation Facilities Plan

Performance at Outdoor Cinema Klemzig
PRIORITIES TO DELIVER ON                                CONTINUING SERVICES
                                                        •   Provide community transport services
OUR VISION:
                                                        •   Deliver a range of programs and activities supporting young
• Support community recovery following COVID-19             people 12-18 years who are at risk
• Become accredited as a Welcoming City                 •   Community grant programs
                                                        •   Manage and continue to grow our volunteering program
• Explore the development of an Aboriginal Cultural
                                                        •   Celebrate and support our multicultural community through
  Centre
                                                            events, scholarships, awards and inclusive activities
• Commence $7M Regency Park Sporting Facilities         •   Provide services under the Commonwealth Home Support
  Upgrade                                                   Program and advocate for vulnerable people
• Progress with the delivery of the LJ Lewis and        •   Promote community health and safety through education,
  Eastern Parade and Edward Smith Reserve                   compliance and enforcement
  Masterplans                                           •   Deliver a range of public and environmental health and
                                                            wellbeing programs in partnership with the community
• Advocate for vulnerable people in our community       •   Deliver a range of innovative community library programs and
• Implement Sport Development Plan (2017 – 2022)            services from our five libraries
  actions and undertake the Inclusive Sports Facility   •   Manage and maintain our community centres, sport and
  Review                                                    recreation facilities and Community halls (and grounds)
                                                        •   Support responsible dog and cat ownership through education
                                                            and enforcement and the implementation of Council’s Animal
                                                            Management Plan
                                                        •   Deliver our 2020-2021 capital works
                                                            program for sport and
                                                            recreation facilities

                                                                                   Annual Business Plan and Budget 2020 - 2021 • Pg 27
Pg 28 • Annual Business Plan and Budget 2020 - 2021   Largs Bay Jetty, Largs Bay
ENVIRONMENT                                            &      HERITAGE
        In 2030 PAE is a low carbon, water sensitive and
    climate resilient City and our built heritage is protected,
        embraced and celebrated throughout the region.

 Green streets are a dominant feature of our     Our coast, estuaries, waterways and wetlands are
 urban landscapes, and our tree canopy on        healthy.We collaborate to protect and restore
 private and public land is healthy, connected   the ecological and cultural values of our coastal
 and expanding. Our green corridors and          environments and the catchments of the Port
 conservation areas also create habitat for      River and Torrens River.
 wildlife and our biodiversity is improving.     Existing and new communities continue to come
 We manage our energy, water and waste           together to share their knowledge about our
 resources wisely and we strive to find new      natural and built heritage.We also work with our
 ways to keep reducing our greenhouse gas        community to ensure that we are well prepared
 emissions. Our transport networks encourage     to manage the impacts and mitigate the risks of
 environmentally sensitive modes of transport.   natural hazards and disasters

                                                                       Annual
                                                                       AnnualBusiness
                                                                              BusinessPlan
                                                                                       Planand
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                                                                                               Budget2020
                                                                                                      2020--2021
                                                                                                            2021 • Pg 29
ENVIRONMENT                                                 &    HERITAGE
                                                                                       STRATEGIES TO GET THERE:
                                                                                       • Protect, conserve and promote the City’s built heritage
                                                                                       • Accelerate actions to adapt to climate change and to
                                                                                         reduce greenhouse gas emissions
                                                                                       • Foster climate and water sensitive and energy efficient
                                                                                         development at all scales
                                                                                       • Collaborate to improve City greening and biodiversity
                                                                                       • Manage energy, water and waste resources sustainably
                                                                                       • Protect and restore our rivers, coast, water dependent
                                                                                         and estuarine environments
                                                                                       • Empower community led approaches to environmental
                                                                                         and climate change learning and action
                                                                                       • Plan for and manage the impacts of natural hazards and
                                                                                         disasters

                                                                                       RELATED PLANS
                                                                                       •   Living Environment Strategy 2017 - 2022
                                                                                       •   Biodiversity Management Plan 2016 - 2020
                                                                                       •   Coastal Management Plan 2017 - 2022
                                                                                       •   People, Pets & Places: Animal Management Plan 2018 - 2023
                                                                                       •   Tourism Strategy and Action Plan 2020
                                                                                       •   Waste Management Strategy 2018 - 2023
                                                                                       •   Public Health and Wellbeing Plan 2015 – 2020
                                                                                       •   Open Space Plan

Pg 30 • Annual Business Plan and Budget 2020 - 2021   Maritime Museum, Port Adelaide
PRIORITIES TO DELIVER ON OUR VISION:
• Advocate for heritage protection and conservation in our built      CONTINUING SERVICES
  environment
                                                                      •   Provide high quality waste and recycling services.
• Encourage adaptive reuse of heritage buildings and deliver
                                                                      •   Deliver environment sustainability initiatives to
  heritage incentives and promotions                                      minimise waste and greenhouse emissions contained in
• Deliver a council owned and operated Materials Recovery                 our strategic management plans and related practices
  Facility (MRF) in collaboration with the City of Charles Sturt to   •   Promote safe and healthy living and business
  reduce landfill                                                         environments via good urban design, stormwater
• Deliver the AdaptWest climate change adaptation priorities              infrastructure, heritage protection and by supporting
• Increase the City’s tree canopy coverage and greening in hot            investment and job growth within the City.
  spots and public spaces                                             •   Support the promotion and maintenance of the City’s
                                                                          built heritage by providing advice, guidance and a
• Participate in the national Cities Power Partnership to drive
                                                                          heritage grant program
  emissions reduction
                                                                      •   Enhance our City’s environment for our present and
• Invest $13.2M in 2020-21 in stormwater infrastructure to assist         future community through the effective maintenance of
  in reducing the flood impact to our City                                our open spaces, wetlands, beaches and streetscapes.
• Deliver on our waste minimisation and greenhouse emissions          •   Help protect the environment and minimise our
  reductions commitments                                                  community’s environmental impact
• Ensure our procurement practices support energy, water and
  waste efficiency outcomes
• Collaborate to improve the management of the Port River,
  Torrens River and the City’s wetlands as healthy living
  ecosystems
• Develop a strategic approach to coastal adaptation, protection
  and management
• Partner with community groups, government and the private
  sector to support the Green Adelaide priorities
• Provide opportunities for our community to become informed
  and learn about climate change and its impact
                                                                                        Annual Business Plan and Budget 2020 -2021 • Pg 31
Pg 32 • Annual Business Plan and Budget 2020 - 2021   Adelaide Film Festival, Port Adelaide
PLACEMAKING
  In 2030 PAE is a unique, creative and distinctive collection
 of places, created, and cared for through strong partnerships
      between Council, community and other stakeholders
Our places enable people to connect with each     The people of PAE have a strong sense of
other, with nature and through their unique,      ownership in their places because they have
local identity. We are also recognised for        a say in how they are imagined, shaped and
supporting and empowering local artists, and      transformed.
their creative and artistic expressions can be    We use placemaking as a way to focus our
found throughout PAE.                             work and to ensure strong community,
Our places attract people to PAE because they     economic and environmental benefits are
are well planned, designed, and maintained        derived from the places we own and manage
to encourage activity. They are places where      for the community.
our community connects through recreation,
business and pleasure to support individual and
community wellbeing and prosperity.

                                                                      Annual
                                                                      AnnualBusiness
                                                                             BusinessPlan
                                                                                      Planand
                                                                                           andBudget
                                                                                              Budget
                                                                                                  City
                                                                                                     2020
                                                                                                      2020
                                                                                                       Plan--2021
                                                                                                             2030
                                                                                                             2021 • Pg 33
PLACEMAKING
                                                                                                            STRATEGIES TO GET THERE:
                                                                                                            •   Collaborate to bring life and activity to our places
                                                                                                            •   Champion local culture, creativity, pride
                                                                                                                and identity
                                                                                                            •   Undertake ongoing and meaningful community engagement
                                                                                                                to underpin our efforts to shape, transform and care for our
                                                                                                                places
                                                                                                            •   Apply a “place first” approach to our work in order to create
                                                                                                                public value
                                                                                                            •   Strive for excellence in the design of the public realm and the
                                                                                                                built environment
                                                                                                            •   Work with other tiers of government and the private sector to
                                                                                                                deliver high quality placemaking outcomes.

                                                                                                            RELATED PLANS
                                                                                                            •   Economic Development Strategy
                                                                                                            •   Sports Development Plan 2017 - 2022
                                                                                                            •   People, Pets and Places: Animal Management Plan 2018 - 2023
                                                                                                            •   Tourism Strategy and Action Plan 2020
                                                                                                            •   Living Environment Strategy 2017 - 2022
                                                                                                            •   Public Health and Wellbeing Plan 2015 - 2020
                                                                                                            •   Open Space Plan
                                                                                                            •   Inclusive Communities Plan 2019 - 2024
                                                                                                            •   Asset Management Plans
                                                                                                            •   Community Land Management Plans
                                                                                                            •   Active Recreation Facilities Plan
                                                                                                            •   Events Strategy (to be developed)
Pg 34 • Annual Business Plan and Budget 2020 - 2021
                                                Karl Meyer/Exhibition Studios - ‘Spirited’, Parks Library
PRIORITIES TO DELIVER
                                                                  CONTINUING SERVICES
ON OUR VISION:
                                                                  •   Ensure our streets, roads, footpaths and drainage
• Support local artists to recover from COVID-19 through              are safe, clean and properly maintained
  arts and cultural activities programmed across our City         •   Help create great developments, public spaces,
• Deliver $2M streetscape works to enliven the retail                 facilities and healthy communities through
  precinct on Prospect Road and strengthen community                  relevant urban design, planning and major project
  connections                                                         advice
• Engage with stakeholders to develop a design narrative for      •   Ensure new development contributes to a safe
  the Port Adelaide inner harbour waterfront, to support              and healthy living and business environment
  high quality public realm and future activation                 •   Uphold community safety by providing building
• Maintain and creatively activate our parks and public spaces        assessment services
  to create beautiful places, increase utilisation, support       •   Create opportunities for members of our
  community connections and active healthy living                     community and visitors to experience and
                                                                      participate in a range of vibrant, cultural and fun
• Encourage and enable temporary activations, street                  events across the City
  celebrations, and vibrant business precincts to create ‘buzz’
                                                                  •   Provide high quality signage and line marking and
  and bring people together in neighbourhood places                   invest in infrastructure to promote cycling and
• Invest in upgrades to community infrastructure that build           walking to promote ease of movement across
  active participation and promote social inclusion                   the City
• Develop and implement frameworks and strategies for
  placemaking and events to drive the implementation of our
  “place first” approach
• Implement the Arts and Culture Strategy and Action Plan
• Develop and implement an Events Strategy

                                                                                      Annual Business Plan and Budget 2020 -2021 • Pg 35
Pg 36 • Annual Business Plan and Budget 2020 - 2021   Groundbreaking ceremony of Starfish Development at Dock 1, Port Adelaide
LEADERSHIP
       In 2030, PAE is known as an innovative, collaborative
        and high performing leader within local government

We are innovative in the ways in which                We excel in providing an exceptional customer
we connect, engage with and listen to our             experience, offering services which are
community in order to make good decisions.            responsive, inclusive and provide choice.
Our community is empowered and has trust in           We make responsible financial decisions, and
our decisions and we deliver on our promises.         invest prudently for the future of PAE. Our
We communicate with our community on a                assets and infrastructure are planned for and
regular basis, in a variety of ways using clear and   managed sustainably with equity of provision
consistent messages that reflect who we are.          across the region. We use technology and data
We are responsive in addressing current               to enable us to work smarter and deliver value.
community needs whilst also planning for              We continue to attract and retain highly skilled
future generations and requirements. We have          and motivated staff and volunteers, who are
well established relationships at all levels of       passionate about working with and for our
government and effectively advocate for the           community.
current and future needs of our community.

                                                                             Annual Business Plan and Budget 2020 -2021 • Pg 37
LEADERSHIP
                                                        STRATEGIES TO GET THERE:
                                                        •   Ensure transparent and accountable leadership which delivers
                                                            excellent decisions
                                                        •   Proactively engage with our community to build relationships
                                                            and connections using a variety of channels
                                                        •   Ensure clear, consistent and comprehensive communication
                                                            with our community and throughout the organisation
                                                        •   Develop strategic partnerships and take a planned approach to
                                                            advocacy
                                                        •   Plan for and manage finances and assets sustainably
                                                        •   Ensure quality project management which delivers on time and
                                                            budget
                                                        •   Excel in service provision and the use of technology and data
                                                            to drive innovation
                                                        •   Invest in our people and culture to develop a safe, inclusive and
                                                            high performing organisation

                                                        RELATED PLANS
                                                        •   People & Cultural Strategy
                                                        •   Marketing & Communications Strategy and Plan (to be developed)
                                                        •   Annual Business Plan and Budget
                                                        •   Long Term Financial Plan
                                                        •   Information and Communications Technology Strategy
                                                        •   Community Engagement Framework
                                                        •   WHS Improvement Plan
                                                        •   Asset Management Plans

Pg 38 • Annual Business Plan and Budget 2020 - 2021
       Community Engagement Workshop at Parks Library
PRIORITIES TO DELIVER ON
OUR VISION:
• Implement a service review program to ensure we
                                                      CONTINUING SERVICES
  deliver value to our community                      •   Continue our focus on customer experience,
                                                          customer service and community engagement
• Develop performance metrics to understand and
                                                      •   Provide leadership, strategic planning and delivery
  manage our operations                                   of services and facilities for the community
• Strengthen our audit functions to achieve quality   •   Ensure Council is financially sustainable to meet
  assurance                                               community needs through the administration of
                                                          Council’s financial affairs in accordance with the
• Develop and implement a Marketing and                   Local Government Act and Financial Regulations.
  Communications Plan to share our vision and         •   Support staff with learning and developmental
  achievements                                            requirements
• Implement our Community Engagement                  •   Develop and promote systems and practices
  Framework including website and social media            that support the safety of our staff and those we
                                                          interact with externally
  engagement tools
                                                      •   Undertake effective and efficient procurement
• Develop and deliver an ICT strategy to inform           and maintenance of Council’s plant
  future investment                                       and equipment.
• Implement our People and Culture strategy to
  develop our people and drive performance
• Collaborate with other councils and key
  stakeholders

                                                                                   Annual Business Plan and Budget 2020 - 2021 • Pg 39
MANAGING OUR COMMUNITY ASSETS                                                       Asset management is a critical tool in ensuring appropriate provision is made
                                                                                           for the long-term management of community assets, and their impacts on all
       The City of PAE currently owns and manages a large and diverse community
                                                                                           areas of service planning and delivery.
       asset portfolio with an approximate value of $1.62 billion. These assets,
       including roads, footpaths, drains, community buildings, parks and reserves,        Council’s Asset Management Plans detail information about our assets and
       play a vital role in the local community and on quality of life. Assets exist in    define the services to be provided, how the services are provided, and
       order to provide services to the community and businesses for the benefit of        identify the funds required to maximise the delivery of the services.
       current and future generations.                                                     All City of PAE assets are audited annually and are frequently inspected on a
       Large portions of Council’s asset portfolio have been in existence for many         rolling program.
       years and continue to provide ongoing services. Council also receives a
       number of ‘gifted’ or ‘donated’ assets from developers. These assets attract
       ongoing operational and maintenance costs over their life.
       At the same time, environmental change is challenging the capacity of
       existing assets to continue to provide an effective service. The community’s
       expectations are also increasing, which affects the ability of existing assets
       to meet the changing needs of current and future residents. As community
       assets have a comparatively lengthy useful life, it is a complex task to monitor,
       maintain and program the timing of their renewal.

Pg 40 • Annual Business Plan and Budget 2020 - 2021
2020 – 2021 CAPITAL WORKS
We will be delivering $58,988,300 in capital works in 2020-2021. $25,663,500 will be spent on new assets and $33,324,800 will be allocated to replacing assets.
Significant capital projects incorporated within the budget and the projected 2020-2021 expenditure include:
• Regency Park Oval - Soccer Facility Development - $4,000,000
• Greenacres Football Clubrooms - Grand North Refurbishments Providing 2 Change Rooms - $1,096,800
• LJ Lewis Clubrooms - Change Rooms x 4 - $1,510,400
• NAE Open Channel Stage 1 and 2 Drainage works - $2,393,100
• Dover St Blair Athol, Detention Basin & Stormwater, Continuation - $3,132,700
A summary of the capital works budget is provided below. Full details of the 2020-2021 Capital Works Program is provided in Appendix 3.

 SUMMARY OF CAPITAL EXPENDITURE

DETAILS                                                                                                                        TOTAL ($)
Footway Construction                                                                                                             2,407,400
Roadway Construction                                                                                                            16,291,900
Drainage Construction                                                                                                           13,203,500
Traffic Management Construction                                                                                                  2,087,800
Commercial Activities Infrastructure                                                                                               140,000
Foreshore Infrastructure                                                                                                           131,000
Active Sport & Recreation Reserves                                                                                               7,054,500
Passive Sport & Recreation Reserves                                                                                              4,755,000
Property Management Buildings & Improvements                                                                                     6,137,500
Waste / Recycling Bins                                                                                                             123,200
Infrastructure Support Infrastructure & Minor Plant                                                                                324,400
Replacement of Plant, Machinery, Fleet Vehicles                                                                                  5,309,000
Furniture & Equipment & Major Software                                                                                           1,023,100

Total Capital Program                                                                                                          58,988,300

                                                                                                                           Annual Business Plan and Budget 2020 - 2021 • Pg 41
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