ANNUAL BUSINESS 2020 PLAN AND BUDGET 2021 - Adopted 14 July 2020 - City of Port ...
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ANNUAL BUSINESS 2020
PLAN AND BUDGET 2021
Adopted 14 July 2020
Annual Business Plan and Budget 2020 - 2021 • Pg 1
Pg 2 • Annual Business Plan and Budget 2020 - 2021 Tarnanthi in the 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
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
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
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
Pg 6 • Annual Business Plan and Budget 2020 - 2021
Annual Business Plan and Budget 2020 - 2021 • Pg 7 Greenacres Reserve, Manoora Street, Greenacres
D
Pg 8 • Annual Business Plan and Budget 2020 - 2021
L J Lewis Reserve, Northfield
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
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 - 2021CITY 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 11OUR 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 13EXTERNAL 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 - 2021LOCAL 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 15Pg 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 17For 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 - 2021MAJOR 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 19Pg 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
Budget
City
2020
2020
Plan--2021
2030
2021 • Pg 21ECONOMY
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, KilburnPRIORITIES 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 23The 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
AnnualBusiness
BusinessPlan
Planand
andBudget
Budget
City
2020
2020
Plan--2021
2030
2021 • Pg 25COMMUNITY
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 KlemzigPRIORITIES 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 27Pg 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
andBudget
Budget2020
2020--2021
2021 • Pg 29ENVIRONMENT & 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 AdelaidePRIORITIES 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 31Pg 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 33PLACEMAKING
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 LibraryPRIORITIES 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 35Pg 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 37LEADERSHIP
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 LibraryPRIORITIES 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 39MANAGING 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 - 20212020 – 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
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