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ANNUAL BUSINESS 2020
PLAN AND BUDGET 2021
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 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- to help deliver some major infrastructure projects
2021 Annual Business Plan and Budget, that has been that have previously been considered but shelved
developed to reflect our vision of a City that values because of funding limitations.
it diverse community, embraces change through We have considered the optimum budget to do this
innovation, resilience and leadership. successfully and set a modest overall average rate
We recognize that COVID-19 has had a major increase of 1.5%, which continues to be the lowest
impact on the health and living pressures of our rate in metropolitan Adelaide. This is a disciplined
for significant storm water and drainage works at
residents and businesses, so we acted swiftly to and careful approach to keeping our rates as low as
North Arm East and Dover Street, Blair Athol. Our
provide assistance for those facings hardships with possible, while delivering the most appropriate and
capital works program will not only continue to
increased support services for our aged and most sustainable programs, services and infrastructure
maintain our City’s liveability, but also help stimulate
vulnerable residents, financial support for rate relief, that our community needs, especially over the
the economy and create jobs.
a rent free period for all Council owned facilities, next 12 months.
The next twelve months are crucial for PAE. We
and the establishment of a business task force to This budget will also ensure that we deliver a
all have an important role in coming together to
support local businesses and local jobs. number of key infrastructure projects that will
shape our future through support, collaboration and
We are now addressing the time when Federal and benefit PAE for years to come.
innovation.
State Government restrictions are lifting, and new These projects include the collaborative delivery
We have thought carefully about the needs of our
reforms announced. We have included in this budget of a Material Recovery Facility to grow our
diverse community, not only over the next twelve
$2.4m to lead our recovery and set our future green and circular economy industries and create
months, but also further into the future. We will
direction as a vibrant and resilient City with even opportunities for waste minimization; the delivery
work in partnership with you to emerge as a
stronger community connections. We want you to of the $7 million Regency Park sporting facility; $2.5
stronger and more sustainable City.
tell us what support you require so we can direct million for changeroom facility upgrade at LJ Lewis,
these funds to where they will make the and Eastern Parade Reserves; $2 million streetscape I encourage you to consider this 2020-2021 Annual
greatest difference. upgrade at Prospect Road, Kilburn; delivery of seven Business Plan and Budget and provide us with
new playgrounds across PAE, and the planting of feedback as a resident or business in PAE. This is an
Having an economic recovery plan in place is vital
over 2,500 trees along streets, in hot spots and important time, and you have the opportunity now
for our future. It means we can reinvigorate our
public places to increase our tree canopy coverage. to have your say about your recent experiences and
businesses to provide the experiences, activities,
insights that will help shape how we live and grow
support and services that our community need We will also be delivering over $51.9 million in
to be a stronger community post COVID-19.
to go about their daily lives safely and as soon as capital works for roads, footpaths, traffic plans and
possible. This includes attracting private investment, stormwater management, with $22.2 million to I want you to be part of our future, and to be proud
establishing training programs and seeking new be spent on new infrastructure and $29.7 million to live, work and play in the new, reinvigorated PAE.
partnerships with State and Federal Government spent on replacing assets. This includes $4.3 million Mayor Claire Boan
Annual Business Plan and Budget 2020 - 2021 • Pg 5
THE ANNUAL BUSINESS PLAN HOW YOU CAN HELP SHAPE
AND BUDGET THIS PLAN
The Annual Business Plan and Budget (ABPB) is our We believe the ABPB is a transparent way that
statement of the programs, activities and outcomes Council can confirm its direction and share the
we plan to deliver with and for our community priorities for the next 12 months.
in the coming financial year. The ABPB defines The draft ABPB has been informed by what we know
the continuing services, programs and strategic about our area and our community, the feedback
directions embodied in our City Plan, Strategic and received throughout the year and the results of
Operational Plans and the Long Term Financial Plan our community survey (with over 2300 participants
(LTFP). annually).
In accordance with legislation, the ABPB includes: To promote wider community engagement, we set
• an outline of our objectives for next financial aside the period from 18 May to 15 June 2020 to
year, the priorities to be undertaken to achieve receive public submissions on the Draft ABPB, the
those objectives, with financial and non-financial Draft City Plan and the Draft LTFP.
performance measures against these objectives; We welcome members of the community to give
• an assessment of the financial requirements for feedback at any time about what they believes makes
the year and summarises the proposed operating our community great, and where they think we need
expenditure, capital expenditure and sources of to focus more efforts.
revenue; Visit our website to participate
• the rates structure and policies; www.cityofpae.sa.gov.au
• an account of the long-term financial plan and (Phone and request for printed copy from
relevant issues relating to management and customer relations, phone 8405 6600)
development of major assets.
Pg 6 • Annual Business Plan and Budget 2020 - 2021
Annual Business Plan and Budget 2020 - 2021 • Pg 7 Greenacres Reserve, Manoora Street, Greenacres
Pg 8 • Annual Business Plan and Budget 2020 - 2021
L J Lewis Reserve, Northfield
COVID- RECOVERY PACKAGE Economic Development and Local Community Health and Wellbeing
Council will play a critical role in in the City’s Tourism Strategy Central to the COVID Response Package is
COVID-19 recovery, prioritising the health and Many businesses, particularly within the hospitality, community resilience and connections. Council will
wellbeing of our community. tourism and arts sectors, have been significantly establish a healthy COVID-19 response strategy
The draft 2020-21 budget contains a $2.4M impacted by COVID-19. Council will support our which includes:
COVID-19 recovery fund which will be used to economy to recover through: • The implementation of a new community
provide a support where it is most needed. This fund • A targeted local economy and tourism recovery grant for those impacted by this public health
will help to deliver: strategy emergency.
• Establishment of a business task force to • Provision of support to our Sporting Clubs
Hardship and Financial Assistance protect local jobs and maximise our support to and Community Groups to re-establish their
Council recognises this will be a financially difficult businesses operations
time for many. The COVID-19 Recovery Fund will • Supporting businesses to access grants and other Our aim is to direct support where it is most
provide the following hardship provisions: financial assistance needed and to recover strong from COVID-19.
• Waiving of all Council lease, licence and • The creation of job opportunities and As we consult on the Draft 2020-21 Annual Business
permit holders fees and charges while COVID traineeships for young people Plan and Budget we want to hear how Council can
restrictions remain in place best support our People and our City.
• Fast tracking of invoice payments
• Rate relief options for those who are struggling
to meet rate payments Job Creation through Infrastructure
• Waiving of interest and fines for late rate Projects
payments due to COVID-19
The 2020-21 infrastructure works program valued
at $52M will create jobs and stimulate the local
economy.
Council will proactively pursue/government funding
opportunities to bring forward infrastructure works
to create further jobs and investment in our 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
F T
ECONOMY
A
We are a thriving economy and a business-friendly City
R
COMMUNITY
D
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 Participation in physical activity has a positive impact on people’s health and
of a Material 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, HERITAGE PROTECTION
and preservation of cultural and environmental heritage are all significant The City of Port Adelaide is home to a number of historically significant areas
considerations for our City. Our City is also home to unique natural environments and it is essential that as development occurs, this heritage is protected and
- including the largest constructed tidal wetlands in the world at Barker Inlet; celebrated. Council will advocate strongly for heritage protection within the
State-listed nature reserves such as Mutton Cove, Dolphin and Bird Sanctuaries; Planning reforms and will also continue to seek ways to activate our heritage
coastal beaches; extensive mangrove and samphire areas; some of the only buildings and precincts.
remaining areas of original vegetation of the Adelaide Plains at Folland Park; and
freshwater rivers and creeks including the River Torrens and Dry Creek.
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 Material Recovery Facility in conjunction with Charles Sturt Council to reduce landfill
and generate employment within the circular economy.
• Investment of up to $10M in stormwater management to keep homes and businesses safe from flooding
• Traffic Management improvements to improve access and parking across our city
• The upgrade of 7 playgrounds to support active and healthy living
• 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
• $1M Upgrade of Greenacres Football Clubrooms - Grand North Refurbishments Providing 2 Change Rooms
• $1.5M Upgrade of the LJ Lewis Clubrooms Change Rooms Facilities
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
T
Existing and new businesses are growing, Urban renewal has stimulated new economic
F
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
A
leaders in waste minimisation, collaborating integrated and supports economic growth. Our
R
to create a local circular economy and green City’s infrastructure and assets meet the needs
D
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 Material Recovery Facility • Attract businesses into our City and Increase
(MRF) in collaboration with the City of Charles Sturt to grow in local jobs within PAE
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
• Develop an 18 month plan for the recovery of the City of
PAE Economy with focus on business recovery and support of
Tourism industries and businesses across the City
• Deliver annually up to $13M towards the renewal of our 695km
road network to maintain our roads to an acceptable condition
and to support industry and business
• Develop the local tourism industry, including activation of the
Port River and maximising opportunities with the growing cruise
ship tourism
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
T
No matter your age, ability or stage of life PAE and tiers of government to address individual
F
is a community where it’s easy to be active, and community needs and aspirations.
A
get involved, and enjoy a good life. There’s a Our green open spaces, sporting facilities,
R
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
D
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
Pg 26 • Annual Business Plan and Budget 2020 - 2021
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
• Deliver COVID-19 recovery plan to reconnect people 12-18 years who are at risk
T
our community and support local sports clubs to • Community grant programs
F
reactivate their programs • Manage and continue to grow our volunteering program
• Implement COVID-19 recovery Community • Celebrate and support our multicultural community through
A
events, scholarships, awards and inclusive activities
Grants Program
R
• Provide services under the Commonwealth Home Support
• Become accredited as a Welcoming City Program and advocate for vulnerable people
D
• Explore the development of an Aboriginal Cultural • Promote community health and safety through education,
Centre compliance and enforcement
• Commence Development of the $7M Regency • Deliver a range of public and environmental health and
wellbeing programs in partnership with the community
Park Sporting Facilities
• Deliver a range of innovative community library programs and
• Progress with the delivery of the LJ Lewis and services from our five libraries
Eastern Parade and Edward Smith Reserve • Manage and maintain our community centres, sport and
Masterplans recreation facilities and Community halls (and grounds)
• Advocate for vulnerable people in our community • Support responsible dog and cat ownership through education
and enforcement and the implementation of Council’s Animal
• Implement Sport Development Plan (2017-2022) Management Plan
actions and findings from the Inclusive • Deliver our 2020-2021 capital works
Community Sports Review 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.
F T
Green streets are a dominant feature of our Our coast, estuaries, waterways and wetlands are
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urban landscapes, and our tree canopy on healthy.We collaborate to protect and restore
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private and public land is healthy, connected the ecological and cultural values of our coastal
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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
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Facility (MRF) in collaboration with the City of Charles Sturt to • Promote safe and healthy living and business
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reduce landfill environment via good urban design, stormwater
• Deliver the AdaptWest climate change adaptation priorities infrastructure, heritage protection and by supporting
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• Increase the city’s tree canopy coverage and greening in hot investment and job growth within the City.
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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
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heritage grant program
emissions reduction
• Enhance our City’s environment for our present and
• Invest a minimum $10M annually in stormwater infrastructure to future community through the effective maintenance of
assist in reducing the flood impact of 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
F T
Our places enable people to connect with each The people of PAE have a strong sense of
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other, with nature and through their unique, ownership in their places because they have
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local identity. We are also recognised for a say in how they are imagined, shaped and
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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
T
facilities and healthy communities through
precinct on Prospect Road and strengthen community relevant urban design, planning and major project
F
connections advice
A
• 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
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high quality public realm and future activation • Uphold community safety by providing building
• Maintain and creatively activate our parks and public spaces assessment services
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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
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We are innovative in the ways in which We excel in providing an exceptional customer
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we connect, engage with and listen to our experience, offering services which are
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community in order to make good decisions. responsive, inclusive and provide choice.
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Our community is empowered and has trust in We make responsible financial decisions, and
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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
• ICT 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
T
manage our operations of services and facilities for the community
F
• Strengthen our audit functions to achieve quality • Ensure Council is financially sustainable to meet
assurance community needs through the administration of
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Councils financial affairs in accordance with the
• Develop and implement a Marketing and
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Local Government Act and Financial Regulations.
Communications Plan to share our vision and • Support staff with learning and developmental
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achievements requirements
• Implement our Community Engagement • Develop and promote systems and practices that
Framework including website and social media support a the safety of our staff and those we
interact is an integral part of our constructive
engagement tools culture
• Develop and deliver an ICT strategy to inform • Effective and efficient procurement and
future investment maintenance of Council’s plant
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 replacement and renewal of community assets, and their
The City of Port Adelaide Enfield currently owns and manages a large and
impacts on all areas of service planning and delivery.
diverse community asset portfolio with an approximate valued of $1.62
billion. These assets, including roads, footpaths, drains, community buildings, Council’s Asset Management Plans detail information about our assets and
parks and reserves, play a vital role in the local community and on quality define the services to be provided, how the services are provided, and
of life. Assets exist in order to support the provision of services to the identify the funds required to maximise the delivery of the services.
community and businesses for the benefit of current and future generations. All City of Port Adelaide Enfield assets are audited annually and are
Large portions of Council’s asset portfolio have been in existence for many frequently inspected on a rolling program.
years and continue to support 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 $51,520,400 in capital works in 2020-2021. $21,044,000 will be spent on new assets and $30,476,400 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 - $1,003,000
• LJ Lewis Clubrooms - Change Rooms x 4 - $1,510,400
• NAE Open Channel Stage 1 and 2 Drainage works - $2,350,100
• Dover St Blair Athol, Detention Basin & Stormwater, Continuation - $2,000,000
A summary of the capital works budget is provided below. Full details of the 2020-2021 Capital Works Program is provided in Appendix 3.
SUMMARY OF CAPITAL EXPENDITURE
DETAILS TOTAL ($)
Footway Construction 2,332,400
Roadway Construction 15,441,900
Drainage Construction 11,262,100
Traffic Management Construction 1,806,800
Commercial Activities Infrastructure 74,000
Foreshore Infrastructure 131,000
Active Sport & Recreation Reserves 6,631,000
Passive Sport & Recreation Reserves 2,665,000
Property Management Buildings & Improvements 5,750,400
Waste / Recycling Bins 123,200
Operational Support Infrastructure 600,000
Infrastructure Support Infrastructure & Minor Plant 324,400
Replacement of Plant, Machinery, Fleet Vehicles 3,837,000
Furniture & Equipment & Major Software 541,200
Total Capital Program 51,520,400
Annual Business Plan and Budget 2020 - 2021 • Pg 41FUNDING THIS PLAN DIFFERENTIAL RATING
The 2020-2021 budget has been prepared mindful of the following principles: Council uses a differential rating system to raise revenue based upon its land
• Delivering against our City Plan and the priorities of our community; use to ensure fairness and equity in the distribution of rates.
• Sustainable, accurate and timely asset management; The anticipated level of rate revenue to be raised by each differential factor for
2020-2021 is set out in the table below: The estimated rate revenue increase
• Delivering major new assets and projects for the community for the longer
is expected to be 1.5% plus growth, with the 1.5% plus growth not applied to
term;
the Regional Landscape Levy (previously known as NRM Levy) and New Haven
• Keeping it affordable.
Village Water Scheme.
The Budget has been structured to ensure that we responsibly remain within
key financial indicator benchmarks and ensure Council’s financially sustainability
going forward.
YOUR RATES
The Annual Business Plan is based on an average rate increase of 1.5% plus
growth, growth being an increase in rateable properties. In setting rates for
2020-2021, the rate increase is set at a level that provides confidence that
services will be maintained and that a sufficient capital expenditure program is
planned to maintain Council’s assets. Consideration has also been given to the
impact of COVID-19 in the preparation of the budget.
Rates account for 86% of Council’s operating revenue with other sources
including fees, charges and grants.
While the average rate increase is 1.5%, it should be noted that actual rates
payable by a rate payer will vary according to individual property valuations,
the attributed land use, and whether there has been any new development or
capital improvement at the land.
These valuations are assessed annually and supplied by the Valuer General
in the case of residential property, and by the City Valuer in the case of non-
residential property.
Over the years we have continually been one of the lowest rating Councils and
are aware of the impact of rate increases on the community. Therefore, we are
continually looking for opportunities to keep any impact to a minimum.
Pg 42 • Annual Business Plan and Budget 2020 - 2021You can also read
