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ANNUAL REPORT DEPARTMENT OF TRANSPORT AND URBAN PLANNING Level 12

Roma Mitchell House

136 North Terrace

ADELAIDE SA 5000

DX: 56509

PO Box 8197, Station Arcade

ADELAIDE SA 5000

Telephone: (08) 8204 8200

Facsimile: (08) 8204 8216

www.dtup.sa.gov.au

Department of Transport and Urban Planning

FIS 22151

Annual Report (Print) ISSN 1448-7357

Annual Report (On-line) ISSN 1448-742X

Annual Report (CD-ROM) ISSN 1448-7365 The Honourable Michael Wright MP The Honourable Jay Weatherill MP

Minister for Transport Minister for Urban Development and Planning Level 12 Level 12 Roma Mitchell House Terrace Towers 136 North Terrace 178 North Terrace ADELAIDE SA 5000 ADELAIDE SA 5000

The Honourable Rory McEwen MP The Honourable John Hill MP

Minister for Local Government Minister for the Southern Suburbs Level 9 Level 9 Terrace Towers Chesser House 178 North Terrace 91-97 Grenfell Street ADELAIDE SA 5000 ADELAIDE SA 5000

Dear Ministers,

I have pleasure in presenting the annual report of the Department of Transport and Urban Planning for the year ended 30 June 2003.

The Department continues to change to meet the diverse needs of the Ministerial Portfolios and the Government’s strategic directions. The report details the work, achievements and relevant statutory and financial information of the Department and provides an insight into the priorities for 2003-04.

The Department looks forward to a challenging and exciting year in which it will continue to contribute to the growth and prosperity of South Australia.

The report is for submission to Parliament and complies with the requirements of the Public Sector Management Act 1995 and the Public Finance and Audit Act 1987. The report of the Commissioner of Highways under the provisions of the Highways Act 1926 is also incorporated within this report.

Yours sincerely,

T W O’ Loughlin

CHIEF EXECUTIVE DEPARTMENT OF TRANSPORT AND URBAN PLANNING

III CONTENTS

MESSAGE FROM THE Reports from the Registar of Motor Vehicles 33 CHIEF EXECUTIVE 1 Register 33 Revenue 34 Accident Towing and Investigations Vehicles Securities Register Profile Structure 5 Rights of Review and Appeal Introduction E-Commerce 35 DTUP Vision Statement DTUP Mission Statement 5 Planning SA 37 Organisational Structure 6 Introduction Function of the agency Ministerial Responsibilities, Administered Items and Statutes 7 Objectives of the Agency Ministerial Responsibilities Operations 37 Administered Items 7 Key Results for 2002-03 38 The Way Forward for 2003-04 39 Legislation 8 Minister for Transport Office of Local Government 41 Minister for Urban Development and Planning Introduction Minister for Local Government 8 Functions Priorities 9 Objectives Operations Major Highlights of 2002-03 11 Key Results for 2002-03 41 Transport Plan Phase 1 of the Road Safety Package The Way Forward for 2003-04 42 Port River Expressway Stage 1 SA Government Urban Design Charter 11 Offices for Sustainable Social, Environmental The Significant Trees Review and Economic Development 45 The Parklands 2036 Concept Introduction Local Government Amendment ACT 2002 Office of the Southern Suburbs 45 Minister’s Local Government Forum Introduction Nothern Employment Pathways Functions of the agency Northern Connexions Conference 12 Playford North Regeneration Objectives of the Agency Clever Communities 13 Operations 45 Key Results for 2002-03 Sustainability 15 The Way Forward 46 Office of the North 47 Commissioner of Highways 17 Introduction Transport Planning 19 Objectives Introduction Functions 47 Objective Structure Functions Key Results for 2002-03 19 Key Results for 2002-03 48 The Way Forward for 2003-04 20 The Way Forward for 2003-04 49 Regional Ministerial Offices 50 Transport Services Agency (TSA) 23 Introduction Introduction Objective Objective Functions Functions Operations 23 Operations Road Network Maintenance 24 Key Results for 2002-03 Outback Roads 25 The Way Forward for 2003-04 50 Road Operation 26 Nominal and Actual travel Speed - Rural Lane Occupancy Rate (Persons) Car Occupancy Key Results for 2002-03 27 The Way Forward - Initiatives for 2003-04 30

IV HUMAN RESOURCES Corporate Governance 84 Human Resources Management Human Resources 53 Risk Management and Information Security A Planned Workforce Contacting and Procurement Quality Staffing 53 Policies and Procedures Graduates/Youth Employment 54 Financial Management Responsive and Safe Employment Conditions Governance Review Voluntary Flexible Working Arrangements 55 Fraud Detection and Internal Audit 84 Leave Management 56 Occupational Health Safety and Welfare 57 National Competition Policy 85

Individual Performance Development 61 Reconciliation 86 Planned Human Resource Development 61 Reconciliation Statement Protection of Merit and Equity Acknowledgement of Country Workforce Diversity 62 Employment Strategy Continuous Improvement 63 Cultural Awareness Monitoring and Reporting 64 Workplan Looking Forward Reconciliation Week Human Resource Development Performance Indicators 67 The Way Forward 86

Consultancies 87 STATUTORY STATEMENTS

Account payment Performance 71 FINANCIAL PAGES

Boards and Committees 72 TBA 91

Contractual Arrangements 73 Acronyms and Abbreviations

Disability Action Plans 74 Agency Contact Details Outcome 1 74 Office Of the Chief Executive Outcome 2 Transport SA Outcome 3 75 Planning SA Outcome 3 Office of Local Government Outcome 3 76 passenger Transport Board Freedom of Information Statement 77 Transport Planning Introduction Office for Southern Suburbs Structure and Functions Office of the North Effect of the Agency’s Functions on the Members of the Public 77 Arrangements for Public Participation in Policy Formation Description of the kinds of Documents Held by the Department Access Arrangements, Procedures and points of Contact 78

Overseas Travel 79

Energy Efficiency Action Plan Report 80 Introduction Key Results in 2002-03 on Energy use Significant Energy Management Achievements 80 Other Achievements Against the Action Plan Staff Awareness and Portfolio-Wide Progams 81 Energy Data and Other Energy-Related Information 82

V

MESSAGE FROM THE CHIEF EXECUTIVE

T W O’Loughlin Chief Executive Department of Transport and Urban Planning

The Department of Transport and Urban Planning (DTUP) The former Transport SA (TSA) has been restructured into has diverse responsibilities in relation to urban and regional two agencies, one focusing on policy and planning and the development, State and Local Government relations, road other on service delivery. The role of the Transport Planning and public transport systems and services and social agency is to address all investment proposals in terms of inclusion initiatives. their impact upon the whole transport network as well as broader considerations of land use planning. The Department provides policy advice to the Minister for Transport, the Minister for Urban Development and This organisational shift will enable strategic planning as Planning, the Minister for Local Government and the well as operational planning and integration rather than just Minister for the Southern Suburbs. co-ordination. Most importantly, it will allow longer term choices between transport modes to be made separately The Department has undergone significant structural from the day-to-day operation of the road network. This is changes over this reporting period. These changes place the an essential precondition for Government transport policy to Department in a more strategic and responsive position to be contemporary, planned and responsive to new effectively integrate urban and regional development, opportunities. Local Government activities and road and public transport systems. A new Corporate Services Agency has been created. This will streamline the core services of human resources, IT and finance functions while providing greater focus on the quality of service provision.

1 The Office of the North and the Office for the Southern LOCAL GOVERNMENT Suburbs are located within the Department. These offices adopt innovative whole of government approaches to The Minister’s Local Government Forum has been revitalising communities. Through these Offices the established. It is supported by the Office of Local Department will continue to provide a focus on building Government and chaired by the Hon Rory McEwen, community capacity and improving economic, social and Minister for Local Government. The Forum brings together environmental outcomes in the regions. They will also Ministers and leading representatives of Local Government assist materially with perhaps the greatest challenge the from both metropolitan and rural areas. The Forum provides Department faces – responding to, and often leading, an opportunity to deal with issues of shared priority and to whole of Government initiatives. The community provide advice on key issues at the interface between State expectations about Government being able to deliver as a and Local Government. single unit continue to grow and a Department like ours LOOKING FORWARD which is responsible for functions, which pervade virtually every aspect of community life, has to be able to respond. The Port River Expressway will continue to be a major infrastructure development for the State Government over TRANSPORT INITIATIVES the coming year. It is anticipated that the contract for The release of the draft transport plan has been a stages 2 and 3 will be awarded in the first half of 2004. significant achievement for the Department during this Construction of the road bridge over Eastern Parade began reporting period. It is 35 years since the State has had a in June 2003 and is due for completion in June 2004. Transport Plan. There has been some suggestion that the The State Budget recognises the need to address the plan has insufficient firm commitments and that it relies too State’s poor road safety performance. The Department will much on aspirational targets. However, releasing the plan in implement strategies to address road safety. More than this form has allowed genuine engagement with various $25 million is being invested on safety and driver programs, sections of the community on what they want from the a record for South Australia. The community is being transport system. engaged on further road safety regulation reform and new The Department is managing a vigorous investment educational initiatives are being prepared. program which includes the Glenelg tram replacement and With these initiatives and including the much publicised Mawson Lakes public transport interchange projects. Glenelg Tram upgrade the Department is looking forward to These represent the first major discretionary investments a year full of challenges and opportunities for significant by Government in the public transport sector for more than positive outcomes for South Australia. 20 years. SENIOR MANAGEMENT CHANGES PLANNING INITIATIVES After seven years with the State/Local Government The planning strategy for South Australia presents the State Relations Unit and five years as Executive Director of the Government’s policy for the physical development of the Office of Local Government Carol Procter retired from the State. In particular, it aims to guide and coordinate the public sector. Carol engendered much change during her State Government activities that influence the development time in State Government including managing the review of of South Australia. the Local Government Act. I would like to take this It has been 10 years since the Planning Review produced opportunity to thank Carol for her contribution to the the first draft Planning Strategy for Metropolitan Adelaide Department and for her commitment to Local Government. and while the underpinning of the Planning Strategy is still considered solid, much has changed at a global level. Planning SA is working with a number of Government agencies and organisations to create a bold Planning Strategy which will guide future sustainable development in Metropolitan Adelaide.

In conjunction with the Minister, Planning SA has developed the ReDIRECTIONS package which includes a number of planning initiatives within five strategic priorities that will support the Minister’s key planning objectives.

Amendments being prepared for the Development Act are the first part of an overall package of planning initiatives which will fundamentally reform the way the system operates. 2 Trevor Argent also retired from the position of Executive Director Transport SA after a long and distinguished career. I would like to express my appreciation for his contribution and professionalism during my time as Chief Executive.

Finally, Neil Savery resigned as Executive Director of Planning SA to take up a new role for the Australian Capitial Territory Government. In a relatively short time, Neil has made a contribution which will endure many years yet.

I would also like to take this opportunity to thank staff across the portfolio for their commitment. This Department differs from many others in that our staff have transferable professional skills highly valued in both the Private Sector and Local Government. The challenge is to preserve and grow the skill base by giving people opportunities and responsibilities at a rate which allows them to grow, broaden their experiences and enjoy their jobs. The Department’s management has made a good start in this area and workforce planning will be accelerated in 2003-04.

I am delighted to welcome Jon Steele, Trudi Meakins and John Comrie to the senior management team.

T W O’Loughlin

Chief Executive Department of Transport and Urban Planning

3

PROFILE STRUCTURE

INTRODUCTION DTUP VISION STATEMENT

The Department consists of the following agencies: The Department will strive to enhance the quality of life for • Transport Planning all South Australians, to consolidate Adelaide’s reputation as a clean, creative and vibrant city, and to support economic • Transport Services prosperity and jobs. • Planning SA DTUP MISSION STATEMENT • Office of Local Government The mission of the Department is to be an energetic • Office of the North organisation that achieves the vision by being flexible and • Office for the Southern Suburbs responsive to the needs of the community. and the regional Ministerial offices of the Office of the The Department works in partnership with business, the Upper Spencer Gulf, Flinders Ranges and Outback and the community and Local Government for the benefit of South Office of the Murray. Australia. It has numerous customers in the areas of urban and regional planning, transport, community capacity The Executive Directors of the agencies report directly to building and Local Government relations. the Chief Executive. The Executive Director of the These include: Passenger Transport Board (PTB) has a dual reporting role, • The South Australian community to the Chief Executive and the PTB. The Executive Directors have delegated authority with respect to the operational • The Ministers and Cabinet aspects of their agencies. • State Government and Commonwealth Government The statutory authorities attributed to the ministerial agencies portfolio are also required to produce annual reports • Local Government commensurate with each authority’s establishing legislation. Copies of these reports are available by contacting the • Professional bodies, peak industry groups and special respective authority. interest groups who represent communities of interest in the areas of: The Department’s activities over the year were shaped by > Local Government; the Government’s six pillars, namely: > Planning and development; • Economic development > Transport; and • Social inclusion > Social inclusion • Environmental sustainability • Science, research and creativity • Effective government • Financial management

5 ORGANISATIONAL STRUCTURE

6 MINISTERIAL RESPONSIBILITIES, ADMINISTERED ITEMS AND STATUTES

MINISTERIAL RESPONSIBILITIES

For the reporting period 1 July 2002 to 30 June 2003 the ministerial portfolio structure for the Department of Transport and Urban Planning included:

ADMINISTERED ITEMS

In addition to the above responsibilities the Portfolio administers the following items on behalf of Ministers:

• Catchment Management Subsidy Scheme • Community Road Safety Fund • Development Application Fees • Emergency Services Levy Receipts • Expiation Receipts including the Victims of Crime Levy • Firearm Receipts • Flood Mitigation • Hospital Fund – Contribution • Lincoln Cove Marina • Local Government Taxation Equivalent Fund (TER) • Metropolitan (Woodville, Henley and Grange) Drainage Scheme

• Minister’s Salary • Motor Accident Commission Receipts • Research and Development Fund • Registration and Licensing Collections and Disbursements

• South-Western Suburbs Drainage Scheme • Stamp Duties Receipts • West Beach Trust (trading as Adelaide Shores) – Taxation Equivalent Regime (TER)

7 LEGISLATION

The principal legislation under which the Department of MINISTER FOR URBAN DEVELOPMENT Transport and Urban Planning (DTUP) operates is: AND PLANNING

MINISTER FOR TRANSPORT Adelaide Cemeteries Authority Act 2001

Adelaide Railway Station Development Act 1984 Architects Act 1939

Aerodrome Fees Act 1998 Development Act 1993

Air Navigation Act 1937 Swimming Pools (Safety) Act 1972

Air Transport (Route Licensing Passenger Services) West Beach Recreation Reserve Act 1987 Act 2002

AustralAsia Railway (Third Party Access) Act 1999 MINISTER FOR LOCAL GOVERNMENT Civil Aviation (Carriers’ Liability) Act 1962 Adelaide Show Grounds General Tramways Act 1884 (Regulations and By-Laws) Act 1929

Goods Securities Act 1986 City of Adelaide Act 1998

Harbors and Navigation Act 1993 Local Government (City of Enfield Loan) Act 1953

Highways Act 1926 Local Government (City of Woodville West Lakes Loan) Act 1970 Metropolitan Adelaide Road Widening Plan Act 1972 Local Government (Elections) Act 1999 Mobil Lubricating Oil Refinery (Indenture) Act 1976 Local Government (Implementation) Act 1999 Morphett Street Bridge Act 1964 Local Government Act 1934 Motor Vehicles Act 1959 Local Government Act 1999 Non-Metropolitan Railways (Transfer) Act 1997 Local Government Finance Authority Act 1983 Oil Refinery (Hundred of Noarlunga) Indenture Act 1958 Metropolitan Area (Woodville, Henley and Grange) Passenger Transport Act 1994 Drainage Act 1964

Proof of Sunrise and Sunset Act 1923 Outback Areas Community Development Trust Act 1978

Protection of Marine Waters Private Parking Areas Act 1986 (Prevention of Pollution from Ships) Act 1987 South Australian Local Government Grants Rail Safety Act 1996 Commission Act 1992

Rail Transport Facilitation Fund Act 2001 South-Western Suburbs Drainage Act 1959 Railways (Operations and Access) Act 1997

Railways (Transfer Agreement) Act 1975

Road Traffic Act 1961

South Australian Ports (Bulk Handling Facilities) Act 1996

Tarcoola to Alice Springs Railway Agreement Act 1974

TransAdelaide (Corporate Structure) Act 1998

8 PRIORITIES

• Develop optional models for Clever Communities • Explore options for strengthening Local Government’s program with a view to implementation during 03-04 accountability to its communities.

• Complete feasibility study for the Green Incubator • Investigate options for improving the effectiveness of project in the Southern Suburbs the system of elected representation in Local Government. • Establish Employment Pathways program to facilitate effective transition for young people in the north from • Assist the Minister’s Local Government Forum to find school to training, higher education and employment in innovative solutions to issues of strategic importance to key industry clusters. the State Government and Local Government.

• Form a northern regional economic development, training and employment entity to coordinate business development, identification of skills requirements and training and labour hire market programs.

• Establish a network to promote community views and ideas to improve the lifestyle in, and sustainability of, River Murray Communities.

• Facilitate partnerships to develop a strategy for the Northern Flinders Ranges development.

• Continue to implement phase one of the Road Safety Reform Package in conjunction with South Australia Police and the Courts Administration Authority

• Commence construction of City West Connector at Mile End between South Road and Sir Donald Bradman Drive.

• Convert an additional two buses to run on 100% biodiesel to determine the feasibility of expanding the use of this alternative fuel in the Metroticket bus fleet.

• Commence construction of the Mawson Lake interchange.

• Ensure that an electronic booking system for vehicle inspections is operational at Regency Park.

• Develop measures forming phase two of the Government’s road safety package.

• Complete the South Australian Transport Plan aligned with the State Strategic Plan and the Planning Strategy for South Australia.

• Establish a cold chain centre of excellence in conjunctions with SARDI and Food SA.

• Establish a Sustainable Adelaide Transport Program as part of the Green City Initiative.

• Maintain public transport patronage. • Complete the Real Time Passenger Information system trial including bus priority measures.

• Complete the EDALA roll-out of land division process to all Councils within the State.

• Endorse the Planning Strategy for Mark IV. • Review and update the Metropolitan Development Program.

9

MAJOR HIGHLIGHTS OF 2002–03

TRANSPORT PLAN PHASE ONE OF THE ROAD SAFETY PACKAGE

The Draft Transport Plan is the State Government’s initial In line with the Government’s focus on road safety, response to the transport challenges facing South Australia Phase one of the Road Safety Package, covering road now, and in the next 15 years. It integrates social, infrastructure, education of drivers and the public, and environmental and economic issues as they relate to regulatory measures, was developed and implemented. transport decision-making. Initiatives include:

The aim of the plan is to provide a fundation for engaging • Introduction of a 50 km/h default speed limit in built-up with the community by setting a vision and direction that areas across the State. will guide policy and investment. It seeks to address all • Reduction of the open road speed limit to 100 km/h on transport modes in South Australia’s metropolitan and major roads of poor standard and/or crash history. regional areas. • Introduction to Parliament of a range of regulatory The Transport Plan will be finalised in 2003–04 following measures including demerit points for camera offences, community consultation. More detailed action plans will increased drink driving penalties and changes to the then be developed for the implementation of measures licensing scheme for novice drivers. emanating from the plan. PORT RIVER EXPRESSWAY STAGE ONE

Stage one commenced in December 2002 and involves the construction of a new 5.5km, four-lane expressway link between Eastern Parade and South Road, the widening of Francis Street between Evans Street and Eastern Parade to four lanes, construction of an overpass at Eastern Parade, a four-lane extension of Hanson Road between Wilkins Road, and the new Expressway.

On 30 September 2002, Cabinet approved the award of the contract for construction of Stage one to the South Australian company Bardavcol. A joint ministerial media event to announce the start of construction was held on site on 20 December 2002. Earthworks for Stage one are well underway.

SA GOVERNMENT URBAN DESIGN CHARTER

The South Australian Government has a significant influence on the extent, performance and appearance of buildings and places under its care and control. Recent media attention to public realm issues underscores the need for the Government to develop its position in relation to the quality of the public realm. Good urban design increases community pride and interaction, helps build a better sense of place, and protects the value of public and private investment. The SA Government’s Urban Design Charter is part of the Government's ReDIRECTIONS urban planning package. It will be shortly considered by Cabinet and is intended to guide the development and regeneration of infrastructure, key precincts and urban centres.

11 THE SIGNIFICANT TREES REVIEW LOCAL GOVERNMENT AMENDMENT ACT 2002

In August 2002 Commissioner Alan Hutchings of the The Local Government (Access to Meetings and Environment, Resources and Development Court was Documents) Amendment Act 2002 was assented to on appointed to undertake an independent review of the 12 December 2002. The main aim of the Amendment Act operation of the significant tree controls. During the course was to reinforce the principle that, wherever possible, the of his review, Commissioner Hutchings met with a wide public should have access to Council and Council range of interested parties and considered over 100 written committee meetings and to meeting documents. submissions made by conservation bodies, industry, Local Government and members of the community. His report, MINISTER’S LOCAL GOVERNMENT FORUM submitted in November 2002, makes 14 recommendations The Minister’s Local Government Forum was established for improvement to the significant tree controls. and is supported by the Office of Local Government. In January 2003 the report was released to those bodies The Forum met three times during 2002–03.The role of the and individuals who had made submissions to the review Forum is to provide advice on key issues at the interface and feedback was sought on its recommendations. between State and Local Government, and to facilitate A further 20 submissions were received and these have solutions to specific problems of significance for both been taken into account in forming the Government's spheres of government. The Minister’s Local Government response to the report's recommendations. Forum brings together four State Government Ministers, the President of the Local Government Association of The Government is committed to the continued need for South Australia and leading representatives of Local the balanced assessment of proposals to remove large Government, to deal with issues of shared priority. urban trees, which remain a key feature of the Adelaide suburbs and environs. The Government supports the NORTHERN EMPLOYMENT PATHWAYS continuation of the controls and their enhancement through In partnership with the Office of Employment, the Office of the adoption of a high proportion of the report's the North established a trial employment pathway for recommendations. A Ministerial Plan Amendment Report Holden Ltd and automotive suppliers’ third shift. will be prepared to introduce improved development The pathway provided training for unemployed northern assessment policies for development applications involving residents in preparation for the selection process. A specific tree-damaging activities. The new policies will be based on training initiative with DANA Automotive Systems Group those recommended in the review report. (a component supplier to Holden Ltd) has resulted in new THE PARKLANDS 2036 CONCEPT jobs for local residents. Similar initiatives in aged care and childcare have resulted in jobs for long-term Much of what makes Adelaide such a unique and beautiful unemployed people. city is its open spaces and unspoiled landscapes. The people who live, work or recreate in Adelaide are proud NORTHERN CONNEXIONS CONFERENCE of and enjoy the diversity of landscapes that characterise The Office of the North held the ‘Northern Connexions’ the metropolitan area. These open spaces are very much at conference in March 2003. The conference engaged key the core of Adelaide's heritage and lifestyle. stakeholders to develop support for northern young people The underpinning strength of open space in Adelaide is the on a whole-of-government basis. Ms Anne Weinstock, Metropolitan Open Space System (MOSS), a concept for a Chief Executive, Connexions UK was the keynote speaker second generation of parklands to complement the first for the event. generation established by Colonel Light. MOSS has been included as a component of the Metropolitan Planning Strategy implemented by Planning SA in collaboration with key government agencies, Local Government and other stakeholders. Parklands 2036 now takes MOSS to its next logical step. Parklands 2036 will be the encompassing government open space strategy, setting the blueprint for open space in Adelaide for the next 33 years. This strategy provides guidance for the implementation of key elements of MOSS, as well as providing a synergy with other parklands developments, such as the new management model being established for the Adelaide Parklands, as well as projects such as Green City and Yurrebilla–Mt Lofty Parklands.

12 PLAYFORD NORTH REGENERATION

A joint investigation was conducted with the City of Playford of whole-of-government strategies and business case for the regeneration of Playford North. The aim of this investigation was to increase employment and school retention, refurbish public housing and amenities, and strengthen the local community.

CLEVER COMMUNITIES

Clever Communities is a concept to assist communities and schools to work together to develop positive attitudes towards learning and knowledge. A significant focus of the initiative is to promote the link between educational attainment and employment opportunities. It is intended that the program will foster a positive attitude to learning that will aim to transform the classroom culture, leading to higher retention rates and better pathways to employment and education. It is intended to extend beyond the classroom to involve families, neighbourhoods, sporting and recreational groups, and business in a whole-of-community approach to value education and improve outcomes in the southern region.

13

SUSTAINABILITY

There is an increasing acceptance that new development affordable, efficient and safe. In order to deliver a must be ‘sustainable’ if we are to avoid the mistakes of the sustainable transport future, it is critical that the past and secure a future for our children. This means Government strikes the appropriate balance across the balancing the needs of today against the long–term policy areas of economic development, social inclusion, economic, social and environmental aspirations of the sustainable development and science and innovation. future. The Government is keen to promote long term The draft plan sets out a number of objectives for the sustainability in South Australia through sustainable achievement of environmental sustainability in the SA development, including best practice ‘green’ buildings, transport system and outlined programs in progress. sustainable transport networks and passenger One focus of the Government’s sustainable transport transport services. programs is Travel Demand Management, i.e. providing The State Planning Strategy under the Development Act opportunities to reduce the need to travel and ensuring a 1993 provides the head power for land use planning choice of sustainable means for trips. frameworks throughout South Australia. The Strategy sets Travel Demand Management is being achieved, in part, out the government’s vision and the direction for through the Department’s travel behaviour change programs development by providing a framework for community, the such as TravelSmart SA, whereby people are informed private sector and Local Government. It also promotes a about the choices for making trips, are facilitated to plan whole-of-government approach by integrating a range of stops in sequence (trip chaining) and have the choice of strategic State agency plans and policies. modes for travelling. TravelSmart is a well-established The Planning Strategy seeks to maintain or enhance schools program accessibility and integrate environmental, social and A sustainable transport system also has reduced energy economic benefits derived from development, while consumption and environmental impacts from vehicles. minimising potential negative impacts on natural, social or The Government will achieve reduced fuel consumption and economic capital. Land use planning influences the air pollution from its fleet by ensuring its purchasing distribution of activities and patterns of consumption. program includes more fuel-efficient 4- and 6-cylinder cars, In order to maximise triple bottom line benefits, physical hybrid (petrol and electric) cars and, when they become development must be integrated with other government commercially available, electric or fuel-cell cars. Already the policies and private activities. Department has purchased hybrid and LPG fuelled vehicles The Metropolitan volume of the Planning Strategy is Another element in the Government’s program to reduce currently being reviewed, with sustainable development as energy consumption in the transport system is through its core objective, thereby providing an overarching reducing the electrical energy consumed by traffic signals. government framework for sustainability. It has the The Department is progressively replacing all traffic signal following three key imperatives which promote ecologically globes with light emitting diodes (LEDs), thus achieving sustainable development: energy savings and reducing greenhouse gas emissions. • Urban containment to facilitate efficient use of land, water and energy; The Government is committed to achieving a carbon neutral public transport system in South Australia. Already, 29% of • Integrated water, energy and land use planning to the public transport bus fleet uses natural gas rather than facilitate efficient and sustainable use of water diesel, and a trial of biodiesel, a less polluting fuel obtained and energy; from renewable or waste sources, is being undertaken. • Integrated transport and land use to facilitate the In addition, the Passenger Transport Board has been efficient use of energy and provide accessibility. undertaking tree plantings along transport corridors to absorb some of the carbon emissions from the public The State’s draft Transport Plan, released in May 2003 is transport fleet, as past of the Government’s One Million also an important contribution to the Department’s Trees program. sustainability agenda. The draft plan outlines a transport future for the State for the coming fifteen years, with a With a climate and topography generally favourable for vision to deliver a sustainable transport future. cycling and walking, the Government, in collaboration with Local Government, has provided a bicycle network and In regard to transport, governments around the world are promoted the use of bicycles and bike lanes. Recently the now realising that it is unsustainable to cater for transport Government established the Office of Cycling and Walking concerns – such as congestion, heavy vehicles, or road in the Department to more effectively promote these two safety – by continuing to advocate infrastructure transport modes. Appropriate urban layout and form that solutions alone. promotes, these modes is being addressed through cooperation between Government, Local Government and The Government seeks a vision to achieve a sustainable industry. transport system: one that is integrated, coordinated, 15

COMMISSIONER OF HIGHWAYS

As the Commissioner of Highways I am charged with the duty of carrying the Highways Act 1926 into effect. Pursuant to Section 28 of the Act the Commissioner has powers to make further and better provision for the construction and maintenance of roads and other works. In discharging these requirements under the Act, the Commissioner has an obligation to report upon the operation of the Act.

Under my direction, the Transport agencies continue to meet the requirements of the Act and to meet the policy objectives of the Government. The requirements of the Act and the role, responsibilities and objectives of the Transport agencies are intrinsically linked. Accordingly, I am pleased to provide the following reports of the Transport agencies as reports satisfying the requirements of the Highways Act.

Financial matters relating to the Highways Fund have been incorporated into the financial statements of the Department and the Notes to and Forming Part of the Department Financial Statements.

T W O’Loughlin

Commissioner of Highways

17

TRANSPORT PLANNING

INTRODUCTION KEY RESULTS FOR 2002–03

Transport Planning came into effect on 1 January 2003 In addition to the major highlights mentioned earlier in this following the reorganisation of Transport SA. report, Transport Planning accomplished the following It is responsible for policy and planning across all transport significant achievements. activities across all modes, including road safety, capital Road Safety investment, public transport investment, freight, asset maintenance planning and environmental policy. A Ministerial Council on Road Safety was established, with functions including the direction of Government road safety OBJECTIVE programs and provision of high-level governance to the Development and provision of policy advice and strategic operation of the Community Road Safety Fund. transport plans, including road safety, infrastructure and An Advisory Council on Road Safety was established, with industry development plans. functions including preparation, monitoring and evaluation of FUNCTIONS the implementation of a Road Safety Strategy. Membership includes representatives from the government The functions of Transport Planning are divided into the and private sectors. areas of Commercial and Safety, Policy, and Investment and Planning. The Community Road Safety Fund was established (to operate from 1 July 2003), receiving revenues from the Commercial and Safety use of anti-speeding devices, and financially supporting new and existing road safety initiatives. The role of this area is to: Funding and administration arrangements for the new • develop draft policy and strategic plans, and provide advice regarding road safety and selected projects that Centre for Automotive Safety and Research (CASR) at the involve the private sector; and University of Adelaide were developed. CASR will add value to the State’s car industry by conducting world leading • provide technical and administrative support to automotive and road safety research in collaboration with Government road safety committees. Mitsubishi, other auto manufacturers, and agencies.

Policy Bus Replacement Program

The role of this area is to: An investment strategy was developed and funding secured for a 5 year Metro-ticket passenger service bus replacement • address policy issues associated with rail transport, aviation, marine, freight logistics and vehicle policy; program valued at $82 million.

• develop policies and strategies to address the Mawson Lakes Public Transport Interchange environmental impacts of transport; Concept plans were developed and funding secured for a • work closely with federal and Local Government, other new Mawson Lakes Public Transport Interchange valued State Government Departments, businesses and at $7.3 million. industry in the facilitation of policy implementation in the areas identified above; and Road Asset Sustainment

• undertake policy analysis and research on whole-of- 2002–03 was the first year of implementation of the Asset transport system issues. Sustainment Plan to improve the condition of the road transport network by directing additional funds specifically Investment and Planning to address the maintenance backlog (quantified as being in The role of this area is to: the order of $160 million). Compared to 2001–02, an additional $9.7 million was spent on state road asset • develop a suite of strategic transport plans including maintenance. These funds were allocated to high priority South Australia’s Transport Plan risk areas; that is, road pavement preservation, guard fence • identify investments required to achieve the outcomes replacement, street light replacement, road signs, traffic in the Transport Plan signal controllers, bridge pier strengthening, and ferry refurbishment. • coordinate the Department’s annual Budget submission, and

• provide legislative advice and coordinate activities associated with inter-governmental relations. 19 State Black Spot Program Bowmans Inter-modal Facility

As part of a package of road safety measures, the State The Government, through the Transport Planning Agency, Government introduced a specific State Black Spot program facilitated the development of an inland road rail intermodal in 2002–03 based on similar arrangements to the Federal facility at Bowmans in the Mid North. The project is the first program. This program aims to reduce the number of rail transport facilitation project following the passing of the accidents by making infrastructure improvements. Rail Transport Facilitation Fund Act in 2001. Up to 24 000 Funds of $3.5 million were allocated for expenditure on semi-trailer loads per year will be moved from road to rail the State Black Spot program, to match the Federal once the facility becomes fully operational. Black Spot contribution. National Travel Behavior Change Project An additional $3.4 million was allocated to the program in February 2003. (As part of the Greenhouse Gas Abatement Program)

AusLink – the Commonwealth Government’s Approach to The Department was successful in a bid for $816 000 of National Land Transport Funding. Commonwealth Greenhouse Gas Abatement Program funds for its component of a National Travel Behaviour In November 2002, the federal government released its Change Program. The program involves the large-scale green paper on AusLink, a proposal to reform the way the application of a household travel behaviour change federal government contributes funding to land transport. methodology as part of the TravelSmart SA Five-Year Plan. The Transport Planning Agency coordinated the State The project, to be delivered over four years, will result in an response to the green paper and was a major contributor to estimated average 14 per cent reduction in private motor the national debate on AusLink. It was influential in winning vehicle emissions in participating households, equivalent to some important concessions for the State in the way 336 million kilometres travelled, or over 100 000 tonnes, of AusLink will operate. greenhouse gas abatement.

Freight Councils Diesel Vehicle Emissions Testing Demonstration Program The Government successfully facilitated the consolidation of the Air, Sea and Land Freight Councils into a single South Australia’s proposal for a diesel vehicle emissions integrated South Australian Freight Council. Commonwealth testing demonstration program, including the development funding has been secured for the Council based upon of a diesel emissions testing capability in the State, was matched funding support provided for the next three years. successful in being offered up to $8 million funding The Council has developed a three-year business plan to assistance from the federal government. The program progress freight logistics improvements in South Australia, involves testing of private and government in-service diesel and has played a role in improving international air and vehicles to ascertain the condition of the South Australian shipping services through Adelaide. diesel vehicle fleet and repairing the worst polluting vehicles to deliver environmental benefits. Route Licensing Legislation

The Air Transport (Route Licensing–Passenger Services) Act 2002 was enacted and proclaimed on 14 November 2002 in THE WAY FORWARD FOR 2003–04 response to continuing instability in the regional airline sector. The legislation empowers the Government, under Initiatives to be undertaken by Transport Planning include: certain circumstances, to declare and licence intrastate Road Safety scheduled air routes. A new South Australian Road Safety Strategy will be Outer Harbor Channel Deepening Project published which will draw on directions from the National The Government undertook a joint study with industry to Road Safety Strategy 2001–2010 and South Australia's identify the impact of deepening the Outer Harbor shipping Transport Plan. The new document will focus attention on a channel on freight flows and economic activity. wide range of strategies that are designed to dramatically improve South Australia's road safety performance and An assessment of the direct benefits and costs of enable the State to reach the national road safety target by deepening the channel emphasised the importance of the the end of 2010. proposal to South Australia's exports. Flinders Ports now Phase two of the Government’s road safety package will be plans to proceed with a development application and completed in conjunction with the new South Australian environmental assessment of deepening the channel. Road Safety Strategy. An issues paper outlining possible road safety initiatives will be released for comment and feedback to assist in the finalisation of this phase. 20 There will be continued involvement in national initiatives to The Australian Quality Logistics Project (AQL1) address road safety issues within the heavy vehicle industry, including contributing to the work of the National South Australia is leading the Australian Quality Logistics Transport Commission. This includes the reform of transport Project on behalf of all States and the Commonwealth. legislation to ensure national uniformity and safety, and the The project involves the development of quality logistics performance standards that are applied at each step along introduction of legislation supporting a national compliance the supply chain. AQL1 involves 16 companies from around and enforcement package. Australia which export perishable food products to the State Black Spot Program United States, Japan, Taiwan, Hong Kong, Singapore and Malaysia. Industry workshops will be held in 2003–04 to An allocation of $7.0 million has been made for the State share the results of the project and determine the benefits Black Spot Program in 2003–04. Approximately 25 per cent of voluntary logistics accreditation based upon AQL1 for of the State Black Spot Program will be applied to rail Australia's food export industry. crossing projects resulting from the Rail Level Crossing Safety Advisory Committee’s priority identification. Transport Noise Measurement and Policy Framework The remaining 75 per cent ($5.25 million) will be applied to The Government recognises that the effects of noise from road upgrades, with two-thirds allocated to State-managed transport activities within the community is of increasing roads and one-third to local roads. concern. The Transport Planning Agency will develop a capability to measure community exposure to transport In a South Australian first, a new joint funding arrangement noise, and will prepare a noise policy framework to manage is being established to fund black spot upgrades on local noise from the transport sector. A particular emphasis will roads. This new program is to be known as the ‘Safer Local be given to reducing road traffic noise, especially from Roads Program’, which will include contributions from Local engine braking. Government of 25 per cent in 2003–04 for local road black spot projects. This equates to a total State Black Spot Metropolitan Rail Line Standardisation program of $7.5 million in 2003–04, with $2.3 million allocated to local roads; that is, the Safer Local Roads The Commonwealth’s decision to convert the interstate rail Program. network to standard gauge isolated the State’s broad gauge network. Consequently, the Commonwealth agreed under Mawson Lakes Public Transport Interchange the Railway Standardisation Agreement to fund 70 per cent of the cost of railways standardisation works initiated by the Funding has been allocated in the 2003–04 budget of $2.7 State. The agreement still applies to the metropolitan rail million to commence detailed planning work and preliminary network owned by South Australia. A study will be works on the interchange. undertaken to consider the benefits of standardisation by the State and the potential for the use of low noise cargo Adelaide Light Rail Project sprinter technology from Europe. The study will determine The State Government is investing in modern new trams to the benefits to the State of shifting freight from road to rail make the trip from the City to Glenelg comfortable and in the metropolitan area, and the reduction in public rail efficient. Funding of $1.2 millionhas been allocated in the transport costs from shared use of the metropolitan 2003–04 budget to carry out initial investigations to scope rail system. the infrastructure works and to initiate procurement Transport Needs of Business in the Southern Suburbs processes for the new trams. The green trams are expected to be delivered towards the end of 2005. An overall strategy and action plans will be developed for the transport system in the southern suburbs to effectively support the transport and logistics needs of business in the region, now and in the future.

South Road

A strategy will be developed identifying major capital work and traffic management improvement needs for the north-south corridor between Darlington and Wingfield, incorporating South Road and the Marion Road–Holbrooks Road–Hanson Road corridor.

Freight Transport Strategy and Action Plan

A South Australian Freight Transport Strategy and Action plan will be developed by the State Government and the 21 South Australian Freight Council. The Strategy and Action Plan will be ready for release in late 2003.

TRANSPORT SERVICES AGENCY (TSA)

INTRODUCTION

Given the intrinsic role transport plays in everyday life and • River ferries; the social and economic benefits it provides, the Transport • Wharves and recreational jetties, commercial fishing Services agency plays a crucial role in our community. facilities, navigation aids; Transport Services is well positioned to respond to the Rail and marine reserves; and complexity of the transport network across this State. • It will continue to strive for efficiency and effectiveness • Public transport bus fleet. during these times of rapid change and new challenges, supporting industry, business and the people of The Transport Services Agency also provides regulatory South Australia. services and performs work on behalf of other government agencies. These functions include: Its role is varied, ranging from the construction of roads to The provision of drivers’ licenses, permits for heavy the compliance of heavy vehicles, from car registration to • vehicles and vehicle registration; facilitating rail freight initiatives and funding boating facilities. • Safety issues concerning marine and rail modes; The Transport Services Agency was established on 1 January 2003. Various outcome groups, including • Collecting compulsory third party insurance premiums; Operations Management, Operations Support, Regulatory • Collecting gun licence fees; Services and Corporate Services, were consolidated under the Transport Services Agency. The Transport Services • Undertaking other civil engineering works; and Agency will operate under the established branding of • Administering the Catchment Management Subsidy. Transport SA. The focus of the Transport Services Agency will be on the delivery of projects in line with government OPERATIONS policy and the strategic transport direction set by There are more than 1400 employees within the Transport the Government. Services Agency who are located across the State. OBJECTIVE There are 24 depots as well as 17 Customer Service Centres. There are regional offices at Murray Bridge To achieve a transport system that supports state (Eastern Region), Port Augusta (Northern and Western development and leads to an improved quality of life for all Region), Crystal Brook (Mid North Region) and Norwood South Australians. This will be achieved by implementing (Metropolitan Region). The agency works in conjunction government priorities in collaboration with other spheres of with Local Government to create an integrated and efficient government, industry groups and the community. transport network that supports the needs of all road users.

FUNCTIONS It provides essential transport infrastructure for urban, rural and remote communities and industries to generate social, The functions of the Transport Services Agency are: economic and environmental benefits, and ensures that • To advise and support the Minister on operational ongoing public investment in transport infrastructure is matters pertaining to the transport network; properly planned, managed and protected.

• To administer the State law relating to marine, rail and In addition to road construction and maintenance, Transport road transport; Services also has a statewide responsibility for all regulatory • To operate and maintain the Government’s controlled road signs, traffic control signals and road markings. transport assets; Outside transport infrastructure activities, Transport Services also administers the State law relating to marine, • To inform, educate and communicate with users of the rail and road transport. The network of customer service transport system to improve whole of system centres, on-line transactions and call centre operations performance; and provides a wide range of opportunities for industry, • To create, improve and renew transport system assets. organisations and the community to access essential road and marine regulatory services. Transport assets managed by the agency are: Transport Services Agency’s annual budget is approximately • Arterial roads, structures, and associated equipment, $500 million, representing approximately 6 per cent of the including street lighting, traffic control devices, State’s annual budget. This includes federal funding and is communication equipment and signs; used for capital projects on going maintenance, and day-to- • Adelaide O’Bahn Busway track and structures and public day operations. transport depots;

• Outback roads; 23 ROAD NETWORK MAINTENANCE

South Australia is served with a road network totalling 97 241 carriageway km, of which the Commissioner of Highways is responsible for 12 876 carriageway km of sealed road and 10 312 carriageway km of unsealed road. This network comprises a number of road categories consisting of national highway, urban arterial and urban local, rural arterial and rural local and an unsealed network.

The road network is also served by the operation of ferries at crossings of the River Murray. $1.9 million was spent on the maintenance of the ferry vessels and the approaches which enabled a 98.8 per cent operational availability to be sustained. It is estimated that the ferries carried 1.55 million vehicles last year.

The Commissioner is responsible for managing the long-term physical condition of a range of infrastructure assets associated with this road network including:

• Road pavement (sealed, unsealed, outback); • Roadside amenity, shoulders and drainage; • Structures (bridges and culverts); • Pavement marking and raised pavement markers; • Traffic management facilities and systems; • Road lighting; • Regulatory signs, advanced direction signs and tourist signs;

• Busway and park-and-ride facilities; and • Ferries and ferry landings.

The estimated total replacement value of these network assets stands at $7.8 billion with a written down value of $4.6 billion, distributed by asset type as shown.

In 2002–03, $92 million was spent on the maintenance or replacement of these assets, made up of $63.3 million on the state funded sealed network, $17.5 million on the federally funded National Highway Network, and $11.2 million on the unsealed network (including re-sheeting works). In total, this expenditure represents approximately 1.2 per cent of the estimated replacement value of these assets.

24 Routine road maintenance expenditure totalled $25.3 million OUTBACK ROADS State and $6.3 million National Highway. Of this expenditure, 51 per cent is associated with the lump Transport SA’s eight routine grading patrols maintained sum component of routine maintenance that addresses 10 100 km of unsealed roads across the Unincorporated ongoing small scale defects and cyclic maintenance work Area. This work included grading, drainage, signing and for road pavements, roadsides and roadside furniture; amenity activities on priority roads. A total of for example, signs. 7 820 km of dry maintenance and 931 km of wet maintenance was achieved. The patrols also reinstated Larger maintenance defects are prioritised and funded sections of road damaged during heavy rains in December, separately. Funding for these activities was increased January, February and June, and provided support to the from asset sustainment funds by $3.7 million to a Year of the Outback activities. Road closures predominately total $8.8 million. affected the Birdsville Track, the Flinders Ranges, the Merty Merty to Cameron's Corner road and roads surrounding Maintaining the integrity of road surfacing is a key Oodnadatta. maintenance activity in managing overall road network condition. A total of $20.6 million was applied to resurfacing The agency’s re-sheeting gang focused on activities along (periodic) works, including an additional $3.4 million from the Strzelecki Track and roads from Coober Pedy to asset sustainment. However, road surfacing age profiles Oodnadatta and William Creek. A total of 98 km of re- across the network are continuing to increase. Resurfacing sheeting were completed over the period, including shaping and rehabilitation rates achieved last year along with current and drainage activities. surfacing age profiles are shown in the following table. Emergency patching was completed on the Yunta to Tea Programmed replacement of traffic signal assets continued, Tree Road under State Drought Relief funding. including 37 upgraded traffic control units and the conversion of 34 signal sites to more cost efficient and Key achievements from the federally funded Roads to environmentally sustainable LED lamp technology. Recovery Program included the completion of signing upgrades along the Birdsville Track, construction of the Increased effort has also been directed towards ageing Caroona Dam to Glen Boree Road, concept development street lighting assets, including the upgrading of 597 work for Marla town streets upgrade, formalisation of luminaries and replacement of 52 deteriorated lighting Innamincka town streets together with surrounding drainage pole bases. and road related rehabilitation works, and final seals on town street upgrades in Copley, Andamooka and The replacement of deteriorated guardfence is a key safety Oodnadatta. issue, with $1.81 million spent replacing over six km of deteriorated, potentially unsafe guardfence.

Ave seal age yrs % surfacing 2002–03 2002–03 network >= 15 yrs resurfacing % rehab %

URBAN 16.8 60 1.7 2.8 RURAL 10.3 31 3.1 0.2

Total 11.1 34 2.9 0.6

25 ROAD OPERATION

Indicators available relevant to the efficiency of the operation of the system include actual travel speed and congestion in the urban area as shown in the following figures. These factors are monitored across a representative range of routes in both peak and off-peak periods

These figures indicate a gradual worsening of congestion in both the morning peak and the afternoon peak, as well as an increase in congestion in the off peak period.

Nominal and actual travel speeds in rural South Australia 1997–98 1998–99 1999–2000 2000–01 2001–02 2002–03 Nominal Travel Speed (Rural) – Km/h 109.1 109.1 103.4 103.4 107.4 107.4 Actual Travel Speed (Rural) – Km/h 101.7 101.1 95.2 N/A 105.5 105.5

NOMINAL AND ACTUAL TRAVEL SPEED – RURAL maintained in future surveys, was taken in 2002–03 in deriving these indicators. Consequently, care should be The Nominal Travel Speed (Rural) performance indicator is taken in comparing future figures with those derived for the theoretical average speed derived if one were able to past years. travel constantly at the various speed limits on interregional routes in South Australia. The Actual Travel Speed (Rural) is The generally flat or undulating terrain and low traffic the average speed derived by travelling at the actual volumes on many interregional routes in South Australia are prevailing speeds at or below the speed limit in traffic and reflected in the results, with relatively little difference over various terrains. between the nominal and actual average travel speed.

These indicators are based upon a representative mix of interregional routes with various terrain types, presence of towns and levels of overtaking opportunity. It should be 26 noted that a more rigorous approach, which will be LANE OCCUPANCY RATE (PERSONS) Drink Drive and Seatbelt/Restraint Use Enforcement Campaigns This performance indicator measures the average utilisation of the Adelaide metropolitan arterial road network for the During 2002–03 Transport Services continued to deliver purpose of personal travel. The measure used is the mass media and information campaigns in support of and average number of persons per traffic lane per hour. aligned with the South Australian Road Safety The indicator is based on car and bus occupancies at 14 [Enforcement] Calendar produced by the South Australia locations on the same routes used for Actual Travel Police. This involved the introduction of new advertising Time/Speed Survey (Urban). campaigns for drink driving enforcement at Christmas (Christmas Surgeon), and in May 2003 (Moment of Lane occupancy rates in metropolitan Adelaide Decision), and included discrete seatbelt/restraint use enforcement campaigns targeting regional areas. Persons per lane per hour Road Safety Audit Response Program AM peak PM peak Off peak All day 1996–97 759 802 499 627 In 2002–03, Transport Services invested $710 000 on road safety improvement works to continue the program of 1997–98 776 723 457 580 responding to and addressing safety issues identified by 1998–99 783 770 500 599 road safety audits.

1999–2000 764 779 526 614 Bus Replacement Program 2000–01 760 794 536 622 The Department purchased 50 new low-floor, air- 2001–02 782 813 576 655 conditioned, and environmentally friendly MAN Euro 3 2002–03 765 797 539 624 Diesel Standard buses during 2002–03, for the Adelaide Metroticket bus fleet. These buses replaced 50 aging Volvo buses in the fleet primarily from the Outer South Service Contract that operates from Lonsdale Depot. CAR OCCUPANCY A further 25 MAN Diesel Standard buses were ordered for delivery during July 2003 to November 2003 to replace the Car occupancy is the average number of persons per car remaining Standard Volvo buses. All of the new buses meet travelling on the Adelaide metropolitan arterial road network. strict European Standards for environmental emission The measure is based on measured car occupancies at the performance for Diesel buses, which are comparable to same 14 locations used for Lane Occupancy Rate (Persons). emission performance from the most recent Compressed Car occupancy rates in metropolitan Adelaide Natural Gas (CNG) buses in the fleet.

Persons AM PM Off All day Torrens Road per car peak peak peak The Torrens Road upgrade, which commenced in August 1996–97 1.22 1.30 1.27 1.28 2002, has now been completed. Significant upgrading of 1997–98 1.25 1.25 1.23 1.24 the intersection of Torrens and Churchill Roads has been 1998–99 1.20 1.25 1.25 1.24 developed, particularly to increase the turn movement capacity of the junction and to reduce delays. Work was 1999–2000 1.19 1.24 1.26 1.24 included to upgrade the safety of the rail crossing, including 2000–01 1.21 1.25 1.29 1.27 escape zones, banning right turns in and out of Exeter Terrace, and an additional set of traffic lights to the east of 2001–02 1.20 1.26 1.28 1.26 the crossing which are sequenced with the 2002–03 1.22 1.23 1.26 1.24 Churchill Road intersection.

The overall amenity of this location has been improved by KEY RESULTS FOR 2002–03 this project. Extensive landscaping and paving has been introduced and noise mitigation walls have been provided at State Black Spot Program key locations. Additionally, a disabled use path has been provided along the northern side of Torrens Road. The State Black Spot Program is a safety initiative that aims to improve road safety through infrastructure Portrush Road improvements. In 2002-03, work was undertaken on two rail level crossing projects and 15 road projects, with a total The Portrush Road upgrade has progressed well over the expenditure of $5.04 million. Nine of the road projects were 2002–03 financial year, with Stage 2 between Magill Road completed in 2002-03, while the remaining six projects will and The Parade essentially complete, except for the final be completed in 2003-04. surface course which will be placed in warm weather later 27 in 2003. The completion of this stage now means approximately half Two overtaking lanes were constructed at Port Clinton as the length of the total upgrade between Greenhill Road and part of the State Black Spot Program. These lanes Magill Road is complete. The upgrade is providing a safer accommodate an increasing volume of tourist and environment for the local community and other road users, commercial traffic on this section of the Port Wakefield – with sheltered right turn lanes and parking bays. In addition, Yorketown Road. They are located through a section of a new, smoother and quieter road surface has been used, road where safe overtaking opportunities were not resulting in a decrease in noise pollution. Undergrounding previously available. The cost of these lanes was of power lines and landscaping of the road has vastly $1.2 million. improved the visual amenity of the area. Service relocations for the remainders of the upgrade are approximately This was the second year of the Federal Government’s 80 per cent complete. $18.5 million Sturt Highway Overtaking Lane Program. Three lanes were completed at Waikerie, with construction Port River Expressway Stages 2 & 3 commencing on an additional two lanes at Blanchetown. Planning and design was undertaken on lanes to be constructed in the following two years. Total expenditure for the year was $2.8 million.

The trial has shown these initiatives to be successful in reducing the risk of traffic queuing onto the level crossing.

City West Connector

Transport Services has undertaken concept planning for the City West Connector, part of a strategy to improve traffic flow in and around Adelaide’s metropolitan area through the An Expressions of Interest phase was completed for development of inner and outer ring routes. The Western Stages 2 & 3. In October 2002 three consortia were short- Connector link from Port Road adjacent to Bonython Park to listed to take part in the Invitation to Tender phase. Stage 2 South Road at Mile End South, will ultimately consist of a consists of a four-lane opening road bridge across the Port four-lane road and the replacement of the Bakewell Bridge River between Docks 1 and 2, and changes to Nelson Road at Henley Beach Road. (which crosses Birkenhead Bridge), Semaphore Road, Elder Road and Ocean Steamers Road to connect to the new Regulatory Services Systems Re-Development Project road link. Stage 3 consists of a single-track opening rail bridge (with connections to the existing rail system) across The existing DRIVERS computing system supports the the Port River north of the Road Bridge. Agency’s registration and licensing functions as well as providing services to a number of other Government Overtaking Lanes agencies. The opportunity to improve the cost- effectiveness of this old system, and to expand it to cover During 2002–03, a total of seventeen overtaking lanes were services to and regulation of the road transport industry, completed and construction commenced on a further four had been previously identified. Preparation of a business overtaking lanes. case was concluded during the year, demonstrating Another two overtaking lanes were opened for use substantial cost-effectiveness and service delivery between Port Pirie and Port Augusta. An additional two opportunities to both the public and to other Government lanes were started in this section closer to Port Augusta as agencies. a result of the Port Augusta to Port Wakefield Overtaking TravelSmart Lanes Program. Planning works continued for an additional four lanes between Crystal Brook and Port Wakefield. Ten Councils have now partnered with TravelSmart in the The expenditure on this project was $1.94 million. TravelSmart Local Government Grant Program, where This has resulted in 24 overtaking lanes being operational project officers have been engaged to deliver a range of on this road. projects focusing on community development and travel behaviour change. Households and business are also This was the third year of the $25.5 million five-year Rural involved with TravelSmart SA, with 1700 households in Arterial Overtaking Lane Program. A total of ten overtaking three Council areas and five businesses in metropolitan lanes were constructed: two lanes at Port Lincoln, two Adelaide signing up for the development of Green Travel lanes at Ardrossan, one climbing lane at Curramulka, one Plans, involving up to 7700 staff. The Walking School Bus lane at Kulpara, two lanes on the Warnertown to Trial has been a phenomenal success in the two schools Jamestown Road, and two lanes on the Princes Highway at where the project was trialled, with 130 parents and the Coorong. Planning and design work continued on future children walking to and from school up to three days a lanes to be constructed in Years 4 and 5 of the program. week. Initial information indicates that close to half of these Total expenditure for the year was $6.1 million. 28 trips used to be made by car. A whole-school approach to this project has meant that entire school communities of Minister for Transport established the State Level Crossing around 1200 have been learning about Strategy Advisory Committee in January 2003. ‘Travelling Smart to School’. The Committee is chaired by the Executive Director of TravelSmart SA has won funding from the Australian Transport Services and provides strategic direction and Greenhouse Office to develop three project concepts: advice on issues and programs aimed at improving the risk a national TravelSmart Curriculum; an Interactive Travel profile of the State’s level crossings. Key initiatives Behaviour Change Website; and a Schools Travel Challenge. undertaken in 2002–03 included: The funding also includes the running of ‘Save A K’ • The commencement of a program to conduct risk competition, which encourages participation from Councils assessments of all level and pedestrian crossings in the and their communities, and particularly local businesses. State with 164 crossings and 90 pedestrian crossings Commercial Road being completed; Recommending three high level crossings for treatment The Dalkeith Intersection was upgraded, including the • in 2003–04. installation of turn lanes on all approaches and the widening of the Pedler Creek Bridge. Trenching and conduit was In addition, a small full-time Level Crossing Unit has been completed for new traffic signals and power lines were formed to implement the recommendations from two placed underground at the Seaford Intersection. independent reports for improvement of level crossing Preliminary works at the Penzance Junction commenced, safety, and to liaise with interstate bodies undertaking with trenching and conduit being place in preparation for initiatives in this area. road works in 2003–04. Rail Operations and Safety Pedestrian Safety Programs In 2002-03 there were 43 accredited railway operators in The Safe Routes to School program expanded to another SA, and all operational railways have undergone an annual 15 primary schools in three Council areas. A new training rail safety compliance audit. This includes ten heritage manual, ‘Teaching 4 Traffic’ has been produced to assist railways, such as Steam Ranger and Pitchi Ritchi. There are teachers in implementing road safety in the classroom as two main operational areas – local suburban rail, through part of the Safe Routes to School program. Walk With Care TransAdelaide, and freight operations both intra and has commenced in two areas in the City of West Torrens interstate. There were seven new accreditations issued and and one area in the City of Holdfast Bay. Disability access three accreditations varied. Fees collected from commercial has resulted in many facilities being installed as a result of railways totalled $314 444. Transport Services’ partnerships with key disability groups. New partnerships were developed with Bedford Industries A comprehensive incident data base developed in SA and and the Phoenix Society. used nationally (and in NZ) provides incident data to the Australian Transport Safety Bureau for national action. It is RAIL SAFEY also used in South Australia to monitor safety performance. In 2002-03 there were a total of 2285 incidents notified to Park Terrace, Salisbury Level Crossing Transport SA. Following the tragic accident on 24 October 2002 at the Nationally, all Ministers have instructed the newly Park Terrace Level Crossing between the Ghan passenger established National Transport Commission to undertake a train, a car and bus, two independent reports into the number of projects examining safety and efficiency in rail incident were undertaken recommending a range of safety operations. This also includes driver health and fatigue initiatives along this congested section of road. reviews, and advanced train communications systems. A Project Team has been established to design and South Australia has an active role in the development of implement a six-week trial of these initiatives. The initiatives national rail safety initiatives. included: relocating traffic queues away from the level Rail Operations and Access crossing using queue detectors and signalling equipment that linked the traffic and rail signal systems; providing The rail access regime has been demonstrated to be escape areas on either side of the crossing; and improving effective and fair to both track owners and access seekers. pedestrian facilities across Park Terrace. All commercial information required, including office holders The Project Team worked closely with the rail and bus of accredited organisation, quantity of track owned, authorities and Council to ensure all issues were considered managed and used, locations of track and gauge, significant in developing the project. changes to railway services has been presented to Transport SA in six monthly reports. For the period 1 July State Level Crossing Committee 2002 to 30 July 2003 there have been no disputes that the In response to the recommendations of the Graham Report regulator has been required to monitor or intervene. into the tragic collision at the Salisbury Rail Crossing, the 29 THE WAY FORWARD – INITIATIVES FOR 2003–04 under construction at Blanchetown, along with the construction of three lanes between Blanchetown and State Black Spot Program Waikerie, and two lanes between Gawler and Sheoak Log. Design work will be completed for the remaining lanes on As part of the program which aims to rectify hazardous the program. Anticipated expenditure is $5.5 million. locations throughout South Australia, work will commence on four rail level crossing projects and 14 new road Black Road projects. In addition, works will be completed on six road projects that were commenced in 2002-03. In total, 24 The upgrade of 3.3 km of Black Road between Flagstaff projects with a value of $5.55 million have been approved Road and Oakridge Drive is scheduled to commence in the to be undertaken by Transport Services in 2003-04. 2003–04 financial year. After an extensive community consultation program, the detailed design of Black Road is National Black Spot Program due to commence early in 2003–04. This will include evaluating the most appropriate treatment for a number of The National Black Spot Program is a safety initiative of the key junctions. federal government, which also provides funding aimed at rectifying hazardous locations throughout the State. As part The upgrade will include kerbing along the length of the of the 2003–04 program, Transport Services will commence road, pedestrian crossings, junction improvements, work on 24 new projects with a value of $2.26 million. In improved street lighting, bicycle lanes, indented bus bays, addition, a further 12 projects with a value of $1.17 million parking bays, and improved stormwater drainage. will be completed from projects approved in 2002-03. Commercial Road Shoulder Sealing Program A further $5.55 million has been allocated to continue the The Shoulder Sealing program is an ongoing program on upgrading works on Commercial Road. It is expected that the rural arterial road network to provide a greater width of the upgrading of the section of Commercial Road from seal to improve safety for road users. The wider roads Weatherald Terrace to Penzance Street will be completed provide better safety by reducing the risk of road users during the reporting period. These works will include a leaving the sealed surface and providing greater width for roundabout at the Weatherald intersection and the passing and overtaking heavy freight vehicles. The program Penzance junction. A solid median will be installed between for 2003–04 comprises $6.8 million, the majority of which the two roundabouts since there will be drainage works will be used to widen the Princes and Mallee Highways in installed at the Weatherald Intersection. the Upper South East of the State. This program complements the Overtaking Lanes program. Mawson Connector

Overtaking Lanes Program The project has allocated funding for the road and public transport interchange works. An expression of interest has The Overtaking Lanes Program is an ongoing program due been called for the design and construction of the road for completion in 2005. It comprises the construction of between Salisbury Highway and Main Street that will overtaking lanes on strategic rural arterial roads to provide include a bridge over the railway lines and Public Transport improved passing opportunities and travel times while Rail/Bus Interchange. It is expected to call the tender in the reducing the number of head-on accidents. latter part of 2004 and commence design and construction before the end of the financial year. A further $3 million has been allocated to continue constructing overtaking lanes from Port Augusta to Port Hancock Road Wakefield. This will consist of sealing the two lanes started in 2003–04 between Port Augusta and Port Pirie and The $3.2 million upgrade of Hancock Road between constructing two lanes between Crystal Brook and North East Road and Grand Junction Road is scheduled for Merriton. This will result in 28 overtaking lanes being completion in October 2003. The upgrade includes operational on this road and design work and service improved vertical alignment, new kerbing, sheltered right relocations are continuing for the two lanes between turn lanes at key locations, improved street lighting, new Lochiel and Port Wakefield. footpaths, construction of parking and manoeuvring areas, concreting of entrances to driveways, cycle lanes and Year 4 of the Rural Arterial Overtaking Lane Program will indented bus bays. The project will greatly improve road include the construction of a further eight overtaking lanes: safety for all road users, including pedestrians, cyclists, three lanes on Main North Road, two lanes on Barossa pubic transport users and motorists. Valley Way, two lanes on the Noarlunga to Victor Harbor Road and one lane on the Noarlunga to Cape Jervis Road. Design work will continue for the lanes proposed in the final year of the program. Funding of $6.0 million has been allocated for 2003-04.

30 As part of the Sturt Highway Overtaking Lane Program, construction works will be completed on the two lanes Portrush Road lanterns to (LED) technology is a major opportunity to achieve energy savings and reductions in greenhouse gas The 2003–04 financial year will see the completion of all emissions. LED lanterns are low maintenance and have a service relocations for the remainder of the upgrade, as well life in excess of ten years. as roadworks for Stage 3 between The Parade and Kensington Road. It is likely the completion of the section Long-term Plant Requirements from Kensington Road joining the previously completed end of Stage 1 at Rothbury Avenue will extend into the Under the category of ’Smarter Spending and Decision 2004–05 year. Making‘, the Government has allocated capital of $29.0 million in the 2003–04 budget for the purchase of core plant TRUMPS used in maintaining transport infrastructure. This will result in significant annual savings in the form of forgone plant hire This project involves the replacement of the existing costs. When ownership and maintenance costs are taken Registration and Licensing computing system (DRIVERS) into account, this initiative will result in annual nett savings and integration of other regulatory services systems into a of approximately $6.5 million from 2004–05 onwards. single Transport Regulation and User Management Processing System (TRUMPS). Road Safety

The TRUMPS project implementation will commence in Implementation of Phase 1 of the Road Safety Reform 2003–04 following the necessary approvals and is scheduled Package that was assented to in June 2003 will to be completed during 2005–06. It is planned that existing continue in conjunction with SAPOL and the Western Australian and New South Wales software will be Courts Administration Authority. acquired, modified and enhanced to provide all the necessary functionality to meet all regulatory needs of the TruckScan SA agency. The project will initially deliver improved registration TruckScan SA is an initiative of the Department in and licensing services along with functionality to support conjunction with the New South Wales Road Traffic regulation of the road transport industry. The project will not Authority to assist recording, verifying and storing only deliver improvements to the cost-effectiveness of the information on heavy vehicle movements within South agency’s operations, but will provide broader and more Australia. This initiative responds to a nationwide flexible access to services such as continuous Internet requirement to manage driver fatigue in the heavy vehicle access for public transactions. The improvements to industry. services associated with the road transport industry are expected to provide commensurate road safety benefits. The camera-based technology enables Transport Services’ Road Traffic Inspectors to electronically log time, date and New Contract For Bus Replacement Program registration details of heavy vehicles throughout the State. A bus supply contract for the next five years was called for, This information is recorded each time a heavy vehicle evaluated and awarded to Scania Australia. It is expected passes a TruckScan (camera) site. that Scania will deliver a total of approximately 169 low- South East Vehicle Inspection Facility floor, air-conditioned and environmentally-friendly buses for introduction into the Adelaide Metroticket bus fleet, with A state-of-the-art vehicle inspection facility, located at the first bus due to be delivered in March 2004. The first 41 Mount Gambier, will commence operation during 2003–04. buses to be delivered are Euro 3 Diesel Articulated buses, The facility will service the south-east region of the State by the first articulated buses purchased by the Government in providing customers with a vehicle inspection service for 16 years. It is expected that the remaining 128 Standard both heavy (trucks) and light (cars) vehicles, and will be buses will be powered by Compressed Natural Gas. The supplemented by mobile inspection services. body-building component of these buses will be sub- contracted to the local Australian Bus Manufacturing City West Connector Company (ABM). Construction work on the City West Connector from By the end of the contract in June 2008, it is anticipated Railway Terrace to South Road is proposed to commence that of the 760 buses in the Adelaide Metroticket bus fleet, early in 2004. The new road corridor through former 67 per cent will be fully accessible, 84 per cent will be air- industrial land will provide considerable environmental conditioned, and 44 per cent will be CNG-powered. improvements with the provision of landscaping, and This strategy exceeds milestone targets set under the remediation of past industrial practices. The upgrade of the Disability Standards for Accessible Public Transport which intersection of Railway Terrace and James Congdon Drive came into effect in October 2002, and which requires the with the provision of traffic lights will further improve local entire bus fleet to be fully accessible within 20 years. access to the connector. Acting as a catalyst for the rejuvenation of the former industrial area of Mile End, the Light Emitting Diode (LED) Lanterns new road corridor provides access directly to the areas being redeveloped. Urban design and water quality In 2003–04, it is planned that $3 million will be spent on initiatives complete what will be a very beneficial project for 31 traffic signal lantern replacement with LED lanterns. the community. The upgrading of high electricity consumption traffic signal

REPORTS FROM THE REGISTRAR OF MOTOR VEHICLES

REGISTER

Vehicles on the Register as at 30 June 2003.

Vehicles by type 2003 2002 % Change

Sedans 679 265 673 871 0.80 Station wagons 176 393 169 302 4.19 Utilities 86 009 80 935 6.27 Panel vans 21 393 24 126 (11.33) Trucks 35 489 35 606 (0.33) Prime movers 6256 6387 (2.05) Other commercial 2 2164 21 062 5.23 Buses 3583 3600 (0.47) Tractors 33 931 34 007 (0.22) Motor cycles 25 877 29 756 (13.04) Caravans 35 154 35 076 0.22 Trailers 186 489 184 323 1.17 Other 56 079 54 883 2.18

TOTAL 1 368 082 1 352 934 1.12

Drivers’ Licences on the Register as at 30 June 2003.

Licences by type 2003 2002 % Change

C(car) 875 153 869 030 0.70 LR (light rigid) 12 446 10 353 20.21 MR (medium rigid) 35 108 34 272 2.44 HR (heavy rigid) 63 145 65 155 (3.08) HC (heavy combination) 42 290 42 975 (1.59) MC (medium combination) 6152 5812 5.85 R (rider) 144 286 142 650 1.15 R(Date) (rider date) 12 068 13 193 (8.53)

TOTAL 1 190 648 1 183 440 0.61

The number of licence holders with demerit points recorded as at 30 June 2003 was 161 928.

33 REVENUE

The following amounts were received:

2002–03 2001–02 $m $m Registration charges 199.11 191.84 Driver’s licence fees 45.58 44.96 Sundries and Commissions 13.69 11.61 Special plates 2.67 2.47

TOTAL 261.05 250.88

Receipts of $5.37 million resulting from the registration of motor vehicles under the Interstate Road Transport Act 1985 were forwarded to the Commonwealth Department of Surface Transport Regulation and Reform Regional Services.

Revenue collected on behalf of agencies was: 2002–03 2001–02 $m $m Stamp Duty 179.91 169.55 Third Party Insurance 348.52 300.73 Boat Registration Fees 3.58 3.36 Passenger Transport Board 1.1 1.18 Firearms 1.84 2.14 Expiations 8.8 8.75 Federal Registrations 5.37 5.04 Emergency Services Levy 26.3 26.48 Courts Administration Authority 0.77 0.78

TOTAL 576.19 518.01

34 ACCIDENT TOWING AND INVESTIGATIONS E-COMMERCE

During the past financial year, the Accident Towing Roster To increase the community’s accessibility to vehicle Scheme provided for the safe and orderly removal of 11 945 registration and driver licensing services, the final stage of accident-damaged vehicles from accident scenes within the an Electronic Commerce (EC) facility was introduced on Declared Area (greater metropolitan Adelaide). 7 June 2003. The implementation of the EC facility now allows for motor vehicle dealers, businesses and the public VEHICLES SECURITIES REGISTER to process a range of vehicle transactions 20 hours a day 7 days a week. The Vehicles Securities Register provides a means of identifying motor vehicles that are the subject of financial The facility provides for a range of payment and information interests as defined under the Goods Securities Act 1986. based transactions that have been developed according to A fee is charged for each interest registered and for each the nature and type of business being undertaken. certificate issued to prospective purchasers of To complement the above, an automated Interactive Voice motor vehicles. Response system was introduced during August 2002 for the payment of registration renewals. In accordance with Section 15(c) of the Goods Securities Act, the following information is provided for the period One of the aims of the EC facilities is to remove the high 1 July 2002 until 30 June 2003: volume of simple-to-process transactions from Customer • The total net amount credited to the Highways Fund Service Centres so that more attention can be focused on was $843 000. processing the more complex transactions.

• The cost to administer the provisions of the Goods By 30 June 2003, approximately 12 per cent of the Securities Act during this period was $683 000. targeted transaction volumes were being processed by the EC facility. • No fees were paid to other jurisdictions for the exchange of vehicle securities data.

• There was no compensation payment made during the 12-month period ending 30 June 2003 as a result of an order of the court.

• As at 30 June 2003, the balance of funds credited to the Highways Fund is $4 399 000.

RIGHTS OF REVIEW AND APPEAL

Section 98Z of the Motor Vehicles Act ’Rights of Review and Appeal‘ enables a person aggrieved by certain decisions of the Registrar of Motor Vehicles to apply for an internal review of the decision. If a person is dissatisfied with the outcome of a review, Section 98ZA provides the person with a right of appeal to the District Court.

2002–03 2001–02

Total number received 57 43 Confirmed 43 17 Varied 4 11 Set aside 2 2 Applicants not eligible to seek review 8 13

Of the 47 cases where the decision was either confirmed or varied, one person appealed to the District Court under Section 98ZA of the Motor Vehicles Act. The appeal was upheld by the Court.

35

PLANNING SA

INTRODUCTION OPERATIONS

Planning SA is the State Government’s principal advisory Planning SA consists of approximately 150 people from a body on land use planning, building, urban design and range of professional disciplines. The agency has an development strategies and policies. The agency’s vision is operating budget of approximately $25 million, including to be recognised for enhancing the quality of life for all management of the Planning and Development Fund. South Australians by promoting well-designed built form and Planning SA is responsible for providing a State strategic sustainable land use. planning framework and an integrated development FUNCTIONS OF THE AGENCY assessment system for planning and development issues in South Australia. Planning SA’s role is to provide direction, advice, assistance and information on a range of development proposals, The agency works in partnership across government, with opportunities and issues. Planning SA prepares policy key stakeholders, Local Government and the community to advice for the Minister for Urban Development and Planning implement strategic planning and urban development for the in respect to land use planning. The agency: State. It also provides advice to proponents of major development proposals and provides advice to the • provides strategic directions for achieving quality land Minister for Urban Development and Planning. It undertakes use and built development outcomes for legislative and procedural initiatives in response to South Australia; government decisions. • develops and uses innovative and Ecologically There are three areas of operation within the Agency Sustainable Development based planning and featuring: development assessment policies and practices;

• supports sound decision-making by coordinating and Strategy and Projects Division providing leading-edge information products and • Urban and Regional Strategic Planning – prepares and services; and monitors the performance of the State Planning • enhances understanding and awareness of the planning Strategy, undertakes whole-of-government strategic and development system by providing information and planning initiatives and helps coordinate metropolitan advice to customers, stakeholders, decision-makers and infrastructure planning. the community. • Urban and Regional Projects – prepares and promotes best practice strategic management and design policies OBJECTIVES OF THE AGENCY for urban regeneration, urban design and open In response to the Minister’s vision for planning in space systems. South Australia, Planning SA has identified the following Policy and Assessment Division key objectives: • Planning Policy – formulates and implements • improve economic development, social justice and development policy, processing Council-initiated Plan environmental management in South Australia; Amendment Reports, inter-agency policy coordination • strengthen the Planning Strategy and elevate it to a and legislative amendments and improvements. central role in South Australia; • Development Assessment – assesses the impact of • create a city that is equitable, inclusive and specified developments against development plans, environmentally sustainable; makes recommendations to the Development • protect natural, cultural and built environments; Assessment Commission on major or complex development proposals and is responsible for the • enhance the State’s regional open spaces; management of the major development and projects • encourage development in the State’s regional areas; assessment process. • properly manage the State’s natural resources; • Building Policy – establishes and reviews development legislation, the Building Code of Australia and the SA • improve the coordination of physical development Housing Code, and provides building rules assessment outcomes across government; and for the Development Assessment Commission for out • review and improve the State’s Planning and of Council areas. Development Assessment System.

37 Business and Information Services Division Hills Face Zone Review

• Spatial Planning Analysis and Research – provides In October 2002, in response to a range of concerns about planning analysis and research essential to urban and development and the effectiveness of the management of regional planning, State development and management development in the Hills Face Zone (HFZ), the Minister for of urban systems. It also provides across-government Urban Development and Planning established a review planning and socio-economic data. program to address key issues in relation to the zone. • Planning Services – coordinates and provides Mr Terry Groom was appointed as chair of a steering administrative support for the lodgement, processing committee, comprised of senior representatives of the and preliminary assessment of development Departments for Environment and Heritage, Water, Land applications. and Biodiversity Conservation, Primary Industries and Resources, Transport and Urban Planning as well as • Business Services – provides corporate support to the representatives from Local Government, to assist with the agency, in particular human resource management, review. A wider reference group, including representatives financial management, information technology and from the Conservation Council, the National Trust, SA administrative support. Farmers Federation, other key State Government bodies • On-line Services – provides software application and the eight local Councils with responsibilities for the development and maintenance support for on-line HFZ, was also established to provide input to the process planning as well as cartographic, design and and assist the steering committee. A discussion paper was publishing services. released for public consultation in June 2003.

Premier's Bushfire Summit

KEY RESULTS FOR 2002–03 Following the bushfire events in the eastern states last summer, the adequacy of building provisions for bushfire Places for People protection is being reviewed. A review of Australian A number of projects funded by Places for People were Standard AS3959, Construction of Buildings in Bushfire completed. The State Government has committed over Prone Areas, was already underway and this has been $1 million towards urban improvement projects through the given a high priority by the Australian Building Codes Board, Places for People funding program. The grants have been with completion now scheduled for September 2003. supplied to Councils seeking to develop strategic urban Standards Australia and the Australian Building Codes Board design actions leading to physical implementation for areas are undertaking the review. The Building Policy Branch in such as town centres, main streets, and civic squares. Planning SA is providing input to the review directly through The grants are supplied for all types of work from concept the Australian Building Codes Board, and to date, the through to implementation. Many projects are well majority of comments have been incorporated into the underway and some are nearing completion. revised draft of the standard. The projects include: • design and construction of the Salisbury Town Square; • an urban design framework for Semaphore Road; • detailed design of the waterfront precincts at Port Pirie and Port Augusta; and • a concept design for the redevelopment of Moseley Square.

38 Improved Policy and Procedures THE WAY FORWARD FOR 2003–04

It is important that the South Australian Planning and In conjunction with the Minister, Planning SA has developed Development System provides a high level of policy and the ReDIRECTIONS package, which includes a number of procedural certainty for the community and applicants in planning initiatives within five strategic priorities that will regard to land use, economic, social, environmental, urban support the Minister’s key planning objectives. They include: design and infrastructure issues. In order to improve the whole system, the Minister for Urban Development and ReSTORE – Regional Development and Planning has initiated the Improved Policy and Procedures Resources Management (IPAP) program to address the following components of the • renewable energy and energy efficiency initiatives Planning and Development System through a consultative review: • input into sustainability initiatives for South Australia • the Planning Strategy for South Australia; • policy development support for Mount Lofty Ranges, River Murray and Upper Spencer Gulf, • development plans; • planning for hazards and risks. • development assessment; ReVIVE – Environment and Regional Open Space • the procedures in the Act and Regulations; • Hills Face Zone Review • integration with other legislation; • Urban Containment Boundary • consistency of administration; • Parklands 2036 • dispute resolution; and • compliance. ReVITALISE – Urban Regeneration and Urban Design • Metropolitan Urban Design Framework The IPAP program is being undertaken in cooperation with the Local Government Association and involves workshops • Places for People funding program and meetings with Councils, agencies and • SA Government Urban Design Charter various stakeholders. ReVISION – Strategic Planning New Generation Planning Strategy for Metropolitan Adelaide • revise the metropolitan volume of the Planning Strategy and the new Spatial Development Framework The Planning Strategy for South Australia presents the • implement the Planning Strategy for the Development State Government’s policy for the physical development of of Regional SA, with regional action plans the State. In particular, it aims to guide and coordinate the State Government activities that influence the development • new inner regional volume of the Planning Strategy of South Australia. • Metropolitan Development Program It has been 10 years since the Planning Review produced ReVIEW – Improved Policies and Procedures the first draft Planning Strategy for Metropolitan Adelaide, and while the underpinning of the Planning Strategy is still • better development plans considered solid, much has changed at a global level. • fees and charges review Through the ReVISION project, Planning SA is now working with a number of key State Government agencies and • best-practice performance initiatives organisations to create a refreshed Planning Strategy to • legislative integration and improvement guide future development in Metropolitan Adelaide. This revised Metropolitan Planning Strategy will be the key element in creating a State planned with conscious purpose.

39

OFFICE OF LOCAL GOVERNMENT

INTRODUCTION OPERATIONS

The Office of Local Government provides advice to the The Office of Local Government is accountable to the Minister for Local Government on the constitutional and Minister for Local Government. legal framework for Local Government and the The Office of Local Government is primarily structured development/reform of the Local Government system in under two outcome areas: South Australia. Local Government Relations The Office provides information and advice to other State Government agencies, the Local Government sector and the This outcome area provides support to the Minister’s Local community. A key role is to promote effective working Government Forum and works to strengthen relationships relationships between the State and Local between State and Local Government. Government sectors. Operations and Legislative Review In December 2002 the Office relocated from the Riverside The Operations and Legislative Review outcome area Centre to Roma Mitchell House on North Terrace, Adelaide manages operational issues arising from inter governmental and on the 13 June 2003, Ms Carol Procter retired from the relations, and undertakes ongoing review of legislation and position of Executive Director, Office of Local Government. legislative proposals impacting on the Local Government Mr John Comrie was appointed to the position on system in South Australia. 12 August 2003. KEY RESULTS FOR 2002–03 FUNCTIONS Major highlights for the Office of Local Government are The role of the Office of Local Government is to provide listed below: leadership by promoting shared strategic direction and effective working relationships between State and Local Minister’s Local Government Forum Government, and by advising on the operation and development of the Local Government system. The Office of Local Government supported the establishment and operation of the Forum, chaired by the In addition, the Office of Local Government provides Minister for Local Government. Major work was support to three statutory authorities: undertaken to develop a joint State/Local Government • The Outback Areas Community Development Trust; strategy on storm water management and flood mitigation. Other significant issues considered, included natural • The SA Local Government Grants Commission; and resource management, waste management, development • The Boundary Adjustment Facilitation Panel. planning and regional passenger transport.

OBJECTIVES ‘How Councils Work – A Guide To The Rules’

The objectives of the Office of Local Government are: The development of an on-line guide to the Local Government Act 1999 has been completed. ‘How Councils • to strengthen South Australia’s communities through the Work – A Guide to the Rules’ was launched in March 2003. provision of policy advice to the Government and The Guide provides an up-to-date and accessible on-line agencies on matters relating to the constitution and document that helps the public understand how the Local operations of the Local Government system and Government Act governs Local Government actions and relations between the State and Local Government; decisions. The Guide has received a large number of • to promote open, accountable and accessible Local positive comments and will continue to be monitored and Government; maintained by the Office of Local Government. • to promote equitable Local Government financing arrangements; and • to facilitate improved communication and collaborative working relationships between State and Local Government.

41 House of Representatives Standing Committee Inquiry THE WAY FORWARD FOR 2003–04

The House of Representatives Standing Committee on Initiatives to be undertaken by the Office during Economics, Finance and Public Administration is conducting 2003–04 include: an inquiry into cost shifting to Local Government. Its terms of reference also cover Local Government’s roles and Initiatives to Strengthen Accountability responsibilities and funding arrangements, as well as the The Office will undertake work to explore, and where scope for rationalisation of roles between spheres of practicable implement, ways in which complaints and government. The Office of Local Government coordinated enquiries from residents and ratepayers concerning their the State Government response to this inquiry. Councils could be handled more effectively by the Local Flexible Approaches to Rate Setting Government sector and by other independent review mechanisms. Arising out of the level of public concern regarding Council rates, a project to identify rating improvement opportunities Support will continue to be provided for greater strategic was conducted jointly by the Office of Local Government and collaborative action across the Local Government and the Local Government Association. sector,

Proposals for Functional Legislation Options will be investigated for improving the effectiveness of the system of elected representation. The Office advised State agencies on legislative proposals for functional legislation affecting Local Government. The Office of Local Government and the Local Government Association have formed a joint Local Government Financial Provision of advice - International Accountability Advisory Committee to advise the Minister for Local Government and the President of the Local From September to November 2002, the Executive Government Association on matters relating to financial Director, Carol Procter, worked as a technical adviser to the accountability within the Local Government sector. Provincial Department of Local Government and Housing in Bloemfontein, South Africa, under the Australia South Africa Local Government Partnership (ASALGP). It is a three-year Aus-Aid funded project, which commenced in April 2002.

42 Rate Setting

As a follow-up to the project ‘Addressing the Impact – Flexible Approaches to Rate Setting’, the Office of Local Government intends to monitor Councils’ use of the flexibility of the rating provisions under the Local Government Act 1999, in particular, the response to steep increases for individual ratepayers and those experiencing financial hardship.

State – Local Government Relations

The Office of Local Government will continue to support the work of the Minister’s Local Government Forum in addressing key issues of strategic importance to State and Local Government.

Service Agreements

The Office will continue to work with the Department for Aboriginal Affairs and Reconciliation (DAARE) and the Local Government Association to explore approaches to service level agreements between Local Government bodies and Aboriginal community land holders located on Aboriginal Lands Trust land and within a local Council area.

43

OFFICES FOR SUSTAINABLE SOCIAL, EVIRONMENTAL & ECONOMIC DEVELOPMENT

INTRODUCTION OBJECTIVES OF THE AGENCY

The government has established the Office of the North and In consultation with the Cities of Marion and Onkaparinga, the Office for the Southern Suburbs to assist in the the Office for the Southern Suburbs has identified six realisation of the Government’s specific policy commitment priorities and these will guide the development of strategies to improve economic development, social and and future projects with either short or long-term goals. environmental outcomes for these communities. The priorities are: There are also two regional Ministerial offices which have a • Clever Communities; role in coordinating responses to the community across Government. The Ministerial Offices are: • Economic development; • The Upper Spencer Gulf, Flinders Ranges and Outback • Transport; • The River Murray Communities • Waste management; OFFICE FOR THE • Infrastructure needs; and SOUTHERN SUBURBS • Community leadership. OPERATIONS INTRODUCTION

The Southern Suburbs have been defined as the region within the boundaries of the Cities of Marion and Onkaparinga.

The Office for the Southern Suburbs has been established to focus on the business and community sectors in the region and has a significant role in building on initiatives already undertaken by the two Local Government authorities, the City of Marion and the City of Onkaparinga. The office has developed effective partnerships with the Councils and works collaboratively on numerous projects.

FUNCTIONS OF THE AGENCY The office has a staff of three and, when appropriate, appoints other staff to work on specific projects. The Office for the Southern Suburbs was established to co-ordinate and advocate for the particular needs of the The Office develops partnerships across all State region specifically through: Government Departments and agencies, as well as between Local Government, federal government, business, • developing an integrated approach to the economic, industry bodies, universities and community groups that social and environmental priorities of the region; have a focus on growth throughout the region. In • encouraging partnerships between organisations across collaboration with these bodies pro-active strategies and the region; and projects will be initiated and developed and existing programs within the community will be strengthened. • providing a whole-of-government focus for the region. The Office for the Southern Suburbs has developed a range of strategies to achieve our objectives and they include: • encouraging linkages across agencies; • developing relationships and partnerships; • developing models and frameworks; • promoting ideas and concepts that encourage growth in the region; • consolidating proposals; • investigation and research; • providing strategic support; • showcasing opportunities in the region; and 45 • improving access to government agencies. KEY RESULTS FOR 2002–03 • A food park

Clever Communities • Provision of value-adding Infrastructure to support regional food industries (including commercial Clever Communities is an initiative to assist communities kitchen facilities) and schools to work together to develop positive attitudes • Business Incubator. towards learning and knowledge. A significant focus of the initiative is to promote the link between educational The study will seek a solution appropriate to the specific attainment and employment opportunities. It is intended food industry’s needs in the proposed catchment area of that the program will foster a positive attitude to learning to the Office for the Southern Suburbs. transform the classroom culture leading to higher retention rates and better pathways to employment and education. THE WAY FORWARD It is intended to extend beyond the classroom to involve families, neighbourhoods, sporting and recreational groups, The Office for the Southern Suburbs has developed and business in a whole-of-community approach to valuing objectives for 2003–04 in line with the priorities of the education and improving outcomes in the southern region. Government. These include: • To develop optional models for the Clever Communities A Project Director has been appointed for six months to program with a view to implementation during research, liaise with relevant community and education the period; groups and develop optional models for consideration prior to implementation. • To complete the Food Study commenced in May 2003;

The Minister for the Southern Suburbs announced the • To complete a feasibility study for the funding of ten bursaries for students from the region Green Incubator project; attending Flinders University as part of the Clever • To continue liaising with Flinders University to Communities program. The bursaries are valued at $500 consolidate proposals that target potential students in and will be awarded to students in their first year. the Southern Suburbs; The bursaries will be funded for three years. • To continue to focus on infrastructure needs Flinders University in the region;

The Office has liaised with Flinders University staff to • To continue to provide strategic support and feedback highlight the specific needs of the Southern Suburbs to the Transport Audit; community. Flinders University has appointed a regional • To maintain a link with the appropriate agencies Coordinator to focus on the region and they have developed regarding the progress of the proposed a set of programs collectively called Southern Programs to SEA Gas pipeline; Increase Participation in Education. (SPIPE). SPIPE includes • To enhance involvement of OSS with the Southern a mentoring program, proposals promoting better access to Suburbs Schools Career Expo and the university, increased student support and a focus on Marion Learning Festival; increasing student involvement in the southern region. • To work with the Department of Business, Green Business Incubator Manufacturing and Trade to add value to the existing The concept of a ‘green’ business incubator was first exporting and mentoring programs of the Councils of presented in a scoping study for the Office for the Southern Marion and Onkaparinga; Suburbs that was undertaken by Kristine Peters. The idea is • To consolidate links with the two Business Enterprise to develop a business precinct in a purpose built building Centres in the region and the State Government’s which conforms to ‘green’ standards and encourage Centre for Innovation, Business and Manufacturing; businesses that have a focus on ‘green’ outcomes. • To showcase the region to the film and The Green Business Incubator concept was the subject of a television industry; Round Table discussion with Herbert Girardet, the Premier’s Inaugural Thinker in Residence. • To negotiate with the Department of Premier and Cabinet regarding access to participants in the FoodSA Thinkers in Residence Program; The Office for the Southern Suburbs, in partnership with Food South Australia, is working on a project to look at ways to progress the food industry in the region. The project will examine a range of possible options that will help the food industry innovate and bridge the gap between cottage and commercial viability. These options 46 are likely to include: OFFICE OF THE NORTH FUNCTIONS The functions of the Office of the North are to: INTRODUCTION • Support and implement the work of the Northern Adelaide is a key economic, social and Northern Partnership; environmental region of South Australia with its diverse and talented community, the automotive and defence based • Enable Government policy commitments to the north to advanced manufacturing and applied research industries, be realised through whole-of-government solutions; and the rich resources of the northern Adelaide plains. • Ensure joint ownership and solutions between state Northern Adelaide is also the focus of significant trials in government, Local Government, industry and water and waste recycling, and in potentially significant the community; green energy initiatives. • Promote and support regional initiatives and lead Despite this potential for growth and prosperity, too many economic and social development through a more northern residents, families and communities are strategic approach; disadvantaged and experience difficulty in accessing the • Create strong working relationships with local opportunities available in the north. It is therefore important businesses to support and expand established to ensure greater investment, employment and opportunity industries and attract new businesses, particularly in the north and also to enable northern residents, their in the export area; families and communities to enjoy the benefits of development. • Ensure better services for the community in the northern region through better coordination and To take advantage of the opportunities and meet the integration of health, housing, education, policing challenges of the northern region, the State and Local and family support services; and Governments have agreed to work in close collaboration within an overall strategic framework. This partnership is • Assist communities, schools and training providers to known as the Northern Partnership. work together to improve skill formation and learning outcomes in schools, TAFE and universities with The key responsibilities of the Office of the North are to concomitant improvements in employment outcomes. support the Northern Partnership and to develop and progress the State Government’s desire to rebuild and Through the Northern Partnership, the Office of the North enhance the northern metropolitan region through has five-year objectives and targets in the five focus economic and social development and sustainable areas of: environmental management. • Economic Development; The Office of the North was opened on 4 November 2002. • Housing and Urban Regeneration;

OBJECTIVES • Families, Children and Community; • Environment; and The objectives of the Northern Partnership are: • Governance. • To promote and support the relationships between State Government and its agencies and the northern Councils; • To promote and support regional initiatives; and • To lead economic, social and environmental development within the region through the development of strategic directions and joint action by the State Government and the Councils in conjunction with other regional stakeholders.

47 STRUCTURE KEY RESULTS FOR 2002–03

The work of the Northern Partnership is managed by a Working with state and Local Government, local industry Chief Executives Group responsible to the State and community groups, the Office of the North has Government and the three participating Councils for achieved the following: achievement of the objectives of the Northern Partnership. • Established the Northern Partnership with the City of Membership of the Northern Partnership includes: Playford, the City of Salisbury and the Town of Gawler and engaged key state government agencies and the > the Department of Transport and Urban Planning; Federal Department of Transport and Regional Services > the Department of Human Services; through the Northern Partnership Chief Executives Group. > the Department of Education and Children’s Services; • In partnership with the Office of Employment, > the Department of Business, Manufacturing and Trade; established a trial employment pathway for Holden Ltd > the Department of Further Education, Employment, and automotive suppliers’ third shift to train Science and Technology; unemployed northern residents in preparation for selection. A specific training initiative with DANA > the City of Salisbury; Automotive Systems Group (a component supplier to > the City of Playford; Holden Ltd) has resulted in new jobs for local residents. Similar initiatives in aged care and childcare have > the Town of Gawler; and resulted in jobs for long-term unemployed people. > the Commonwealth Department of Transport and • The Office of the North held Northern Connexions Regional Services. Conference in March 2003. The conference engaged The Office of the North is assigned to the Department of key stakeholders to develop support for young people Transport and Urban Planning and the Chief Executive of in the north on a whole-of-government basis. DTUP is the chair of the Chief Executives Group of the • Conducted joint investigation with the City of Playford Northern Partnership. of whole-of-government strategies and business cases for the regeneration of Playford North. The Chief Executives Group reports to the City of Salisbury, the City of Playford and the Town of Gawler through their • Commenced coordination of a review of economic respective Councils and also reports to the State Cabinet development arrangements in the northern Adelaide through the Northern Ministers Group. The Northern region with the Department of Business, Ministers give strategic direction to the whole-of- Manufacturing and Trade (BMT), the Department of government work with the north and provide State Further Education, Employment, Science and Government input into the Northern Partnership. Technology (DFEEST) and the three Councils. The Northern Ministers Group consists of the Premier, the • Established a collaborative education and training Deputy Premier, the Minister for Health and the Minister for network to support education pathways with UniSA, Education and Children’s Services. The Minister for Health, the Department of Education and Children’s Services the Hon Lea Stevens is the Lead Minister of the Northern (Futures Connect and Northern High Schools Principal’s Ministers Group. Network) and Regency TAFE. The Northern Partnership is advised by an Elected • Commenced working with the food, automotive, Members Forum, which consists of the Mayors of the defence, health and aged care industries in the creation participating Councils and the State and federal members of of industry clusters to support employment and Parliament whose electorates fall within or have a training pathways. significant proportion within the northern region.

The Office of the North supports and implements the work of the Northern Partnership.

The Minister for Urban Development and Planning, the Hon Jay Weatherill, has the responsibility to drive the work of the Office of the North in implementing the government’s strategic directions for the north and the strategies established by the Northern Partnership.

48 THE WAY FORWARD 2003–04 4. Environment

The directions of the Office of the North for the next five • Stock-take current key water management initiatives years will be focused on five core areas. such as Local Government recycling of stormwater, the The 2003–04 targets are: use of the Bolivar treated effluent at Virginia, and the proposed use of stormwater and treated effluent mix at 1. Economic Development: Mawson Lakes. • Establish a Regional Education and Training Partnership • Assess the potential for the development of green of state and private high schools, TAFE, training corridors building on current greening initiatives and providers and the University of South Australia to Sustainable Regions projects. support learning pathways from school to • Investigate best sustainable greenhouse practice to higher education. increase local food production. • Pilot a ‘Connexions’ program at one high school to develop a model of supporting youth transitions. 5. Governance • Develop regional links of schools with key industry • Map existing organisations, resources and governance clusters to negotiate education and training outcomes, arrangements in the North. curriculum and school/industry relationships. • Prepare an options paper for new regional governance • Negotiate the development of integrated employment arrangements. pathways with five industry clusters and the Regional • Prepare a new regional economic development Education and Training Partnership. governance proposal for Northern Partnership Chief • Investigate the feasibility of establishing specialised Executives, and negotiate implementation with current education and training opportunities in conjunction with stakeholders. the agricultural, horticultural and viticultural industries. • Coordinate a whole-of-government regional economic development strategy, including establishment of the new northern economic development arrangements. • Establishment of an interim economic and employment development forum across the economic development agencies within the region. • Coordinate the whole-of-government support for the strategic development of Edinburgh Parks as the major driver of industry and employment development within the region. • Develop and progress a proposal for a transport inter-modal hub involving federal/state/ Local Governments and industry.

2. Housing And Urban Regeneration • Develop a whole-of-government strategy and business case for the regeneration of Playford North, using broad acre land and redeveloping existing public housing.

3. Families, Children and the Community: • Develop a whole-of-government agenda for integrated support for children and families in the North. • Establish a joint Councils/Justice/DHS/SAPOL crime prevention implementation task group to develop a Regional Crime Prevention/Community Safety strategic framework. • Undertake an audit of community infrastructure, strengths and resources.

49 REGIONAL MINISTERIAL THE WAY FORWARD 2003–04 OFFICES It is envisaged that the office will initiate a number of new projects during 2003–04. Including: INTRODUCTION • The establishment of a network to promote community The Premier has recently assigned the Regional Ministerial views and ideas to improve the lifestyle in and Offices to DTUP, in recognition of the expertise of the sustainability of River Murray Communities; Department in its management and support of • Facilitating partnerships to development a strategy for regional offices. Northern Flinders Ranges development; The offices of the Upper Spencer Gulf, Flinders Ranges and • Supporting processes to improve and streamline Outback, in Port Augusta, and The Office of the Murray, in planning processes for outback communities; Murray Bridge have recently been established. • Initiating leadership development projects to OBJECTIVE complement capacity building programs in identified regions; To provide a single point of contact for the public, civic • Developing a strategy for coordinated whole of leaders and community organisations to raise issues and Government activities and provide administrative make suggestions about State Government policies. support for such projects; and FUNCTIONS • The establishment of a resource collection for use by • Distribute State Government information and give outback communities including Government and support and advice to Ministers and their staff, non-government publications. as required. • Provide a single point of contact with the public. • Undertake projects and support the work of state government agencies, Local Government, regional development boards and community organisations.

OPERATIONS

Both offices are to work within defined geographical areas, although on occasions there may be some cross over into other regions.

KEY RESULTS FOR 2002–03

The Office of the Upper Spencer Gulf, Flinders Ranges and Outback is involved in a number of existing projects, including: • A leadership and support role in the further development of the Port Augusta social vision and action plan; • A support role in the Outback SA Government concept; • Facilitation of state government activity in relation to the Port Augusta foreshore development; and • A key role in the Northern Flinders Plan in partnership with agencies and the Northern Regional Development Board.

50 HUMAN RESOURCES

HUMAN RESOURCES

The ongoing achievement of our diverse business activities procedures and guidelines, has been developed taking is only possible by the contribution, commitment and into account public sector workforce policies, guidelines dedication of our employees, our most valuable asset. and determinations and is integrated with the TSA and TP Strategic Management Framework. The Framework During 2002–03, the Department has continued its supports the identification and development of human commitment to investing in its employees, and has made a resource management strategies designed to ensure significant contribution to improving workplace conditions, that current and future business needs and whole-of- providing access to training and development and ensuring government workforce priorities are met. a safe working environment. The Workforce Planning Framework will continue to be promulgated during 2003–04. Human Resources Management, IT and Financial Services will be amalgamated into the newly formed DTUP Corporate • A five-year strategy to refresh the technical capability of Services Agency. an ageing technical workforce has been implemented the Transport Services agency. Recruitment, training To ensure selection decisions are based on a proper and succession strategies have been developed and assessment of merit, an on-line Recruitment and Selection approved on the basis of current and future business information kit has been developed to provide support and needs that have been identified through application of guidance to selection panels. All recruitment processes are the Workforce Planning Framework. The technical closely monitored by Human Resources and Senior refreshment strategies have resulted in the Management to ensure quality outcomes are achieved. appointment of 13 people in the Technical Grades The Department aims to have a representative from Human Stream to date, with a further six appointments planned Resources or Senior Management on all selection panels. during 2003–04. This practice also ensures that unlawful discrimination and nepotism and patronage are prevented against employees • To assist the Department with the internal restructuring seeking employment in the public sector. process, a Support Services Restructuring Policy was developed to provide a consistent approach to the filling The Department of Transport and Urban Planning (DTUP) of all positions in accordance with the Commissioner’s treats all employees fairly and consistently by consulting on restructuring guidelines and practices. issues effecting staff and keeping them informed on issues affecting their workplace. QUALITY STAFFING

Public Sector diversity and equal opportunity programs have Appoint the best possible staff and manage their career been used as recruitment tools within the Department. mobility to best effect.

Avenues are provided to employees to address grievances A key strategy in long-term workforce management is and appeals. However, DTUP aims to prevent the need for regeneration through targeted recruitment and separation these processes through adequate consultation and proper packages. Within the Department there are a variety of assessment of merit and equity. services to support staff in their careers. Examples of such services and initiatives are: A safe and healthy work environment is provided to all • Senior managers across the Department monitor all employees. DTUP’s Occupational Health, Safety and recruitment and selection within their agencies to Welfare (OHS&W) system consists of clear policy direction, ensure quality outcomes. Staffing levels and position planning and consultation, implementation of strategies and requirements are continually evaluated to identify any programs, appropriate training and awareness, a inefficiency. Executive contracts also continue to be commitment to the wellbeing of employees and evaluation reviewed and evaluated when appropriate. of the system. • All contracts and appointment paperwork are continually A PLANNED WORKFORCE reviewed to ensure adequate terms and conditions of Identify the workforce that is required to meet government employment are included. This ensures that employees objectives and implement workforce strategies to address are clear about issues such as probation, termination of these requirements. employment, terms of appointment and right to further employment. All employees commencing from outside Workforce and succession planning issues such as diversity of the public sector are required to complete an and the ageing workforce are continuing to be addressed employment declaration. Management is also briefed across the Department. on their responsibilities on employees contract details.

For example: • All Human Resource Management policies, guidelines and procedures reflect the Commissioner for Public • The Department continues to pursue a strategic Employment's guidelines. The procedures apply to both approach to workforce and succession planning. As part PSM Act and Weekly Paid Award employees and aim to 53 of a corporate and business workforce planning review, ensure consistency and equity in recruitment, selection, a Workforce Planning Framework, which includes policy, employment and management practices. Particular emphasis has been placed on PSM Act Determination ‘Sylvia Birdseye Scholarship – Women in Engineering’, Number 2, Recruitment and Employment of Non- a scholarship instituted to promote and encourage Executive Employees, with human resource policies women in the engineering field by providing support to and procedures updated and training was made undergraduates studying Civil Engineering at the available for all administrative staff and managers University of South Australia. within the agencies. • During 2002–03 a review of the Department’s • The updating of Human Resource Management recruitment and selection processes was undertaken procedures to take into account the contract through a consultative process with the Office for the arrangements to attract and retain non-executive Commissioner for Public Employment, staff and employees has facilitated the approval, in accordance employee representative unions. The initial stages of with PSM Act Determination 2, of six (6) contracts with implementation of the recommendations were special conditions and one (1) contract for the purpose completed, Human Resource Management Manual of converting an ongoing position to a one to five year policies and procedures were updated in accordance contract, during the 2002–03 reporting period. with the recommendations for improvements and all employees across DTUP were advised of the • The Department’s Delegations and Authorisations improvements. Implementation of improvements will framework for PSM Act delegations were updated to continue in 2003–04. reflect the PSM Act Determinations and ensure that appropriate accountabilities are assigned in accordance GRADUATES/YOUTH EMPLOYMENT with PSM Act provisions. The Department continues to strive to recruit a range of • New graduates, from various disciplines, have been new graduates in various disciplines. Graduates were recruited across the Department. Graduates are recruited into the Department from the following disciplines provided with a comprehensive induction and development program that requires significant Engineering 11 commitment and is used to fast track their development. The program runs for approximately Commerce 5 10 months and focuses on providing graduates with Social Sciences 1 essential skills and knowledge in working within a Arts 3 public sector environment. • A total of 17 graduates were recruited into the transport The Department actively participates in youth recruitment agencies in 2002–03 compared with 22 in 2001–02. initiatives to enhance diversity in the workplace. As at 30 Two graduates from the 2002–03 intake have been June 2003 6.5 per cent of the Department’s workforce was confirmed in ongoing positions and a further two have under the age of 25 years. been successful in winning temporary promotional appointments within the Department. The Office of Local Government recruited three new graduates during the reporting period. • The Department has continued to sponsor the

Age Group Number of employees % of all % of Australian % of Australian (years) (Persons) agency employees Workforce Population Male Female Total 15-19 6 16 22 1.0 7.0 6.2 20-24 42 71 113 5.5 8.3 5.2 25-29 108 110 218 10.7 10.2 7.3 30-34 112 109 221 10.8 10.04 7.3 35-39 131 86 217 10.6 11.6 7.5 40-44 175 83 258 12.6 12.1 7.4 45-49 267 92 352 17.2 11.5 7.1 50-54 255 86 341 16.7 9.8 6.5 55-59 192 34 226 11.1 6.9 5.2 60-64 50 12 62 3.0 3.2 4.3

54 65+ 5 1 6 2.9 1 13

Total 1343 700 2043 RESPONSIVE AND SAFE EMPLOYMENT CONDITIONS VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS

Provide remuneration and other employment conditions so The Department actively promotes the 'Teleworking Policy', as to economically attract, develop and retain the best staff a family friendly policy developed to attract and retain a and ensure workplace safety. skilled workforce. The policy recognises the need for flexible working arrangements aimed at balancing work and The Department is committed to family friendly work family responsibilities. It includes initiatives such as practices and has actively worked to establish flexibility in purchased leave arrangements, job-share and part-time the workplace through the development and introduction of working arrangements. Work and Family policies. Examples of such services and initiatives are: The number of employees who have accessed the flexible working arrangements as at 30 June 2003, include: • The Department continued to provide employees with access to flexible working arrangements such as • 170 people (150 females, 20 males) on part-time purchased leave, flexible hours of duty and options for arrangements – there has been an increasing trend over part-time work. These arrangements also aim to assist the last 3 financial years in employees accessing these employees in balancing work and family commitments. arrangements with a 36 per cent increase from the previous financial year and the 2002–03 financial year • A suite of policies and procedures has been developed being the highest percentage increase ever recorded; on conditions of employment, including a leave guidelines, taking into consideration determination 6. • 17 people on purchased leave arrangements (48/52); This guideline enables a planned approach to • 28 people who have accessed paid maternity leave; employees accessing their leave entitlements and enables an appropriate balance between the • 36 people who have accessed unpaid maternity leave. organisational requirements, individual needs and responsibilities, and community obligations. • The Department continues to review and implement revised OHS&W Policies, Procedures and Action Plans to ensure that OHS&W is integrated in core business. A framework was implemented for the provision of safe and healthy working conditions for all employees. • To ensure a consistent approach to OHS&W performance improvement across the Department a Departmental OHS&W Policy Manual will be released during the reporting period by the Chief Executive for implementation by all agencies within DTUP. • The Department OHS&W intranet site is updated regularly to ensure all employees have access to the most up to date information in this area. • Consultative arrangements were reviewed and updated in line with organisational restructuring and the implementation of the corporate shared services model. • As part of the implementation of the corporate shared services model within the Department all job and person specifications for administration, finance, procurement and human resource positions were reviewed and updated to reflect business needs. • The Guidelines of Ethical Conduct was promoted to all employees and ‘Ethics’ training programs using competencies outlined in the Public Sector Training Package were provided to managers and employees.

55 LEAVE MANAGEMENT

The average number of sick leave hours taken per full-time employee (FTE) was 52.3 in 2002–03 resulting in approximately four per cent reduction the previous reporting period. The Department’s employees are able to access up to five days a year of their sick leave entitlement to provide care for family members. During 2002–03 employees accessed family carers leave on average of 3.5 hours per full time equivalent position and special leave with pay was accessed on average of 3.7 hours.

Fifteen employees in DTUP have taken some kind of purchased leave during 2002–03. There are 10 employees who are using a voluntary flexible working arrangement as at 27 June 2003, two of these employees have not yet taken any purchased leave as yet.

Leave Summary—DTUP

2000–01 2001–02 2002–03

Average Number of sick leave hours taken per FTE 46.50 54.00 52.33 Average Number of family carer leave hours taken per FTE 2.85 3.23 3.56 Average Number of hours taken as special paid leave per FTE N/A N/A 3.77

Leave Summary—Portfolio Agencies (within DTUP)

Portfolio Agencies Office of Local Passenger Transport Planning SA Transport SA (TSA) Total Government (OLG) Board (PTB) (PLSA) Transport Planning (TP) and Regional Offices

Average FTE 29 153 147 1 571 1 900 Total Sick Leave Hours 1 448 7 203 6 788 83 991 99 429 Total Carers Leave Hours 240 338 449 5 734 6 760 Total Special Leave with Pay 218 476 515 6 168 7 377 Av. per FTE (Sick) 49.91 47.23 46.11 53.46 52.33 Av. per FTE (Family) 8.27 2.21 3.05 3.65 3.56 Av. per FTE (Special) 0.00 3.12 3.50 3.93 3.77

56 OCCUPATIONAL HEALTH SAFETY AND WELFARE Throughout 2002–03, the Department continued to provide targeted corporate OHS&W programs and Commitment initiatives to ensure the provision of safe and healthy working conditions. Programs and initiatives included: The most valuable asset in the Department for Transport and Urban Planning is its people. Their health, safety and • The continuation of Employee Assistance and Wellbeing welfare are of primary importance and ranks equally with all programs. A new three-year contract was awarded post other financial and operational considerations. tender for the provision of psychological and career counselling services to employees. Several workgroups The Department is committed to achieving compliance to arranged health promotion activities targeted to the the WorkCover Exempt Employer Performance Standards needs of employees in their workgroups, such as for Self Insurers and continuous improvement of their individual health checks. OHS&W and Injury Management Systems. Strategies are in place across the Department to ensure that these standards • Throughout 2002–03, managers and supervisors were are achieved. All managers and supervisors within the provided with OHS&W corporate training courses and Department are aware of the responsibilities to their staff, general one-day OHS&W corporate training courses. their fellow workers, and themselves for worker safety in Approximately 200 people attended these one and two the workplace. day training courses in 2002–03. • Training of First Aid Officers, Health and Safety During 2002–03 internal audits of OHS&W systems were Representatives and emergency wardens undertaken across agencies. As a result many of the continued as required. policies and procedures have been reviewed and streamlined to better reflect the operations of the individual • A review of the ‘Road to Worker Safety’ CD-Rom has agencies that make up the Department. commenced and the updated CD-Rom will be reissued in the new financial year. Policy • A Driver Safety Calendar and Handbook was developed There has been significant work undertaken to refine and distributed to employees as part of a driver/driving policies and procedures for OHS&W. For example: safety awareness program that was launched in • OHS&W existing policies have been reviewed and new November 2002. Since January 2003, several policies developed and implemented and a framework presentations have been provided for employees with was implemented for the provision of safe and healthy guest speakers from the RAA and the Transport Training working conditions for all employees. Centre to raise employee awareness of driver and driving safety. • All revised policies, including a new policy on drugs and alcohol were distributed for implementation across the • The Department facilitated a conference for OHS&W Department during this reporting period. and Human Resource consultants of interstate road authorities. Delegates attended from Queensland, • Key performance indicators developed by the Office of New South Wales, Victoria and Tasmania to exchange the Commissioner for Public Employment will be information and knowledge in the management of risks incorporated into the Department systems where to workers in the road infrastructure industry. appropriate. • The Department’s Chemalert Coordinator assisted all • To ensure a consistent approach to OHS&W DTUP agencies to facilitate the implementation of the performance improvement across the Department the requirements of the Hazardous Substances Policy. OHS&W Policy Manual will be released in July 2003 by the Chief Executive. • During 2002–03, the Department signed a contract with SGIC and Health Partners that provides reduced costs • The Policy Manual will be reviewed and revised on an for employees to access health and well being annual basis. Audit criteria have been developed for all programs with these providers. of the policies so that workgroups across the Department will be able audit their compliance on an The Department continued to ensure that appropriate annual basis. consultative and support arrangements were in place: • The OHS&W Action Plan was revised. A key action in • The Department’s consultative arrangements were the plan is for all workgroups to develop relevant local reviewed and updated in line with organisational procedures and/or integrate OHS&W policy restructuring and the implementation of a corporate requirements into their core business activities. shared services model. • The Executive Director Forum, which is chaired by the Chief Executive and includes the Executive Directors of all agencies, reviews progress against the Action Plan’s performance targets on a quarterly basis with advice 57 from the Corporate Human Resource Policy group. • Consultative committees focused on implementing the relevant requirements of the Fire and Emergency Systems Policy. Emergency Planning Teams were established as required to ensure all potential threats were identified. • The OHS&W ‘Coordinators’ group met on a quarterly basis to exchange information, network and support one another in their roles of facilitating the implementation of policies, procedures and practices relating to a safe and healthy working environment. • To ensure that all plant and equipment is safe for use, significant work was undertaken to refine and develop user friendly OHS&W Plant and Equipment Identification and Assessment Procedures and additional external resource personnel were contracted to assist in the their implementation. • To ensure that all building facilities, accommodation etc meet OHS&W requirements, the Property Services Section identified and ensured that all of their processes are cross-referenced to appropriate legislation and comply with the WorkCover Performance Standards for Self Insurers. • The Department has continued to develop and implement systems to properly manage labour hire workers and contracts to ensure appropriate OHS&W processes are in place for labour hire workers in contracts. • The Hazard and Accident/Incident Reporting System (HIRS) has continued to be implemented and further work will be undertaken in 2003–04 to address any implementation issues. The majority of employees have electronic access to the system. • The number of serious incidents in the Department continues to fall, as does the number of workers compensation claims. • Injury Management Officers manage all workers compensation claims for compensation and rehabilitation in accordance with the Exempt Employer Performance Standards and standards set by the Commissioner for Public Employment. A Work-Cover audit of this area is scheduled for November 2003.

58 2002–03

1 OHS legislative requirements Number of notifiable occurrences pursuant to OHS&W Regulations Division 6.6 0 Number of notifiable injuries pursuant to OHS&W Regulations Division 6.6 0 Number of notices served pursuant to OHS&W Act s35, s39 and s40 0

2 Injury management legislative requirements Total number of employees who participated in the rehabilitation program 29 Total number of employees rehabilitated and reassigned to alternative duties 16 Total number of employees rehabilitated back to their original work 11

3WorkCover action limits Number of open claims as at 30 June 107 Percentage of workers compensation expenditure over gross annual remuneration 1.48%

4 Number of injuries Number of new workers compensation claims in the financial year 71 Number of fatalities, lost time injuries, medical treatment only (F) 0 (MTO) 29 (LTI) 42

Total number of whole working days lost 3,391

5 Cost of workers compensation Cost of new claims for financial year 106 366 Cost of all claims excluding lump sum payments 809 995 Amount paid for lump sum payments (s42, s43, s44) s42 $126 580 s43 $109 332 s44 $0

Total amount recovered from external sources (s54) $16 251 Budget allocation for workers compensation $1 508 000

6Trends (Total hours worked by employees) 3 201 452 Injury frequency rate for new lost-time injury/disease for each million hours worked .0013 Most frequent cause (mechanism) of injury Sprains/ strains Most expensive cause (mechanism) of injury Sprains/ Strains # Muscular stress while lifting Muscular stress with no objects being handled Repetitive movement low muscle loading Manual Handling Strain, Sprain Motor Vehicle Accident 59

INDIVIDUAL PERFORMANCE DEVELOPMENT

Define fair performance requirements and standards of PLANNED HUMAN RESOURCE DEVELOPMENT ethical conduct for all employees, provide support for their achievements of identified goals, review performance and Provide development opportunities for all staff on a planned provide clear feedback and agreed rewards and sanctions basis, related to performance management, so as to meet where appropriate. government and individual needs.

The Department supports fair and equitable treatment of Skills and resources are matched to business priorities people and encourages the development of performance throughout the Department. This is done through planning development programs. The programs in place are in processes. Human Resource Development is also linked to different forms, across the Department. Below are some Performance Development and Training across the examples of progress made to enhance personal Department. Examples of such services and initiatives are: performance and development by providing greater clarity of • Training and Development Plans have been developed roles, responsibilities, and accountabilities through a process across the Department to meet organisational needs. of continuous feedback. Individual needs are identified through the Performance • Employees are informed of their rights under Part 2 of Development Program and corporate investment are the PSM Act by regular provision of awareness raising targeted and training data is captured for reporting and sessions and through the promulgation of the 'Code of informing future training priorities. Conduct for SA Public Sector Employees' to all • The Department ensures that development employees. Corporate induction, an interactive web- opportunities are equitable and accessible to all based program, provides information to new employees employees by providing information on the Intranet and on these and other matters. Performance development encouraging employees to discuss their development plans facilitate discussions about expectations. as part of the Performance Development program. Avenues for complaint and appeal are also articulated. Consultative processes are commenced prior to • Training and development programs and strategies are implementation of corporate change management evaluated to ensure all interventions remain aligned to programs as outlined in the Wages Parity Agreement. the corporate direction. • The tailored performance development tool, • A review of the DTUP Executive Performance ‘Our Work, Our Future’ continued to be used across the Management Framework, which includes the policy, Department. It embraces the principles outlined in the principles and process for performance management, Commissioner’s guidelines and facilitates and supports was undertaken in 2002–03, and also included a review the planned development of employees. The individual of executive performance agreements. The Framework performance development kits provide easy to follow was subsequently developed to incorporate instructions, guiding both the employee and manager performance management requirements at senior through a process that aligns individual performance to management levels to ensure a consistent approach to agency strategy. The kits are accessible on line or in performance management across DTUP that is hard copy. integrated with, and reflects government and agency strategic priorities and activities. The resulting DTUP • Leadership competencies were developed for Executive and Senior Manager Performance senior managers, future leaders, middle and Management Framework will be implemented aspiring managers. in 2003–04. • Training sessions were undertaken on Conducting • A leadership and management program for senior effective panel interviews, preparing applications and managers and employees was implemented across curriculum vitae's and interview techniques for DTUP to improve the overall leadership and people within the Department who are affected by management capability. Thirty six (36) employees are the restructure, currently undertaking the program. • All job and person specifications for administration, • An Accelerated Development Program was developed finance, procurement and human resource positions and implemented for senior managers to assist with were reviewed and updated to reflect the business meeting workforce and succession planning needs in needs of the agencies. Over 100 position occupancies the future (developing leadership potential for were also assessed. the future). • All Human Resource consultants participated in a tailored training and development program to improve overall knowledge of the Commissioner's Strategic Human Resource Management Framework and skills in its consistent, accurate and fair application to human resource management and practice in DTUP. 61 PROTECTION OF MERIT AND EQUITY • Employees are informed about how they may access internal and external grievance resolution mechanisms. Appoint and promote staff on merit, prevent nepotism and Human Resource Management policies, processes and patronage, use workforce diversity to advantage, prevent procedures encourage resolution at the local level unlawful discrimination, address grievances and treat all wherever possible. Where formal grievances result, employees fairly. conciliation is entered into immediately to avoid prolonged formal processes wherever possible. Systems are in place across the Department to ensure people’s rights are protected. Selection policies, procedures • A Discrimination, Harassment and Bullying Policy was and practices are continually reviewed to ensure that developed and promoted outlining the Department’s selection decisions are based on merit. Examples of such commitment to, and the process involved for, the services and initiatives are: implementation and ongoing management of ethical conduct in the work environment. This was • HR Policies and Procedures have been developed to supplemented through the provision of Discrimination, ensure that selection decisions are based on proper Harassment and Bullying training sessions for assessment of merit and that employees are treated Managers and employees. Further sessions are fairly, consistently and equitably. planned for 2003–04. Recruitment processes are monitored by Senior Management and Human Resources to ensure quality • Disability Action Plans have been developed across the outcomes and that no unlawful or unjustifiable Department to ensure that legislative requirements are discrimination occurs. All employees are provided with met and that unlawful discrimination does not occur. opportunities for development and access to flexible This has also included incorporating a key action and working arrangements. objective to ensure that recruitment and selection processes do not discriminate against people • An initiative was undertaken on behalf of the Chief with disabilities. Executive of DTUP to attain a better understanding of the needs of women across various classification levels • Enterprise Bargaining Wages Parity Information within the Department and determine appropriate Sessions were made available for all employees and strategies. Information was gathered through a survey, ongoing human resource consultancy services are interviews and workshops. This initiative was provided on terms and conditions of employment. undertaken in conjunction with the 'Women in • To assist with the implementation of a corporate shared Transport Committee' that provides a strong support service model, a Restructuring Policy was developed to role for women to aspire to leadership and provide a consistent approach to the filling of all management positions within the Department. positions and to ensure that the selection principles of • Employees covered by the PSM Act participated in the merit, equity, respect and dignity were applied Commissioner’s Workforce Perspective Survey 2003 to consistently throughout the process. gain a perspective on the people management systems and practices operating in the Department. WORKFORCE DIVERSITY • During 2002–03 special recruitment schemes to The Department has a diverse workforce and actively improve employment outcomes for people from pursues the Government’s diversity principles in selection designated groups were promoted within and recruitment by considering redeployees, accessing the Department. registers of youth trainees, indigenous employees, people with disabilities and then undertaking a meritorious process • All training and consultancy tender briefs include the of selection. requirement for successful tenders to demonstrate commitment to equity and diversity. The below diversity data has been reported to the extent that it is readily available.

Total Total employees 1809 Female employees 698 % of employees who are female 38.58% Number of employees identifying as Indigenous 9 Number of employees with a permanent disability 177 Number of employees accessing family related workplace policies 174

62 CONTINUOUS IMPROVEMENT • Projects have been undertaken to:

Continuously review and improve human resource > Review the DTUP recruitment and selection policy and management structures, systems and processes so that process to improve the efficiency of the process; they facilitate government directions, draw on best practice, > Develop a Training and Development Framework to work flexibility, and adapt quickly to changing needs. provide a consistent and planned approach to training and development and to ensure overall corporate Human Resource management policies and procedures are investment is targeted and training data are captured for regularly reviewed and updated. PSM Act determinations reporting and informing future training priorities; are distributed throughout agencies through a managed distribution system. Examples of such services and > Develop an Executive and Senior Manager Performance initiatives are: Management Framework, which includes the policy, principles and process for performance management, • Strategic HR Plans are regularly reviewed to ensure they to ensure a consistent approach to reflect current agency and Government priorities. performance management. Policies and procedures, management systems and work practices are continually reviewed for > Develop a Workforce Planning Guide to assist managers effectiveness and areas for improvement are identified with workforce planning, succession planning and skill and implemented. development and retention to meet emerging business needs. • The corporate Human Resource Management Manual policies and procedures are reviewed and updated on > Review of data on the Concept HRM System was an ongoing basis to ensure that any changes in finalised, and data cleansing undertaken in preparation legislative requirements (including the standards for the implementation of the CHRIS HRM System in contained in Part 2 of the PSM Act, the requirements of August 2003. the PSM Act Determinations, and the best practice • A Technical Refreshment and Sustainment Program was guidelines in the Commissioner for Public developed in TSA as a component of Corporate Employment’s Guidelines) are reflected. In addition to Workforce Planning. this ongoing review, current HR practice was benchmarked against best HR management practice in • A Leave Policy has been developed in accordance with the wider public service and private sector. As a result the issuing of the PSM Act Determination the corporate HR Management Manual policies and Number 6 – Leave, which reflects a more modern and procedures for PSM Act and Weekly Paid employees flexible management approach. The policy has been were updated to reflect best HR management practices published and made available in the corporate Human and improve the efficiency of the delivery of HR Resource Management policies and procedures manual. services across the Department. • The People Plan Workforce Strategy is used in corporate • PSM Act Determinations are distributed throughout the planning processes within the Department. Department via a web-based system on the intranet. • A committee has been established to identify innovation • The DTUP intranet site has been redeveloped to ensure in human resource management across DTUP. the distribution of the HR Management Manuals in a user-friendly format. Information sessions are being developed for administrative staff and managers to be implemented in 2003–04. • The DTUP Public Sector Management Act Delegations and Authorisations Framework was reviewed and updated to ensure that the responsibilities for exercising delegated PSM Act authorities are assigned to an appropriate level within the organisation and adequately reflect the updated Human Resource Management Manual policies and procedures. • An internal audit was conducted of position management practices to determine compliance with the legislative and Commissioner for Public Employment’s requirements. This audit has resulted in changes to the delegations and authorisations being implemented and improved position management practices overall.

63 MONITORING AND REPORTING

Regularly monitor human resource management practices to identify trends and issues, and enable appropriate reporting and accountability.

Examples of such services and initiatives are: • Monthly and quarterly human resource management reports are submitted to the Chief Executive to enable the overall monitoring of the workforce and to identify trends and issues. The annual workforce information collection also contributes to the identification of workforce trends and issues across the Department. Significant effort has been contributed to designing the CHRIS Training and Development module. • Reporting processes are continually reviewed to ensure management is provided with relevant and timely information. • The aim of the HR database is to record information on staffing, recruitment processes and training and development. The database has improved reporting capabilities and provides quick and easy access to a range of information.

64 PUBLIC SECTOR MANAGEMENT ACT EMPLOYEES BY STREAM, LEVEL, APPOINTMENT TYPE AND GENDER as at June 2003

STREAM Ongoing Contract Contract Casual Total Short Term Long Term MFTotal M F Total M F Total M F Total M F Total ADMINISTRATIVE SERVICES Administrative Services Officers Trainees 0 7 18 25 0 0 7 18 25 ASO1 17 26 43 4 4 8 0 12 22 34 33 52 85 ASO2 95 188 283 16 45 61 2 3 3 111 238 349 ASO3 66 99 165 6 9 15 0 0 2 0 0 0 72 110 182 ASO4 64 86 150 5 5 10 1 0 1 0 0 0 70 91 161 ASO5 93 53 146 2 13 15 2 1 3 0 0 0 97 67 164 ASO6 80 43 123 2 2 4 3 2 5 0 0 0 85 47 132 ASO7 49 20 69 6 2 8 1 1 2 0 0 0 56 23 79 ASO8 23 3 26 1 2 3 2 0 2 0 0 0 26 5 31

Managers Administrative Services MAS1 1 0 1 0 0 0 1 0 1 MAS2 1 0 1 0 0 0 1 0 1 MAS3 11 3 14 0 0 0 0 0 0 0 0 0 11 3 14 Total Administrative Services 500 521 1021 49 100 149 9 8 17 12 25 37 570 654 1224

Total Operational Services 178 5 183 2 0 2 0 0 0 0 0 0 180 5 185

OPERATIONAL SERVICES Trainees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OPS1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OPS2 2 1 3 0 0 0 0 0 0 0 0 0 2 1 3 OPS3 28 0 28 2 0 2 0 0 0 0 0 0 30 0 30 OPS4 108 4 112 0 0 0 0 0 0 0 0 0 108 4 112 OPS5 22 0 22 0 0 0 0 0 0 0 0 0 22 0 22 OPS6 18 0 18 0 0 0 0 0 0 0 0 0 18 0 18 OPS7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Operational Services 178 5 183 2 0 2 0 0 0 0 0 0 180 5 185

STREAM Ongoing Contract Contract Casual Total Short Term Long Term MFTotal M F Total M F Total M F Total M F Total PROFESSIONAL SERVICES Professional Services Officers PSO1 18 10 28 7 3 10 0 0 0 0 0 0 25 13 38 PSO2 44 6 50 1 0 1 0 0 0 0 1 0 45 6 51 PSO3 37 3 40 0 0 0 0 0 0 0 0 0 37 3 40 PSO4 43 1 44 0 0 0 0 0 0 0 0 0 43 1 44 PSO5 8 0 8 0 0 0 0 0 0 0 0 0 8 0 8 Managers Professional Services MPS1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 MPS2 1 0 1 0 0 0 0 0 0 0 0 0 1 0 1 MPS3 13 0 13 0 0 0 0 0 0 0 0 0 13 0 13 Total Professional Services 164 20 184 8 3 11 0 0 0 0 0 0 172 23 195

(1) Includes employees employed through the SA Public Sector Graduate Recruitment Program 2002–03

(2) Employees to be recorded at the remuneration level they have been appointed/assigned to.

(3) This is the remaining "Other" employees. 65 PUBLIC SECTOR MANAGEMENT ACT EMPLOYEES BY STREAM, LEVEL, APPOINTMENT TYPE AND GENDER as at June 2003 (continued)

STREAM Ongoing Contract Contract Casual Total Short Term Long Term MFTotal M F Total M F Total M F Total M F Total TECHNICAL SERVICES TGO0 7 3 10 1 1 2 0 0 0 0 0 0 8 4 12 TGO1 29 2 31 1 0 1 0 0 0 0 0 0 30 2 32 TGO2 28 2 30 0 0 0 0 0 0 0 0 0 28 2 30 TGO3 41 1 42 0 0 0 0 0 0 0 0 0 41 1 42 TGO4 46 1 47 0 0 0 0 0 0 0 0 0 46 1 47 TGO5 5 0 5 0 0 0 0 0 0 0 0 0 5 0 5 Total Technical Services 156 9 165 2 1 3 0 0 0 0 0 0 158 10 168

EXECUTIVES Executive Officers EL1 0 0 0 0 00 0 0 0 000 00 0 EL2 0 0 0 0 00 0 0 0 000 00 0 EL3 0 0 0 0 00 0 0 0 000 00 0 Level A 0 0 0 2 0 2 17 4 21 0 0 0 19 4 23 Level B 0 0 0 4 0 4 4 1 5 0 0 0 8 1 9 Level C 0 0 0 1 0 1 2 1 3 0 0 0 3 1 4 Level D 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 Level E 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1 Level F 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Executive Services 00 0 707 24630000 31637

STREAM Ongoing Contract Contract Casual Total Short Term Long Term MFTotal M F Total M F Total M F Total M F Total Other Executives MLS 1P 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 MLS 2P 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 MLS 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 MLS 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 MLS 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 MLS 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Other Senior Officers 00 0 000 0 0 0 000 00 0 Total Executives 00 0 707 24630000 31637

Other Legal Officers 00 0 000 0 0 0 000 00 0 LEC 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Other (3) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL ALL STREAMS 998 555 1553 68 104 172 33 14 47 12 25 37 1111 698 1809

66 LOOKING FORWARD 2. The Extent of Implementation of Accredited Training Packages The Department is working towards a corporate services structure under a shared services model. The reorganisation Throughout 2002–03, 136 employees from across the will be completed during 2003-04 to enable a more strategic Department participated in accredited training. and consistent approach to corporate services across This included units from the Public Sector Training Package, the Department. predominantly Certificate 4 in Government, Diploma in Government and Workplace Trainer, as well as Frontline The Department will continually review its HR systems, Management from the business training package. policies and procedures to ensure that the performance Participants ranged in classification from Trainee to needs are met within the perameters of the Department’s Senior Managers. business needs. Sharing of strategies, resources and information to streamline HR reporting across the Employees also participated in customised programs aligned Department will be a priority for 2003–04. to the Public Sector Training Packages. These included Occupational, Health Safety & Welfare and Project HUMAN RESOURCE DEVELOPMENT PERFORMANCE Management programs. INDICATORS 3. The Percentage of Training Expenditure Relative to Total Performance Management within the Department is Employee Remuneration Costs managed locally within individual agencies. This provides a personal approach to performance development. The reported investment in training and development Information in this report is provided on an agency level expenditure is estimated to be 2.4 percent for the transport where it is available. agencies, .7 percent in the Office of Local Government and .5 percent in Planning SA. While the figures represents the 1. Percentage of Employees with a Documented costs in participation in programs and in some instances Development Plan program development, the figures do not include any salary costs for employees while participating in training As at 30 June 2003, 47 per cent of employees with the and development. transport agencies have individual performance development plans. The Office of Local Government has 4. Leadership and Management 100 per cent of ASO2 to ASO4 employees with Development Benchmark performance development plans and 86 per cent of ASO6, 71 per cent of ASO7, 67 per cent of ASO8 and 100 per cent The Department places priority on developing leadership of MAS3 have performance development plans in place. and management capability. 100 per cent of Planning SA staff have performance development plans in place. During 2002–03, 36 senior managers and employees commenced a customised leadership and management It is anticipated that once the implementation of the support development program aimed at building organisational services and functional reviews are completed, priority will capability. In addition, agencies continued to sponsor be given to ensuring employees have documented plans. programs such as the Accelerated Development Program for senior employees, Women in Leadership and Management Development Program for aspiring and first line managers. Employees were also supported to undertake various external programs at both a higher education and tertiary level including Exceed, Leadership SA, Public Sector Management Course, and the Public Sector Training Package.

Investment in Leadership and Management Development is estimated to be 1 percent.

67 68 STATUTORY STATEMENTS

ACCOUNT PAYMENT PERFORMANCE

In accordance with the Treasurer’s Instruction No. 11, all government agencies are required to report on a monthly basis the number and value of creditors’ accounts paid and the extent to which the accounts have been paid.

The Department has set itself a target to reach the accepted best practice benchmark of 90 per cent of accounts being paid by their due date. The Department this year has exceeded this target.

The remaining 9 per cent of invoices reflect both disputed accounts and late payment of disputed accounts.

Account payment performance Particulars Number of Percentage of Value in $A of Percentage of accounts paid accounts paid accounts paid accounts paid (by Number) (by value) Paid by due date* 60 826 86% 413 650 643 91% Paid within 30 days or less from due date 7 996 11% 35 971 837 8% Paid more than 30 days from the due date 1 944 3% 4 982 176 1%

Total 70 766 100% 454 604 656 100%

*The due date is defined as per 11.2 of the instruction. Unless there is a discount or written agreement between the public authority and the creditor, payment should be within thirty days of the date of the invoice or claim.

71 BOARDS AND COMMITTEES

In accordance with the government’s goal of 50 per cent representation of women on government boards and committees, agencies are undertaking comprehensive reviews of present membership of all boards and committees to strive to achieve this goal.

Progress towards attaining it is reported at the Ministerial portfolio level, as not all boards and committees are attributable to administrative units. In line with this, the following is a summary of the number of boards and committees and the respective gender balance attributable to the Minister’s as at 30 June 2002.

Boards and Committee gender balance Ministerial Portfolio Number of boards Average male Average female Totals and committees representation representation Minister for Transport 16 68% 32% 100% Minister for Local Government 8 53% 47% 100% Minister for Urban Development and Planning 13 69% 31% 100% Minister for Southern Suburbs 00.00% 0.00% 100% 37 63.3%(av) 36.67%(av)

The overall gender balance on boards and committees:

72 CONTRACTUAL ARRANGEMENTS

The following contractual arrangements entered into by the Department that exceed $4 million and continue beyond one year are detailed below.

Contractual arrangements

Project Description Supplier/Private Sector Participant Duration

Port River Expressway Stage 1 Bardavol Pty Ltd and York Civil 2014 – Design, construction and maintenance of – Joint Venture Stage 1 incorporating Ocean Steamers Road – Salisbury Highway/South Road Connector (including the extension of Hanson Road).

Adelaide’s Metropolitan Buses – Five-year acquisition plan. Scania Australia Pty Ltd. 2008

73 DISABILITY ACTION PLANS

The Department of Transport and Urban Planning continues OUTCOME 1 to support the initiative Promoting Independence –Disability Action Plans for South Australia." Portfolios and their agencies ensure accessibility to their services for people with disabilities. Promoting Independence provides a framework for • All new buses comply with the provisions of the agencies to develop Disability Action Plans as a key Disability Discrimination Act. strategy in meeting the requirements for the Commonwealth Disability Discrimination Act 1992 and the • When service delivery planning is undertaken South Australian Equal Opportunity Act 1984. accessibility for people with disabilities is considered. For example there is a representative from a group To achieve its objectives and vision the Department advocating on behalf of people with disabilities on the embraces the State Government’s social inclusion policies External Reference Group for the SA Transport Plan. and the Promoting Independence initiative. The State Government Reference Group for the SA Draft Transport Plan includes a representative from the Accordingly, each agency within the Department has Department of Human Services. finalised its own disability action plan. The plans are reported against and continually updated to ensure the • Building standards of the Policy Branch of Planning SA Department meets its objectives. maintain contact and consult with various disability groups in relation to provisions for access to buildings The Department is progressing towards a whole portfolio in legislation. approach to Disability Action Plans which will provide a common reporting framework for agencies. • The needs of all road users including pedestrians and those with a disability are considered in the The Department’s progress in achieving the specific development of any operational instructions relating to outcomes listed in Promoting Independence and details of infrastructure standards. The Department has how the policy has been incorporated into the developed a feedback system, which enables the input Department’s planning process is provided below. of all customers to be considered. • Safe movement across new and maintained roads includes provision of audio tactile pedestrian signals, tactile surface indicators, microwave sensors, accessible kerb ramps, footpaths, refuges islands and medians. • The employment of people with disabilities is actively encouraged across the Department. Job and person specifications are reviewed to ensure that unnecessary requirements are not stated which might tend to exclude people with disabilities. • Active links are maintained through the Office of the Commissioner for Public Employment programs to provide employment opportunities for people with disabilities through traineeships and graduate. • An audit for disability access for all Passenger Transport premises, infrastructure and conveyances used in the provision of metropolitan passenger transport services will be completed over the next reporting period. The Passenger Transport Board has called for expressions of interest to conduct the audit. • For major infrastructure projects, consultation processes enable the public to comment and provide input into decisions pertaining to design, construction and operation. All projects are required to meet the needs of people with disabilities. • All Customer Service Centres are accessible to customers and provide Disabled Persons Parking facilities. The Customer Service Centres are continually 74 assessed to ensure ease of access for people with disabilities. OUTCOME 2 OUTCOME 3

Portfolios and their agencies ensure information about their Portfolios and their Agencies deliver advice or services to services and programs is inclusive of people with people with disabilities with awareness and understanding disabilities. of issues affecting people with disabilities. • The Disability Discrimination Policy and agency Disability • The Department continues to provide a range of Action Plans are in place to ensure that people with education and awareness activities to increase staff disabilities are treated equally and fairly. The process awareness on access and participation issues related to and medium for the dissemination of information, people with disabilities. publications and programs to people with disabilities are • Customer service centres provide a range of taken into consideration at all times. mechanisms to ensure services are inclusive, • Strategies are in place to ensure information about for example: services and programs are inclusive of people with > Language and sign interpreters to meet the needs of disabilities and include the production of information in hearing or language challenged customers; the electronic media (radio and television), direct mail outs and provision of advice and information via the > Ready and easy access for persons in wheelchairs or Internet to targeted interest groups. Information that is for persons who are mobility disadvantaged including made available on Internet sites is provided in plain ramps, sliding doors, location of public phones and English and consistent formats. writing tables at an accessible level to those in wheelchairs; and • Vision impaired groups are consulted over destination signs. > The provision of parking for people with disabilities where possible. • Audio-tapes are available for road rule information and oral testing facilities for learners permits are provided to • The Department includes the use of key stakeholder cater for people with intellectual disabilities and clients reference groups in its planning. Where appropriate, with literacy disabilities. these reference groups include disability stakeholder representatives from groups such as the Royal Society • Customer Service Centre Managers liaise with key for the Blind and the Guide Dogs Association. These groups within the community to ensure information groups are consulted during the development of about the Department’s services are inclusive of people relevant strategies, such as the walking strategy, prior with disabilities. Managers personally present to wider community consultation. information to these key groups

75 OUTCOME 4 OUTCOME 5

Portfolios and their agencies provide opportunities for Each portfolio chief executive will ensure that their portfolio consultation with people with disabilities in decision-making has met the requirements of the Disability Discrimination processes regarding service delivery and in the Act and the Equal Opportunity Act. implementation of complaints and grievance mechanisms. • The Department has been active in attending whole-of- • The Department has a range of consultation processes government workshops and external forums to ensure in place to ensure consultation occurs in relation to that Disability Action Plans meet the requirements of accessibility in the implementation, operation and the Disability Discrimination Act. evaluation of transport facilities and infrastructure. • One of the strategic priorities for the Department is to • Where consultation processes take place across the ‘Meet changing community expectations by providing Department, the Department includes affected groups accessible, quality transaction options’. This priority in the consultation. Key documents are provided in has been achieved by providing accessible services to formats that are easily accessible and in a format that the community, online registration renewals being is user friendly. an example. • Consultation was held with key stakeholders to identify • The impact of Disability Actions Plans has been any amendments or additions to Transport SA’s positive. As a result of the implementation, staff are Disability Action Plan to ensure that both internal and aware of their obligations as South Australian external customers and employees needs are Government employees and are more alert of the considered in accordance with the considerations which need to be taken into account Disability Discrimination Act. when planning business, providing services or evaluating policies and procedures. • All key stakeholders are adequately engaged in any projects undertaken by the Department. If disability groups are part of the identified group of stakeholders, then they are effectively included in the consultation process. For example Planning SA maintains contact and often consults with various disability groups to enhance provisions for access to buildings through legislation. • Discrimination procedures which clearly outline the support mechanisms and options available to employees in how to deal with complaints has been promoted to managers and employees of the Department. • The Department provides opportunities for consultation with people with disabilities in its decision-making processes pertaining to service delivery and in the implementation of complaints and grievance mechanisms.

76 FREEDOM OF INFORMATION STATEMENT

INTRODUCTION community and Local Government for the benefit of South Australia. It has numerous customers in the areas of urban This statement is published in accordance with Section 9(2) and regional planning, transport, cultural development and of the Freedom of Information Act 1991. Local Government relations. DTUP’s customers and Copies are available free from: stakeholders are identified as: • The South Australian Community Freedom of Information Officer • The Ministers and Cabinet Department of Transport and Urban Planning • State and Commonwealth Government Agencies Level 12, Roma Mitchell House • Local Government 136 North Terrace • Professional bodies, peak industry groups and special ADELAIDE SA 5000 interest groups representing the areas of : > Planning and Development > Local Government STRUCTURE AND FUNCTIONS > Transport > Community Groups The Department of Transport and Urban Planning is responsible to four Ministers and is comprised of the EFFECT OF THE AGENCY’S FUNCTIONS ON MEMBERS following agencies: OF THE PUBLIC

• The Passenger Transport Board, Transport Services and In accordance with the Government of South Australia’s Transport Planning (Minister for Transport) – responsible stated agenda for open and accountable government, it is for providing leadership in the development of the DTUP’s role to: State’s transport policy and strategy, as well as the management of the transport system and its many • Plan effectively to facilitate economic growth and social uses. well being; • Planning SA (Minister for Urban Development & • Increase the effectiveness of public transport in terms Planning) – responsible for the facilitation of balanced of both patronage and social inclusion; development and enhancement of the State’s • Maximise the contribution of transport to the competitive advantage through an integrated system of South Australian economy; strategic planning, development policy and development assessment supported by strategic information • Increase the effective working relationship between systems. State and Local Government; • Office of the North (Minister for Urban Development • Encourage environmental sustainability; and and Planning) – responsible for the development, co- • Encourage social inclusion initiatives throughout ordination and implementation of social, environmental the Department. and economic initiatives. The Department’s vision is to strive to enhance the quality • Office of Local Government (Minister for Local of life for South Australians, to consolidate Adelaide’s Government) – responsible for providing advice and reputation as a clean, creative and vibrant city, and to support to the Minister for Local Government in relation support economic prosperity and jobs. to the exercise of his statutory responsibilities for Local Government under the legislation committed to the The mission of the Department is to be an energetic Minister. organisation that achieves the vision by being flexible and • Office for the Southern Suburbs (Minister for the responsive to the needs of the community. Southern Suburbs) responsible for the development, co-ordination and implementation of social, environmental and economic initiatives.

The Departmental structure provides an effective administrative means for integrating urban and regional development, Local Government initiatives, and transport infrastructure and service provision for South Australia, as well as promoting and encouraging participation of disadvantaged and community groups in decision-making forums.

The Department works in partnership with business, the 77 ARRANGEMENTS FOR PUBLIC PARTICIPATION IN ACCESS ARRANGEMENTS, PROCEDURES, AND POLICY FORMATION POINTS OF CONTACT

DTUP involves the public in policy formation in a number of Applications under the Freedom of Information Act for ways. Consultation occurs with consumer groups through access to documents in the possession of DTUP should be ad-hoc community surveys, community liaison sessions, in writing and be accompanied by the prescribed application and agency promotional activities. fee and directed to the Freedom of Information officer of the respective agency. A list of agencies and their contact Agencies within the Department regularly consult with details is provided in the back cover of this report. members of the public regarding a wide range of issues relating to the business roles of the entities. A reduction in the fee payable may be applicable in certain circumstances. DESCRIPTION OF THE KINDS OF DOCUMENTS HELD BY THE DEPARTMENT

DTUP’s documents fall broadly into the following categories: • Corporate files containing correspondence, memoranda and minutes etc on all aspects of the Department’s operations; • Policies, procedures and guidelines prescribing the way various activities are to be performed; • Personnel files relating to DTUP’s employees; • Plans and drawings detailing the infrastructure maintained by DTUP; • Asset management agreements and related records; • Prosecution records; • Records relating to the registration of vehicles, boats etc; • Records relating to the licensing of vehicle and boat drivers; • Road projects (development, maintenance, upgrade etc); • Records relating to development applications, environmental impact statements, plan amendment reports; • Accounting and financial records relating to the running of the Department; and • Contracts.

The bulk of these are arranged in hard-copy format, although some are stored electronically or in microform. The listing of these categories does not necessarily imply that all documents falling into the categories are accessible in full or in part under the Act.

78 OVERSEAS TRAVEL

During 2002–03, 13 officers from the Department were required to travel overseas as part of their employment at a total cost of $108 579 to the Department. The reasons for travel are summarised below and are as diverse as the operations of the Department. This information has been prepared in accordance with the Public Sector Management Act 1995 Direction No. 9.

The Department’s financial support for this travel varied from full payment (salary, airfares and living expenses) to various degrees of assistance, offset by approximately $120 902 of other private and public sector contributions.

No. of Destination Reason for Travel Total cost to Employees the Department 1 Denmark, Germany, Participate in Asphalt Study Tour to Europe. $15 380 The Netherlands, France, England 1 The Netherlands Attend meeting of World Road Association (PIARC) $7 007 Technical Committee on road surface characteristics. 1 United Kingdom, Attend meeting of World Road Association (PIARC) $10 334 France Technical Committee on Inter-urban Roads and Transport. Meetings with transport officials to discuss common Road and Transport Issues. 1 South Africa Attend and present paper at the International Mobility Conference. $5 400 1 Senegal Attend meeting of World Road Association (PIARC) $15 133 Technical Committee on Inter-urban Roads and Transport. 1Nagoya, Japan To attend the 18th International Technical Conference $3 063 on the Enhanced Safety of Vehicles. 1Auckland, To market an Adelaide Auckland Air Service to New Zealand. $1 177 New Zealand 1 Kuala Lumpur Guest Speaker at the Asia Pacific Food Safety and $2 220 and Singapore Quality Conference (Kuala Lumpur). Presented case for Export Cold Chain improvements to Logistics and Services. Development of Cold Chain Centre Concept. 1 Chicago, USA. Attend 9th World Congress on Intelligent Transport Systems. $5 500

1Brussels Attend International Programme Committee meeting $5 987 and California on Intelligent Transport Systems and visit Californian Department of Transport to discuss Rail Level Crossing Program. 1 South Africa South African Local Government Capacity Building Project Nil – National Treasury Project. 1 South Africa Australia – South Africa Local Government Partnership. Nil

1 London, Travel with Minister to meet experts and visit $22 723 Copenhagen, Paris, examples of urban regeneration and sustainable Strasbourg, Freiberg, development projects. and Zurich 1 UK, France, Ireland Travel with Minister to meet experts in public transport $14 655 and public/private partnerships.

79 ENERGY EFFICIENCY ACTION PLAN REPORT

INTRODUCTION capital cost of $973 574 and a 5–7 year payback period. This option has guaranteed dollar savings of $183 039 In November 2001 Cabinet approved the Government per annum (30 per cent reduction in cost) and Energy Efficiency Action Plan, a comprehensive whole-of- guaranteed reductions in greenhouse gas emissions of Government energy management program that will 1028 tonnes per annum (25 per cent reduction). improve energy efficiency and reduce costs across all sectors of the government’s operations. The plan was • The strongest benefit of Energy Performance officially launched by the Premier on 3 May 2002. Contracting is the fact that the reduction in energy costs, greenhouse gas emissions and reduction in Agencies are now accountable for managing their energy operating costs, such as maintenance, are all use and are required to report on energy use and progress guaranteed by the ESCO. Additionally, the in meeting target reductions. The following report improvement in internal management processes should addresses the requirements of the action plan. ensure that the reductions are sustained over the long-term. KEY RESULTS IN 2002–03 ON ENERGY USE TSA Traffic Signals: Light Emitting Diode (LED) Program Electricity consumption (metered) for the 2002–03 year has reduced by 6.9 per cent in comparison to the baseline year • The Department has received funding of $3 million for of 2000–01. This reduction can be attributed to an the 2003–04 financial year and $3.1 million for the increased awareness of the need to manage our energy 2004–05 year to undertake its traffic signal lantern and due to proactive steps already taken with various replacement program. projects and initiatives throughout the Department. • The Light Emitting Diode (LED) technology allows It is expected that the Energy Performance Contract at sustainable cost savings to be achieved by reducing Walkerville and the Traffic Light Signal LED conversion energy consumption by 80 per cent and reducing project, will further enhance our ability to reduce energy greenhouse gasses by eight per cent or 3700 tonnes consumption and contribute to further savings. per annum. • The program also contributes to a safer road Expenditure on electricity has increased by 4.6 per cent in environment because LED lanterns are much brighter. relation to the baseline year; however, it has exceeded the DTUP target for electricity (2002–03 year) by $617 072 in a • In addition to energy consumption savings, there are budget of $6 976 662. also anticipated savings from reduced maintenance as the LED lantern has a longer life and requires A comparison of actual electricity expenditure between the replacement less often then the existing lanterns. 2002–03 year and the previous reporting period (2001–02), after adjusting for agencies no longer in the portfolio (Arts • The LED manufacturing industry is currently relatively SA, Office for the Status of Women) shows a significant immature and this project provides considerable decrease in annual expenditure of 9.3 per cent. opportunity to develop the industry. TSA will be working in consultation with the Department of SIGNIFICANT ENERGY MANAGEMENT ACHIEVEMENTS Industry and Trade as a part of the industry development process. Energy Performance Contract (EPC) • Full replacement of the traffic signal lanterns is • The Department is the first Government Department to expected to cost $6.1 million. This is part of a two-year pilot EPC. The EPC is a contract in which the Energy accelerated replacement program. Services Company (ESCO) guarantee the energy savings resulting from the project. The ESCo is also Bus Acquisition Program responsible for identifying the savings. The guaranteed • TSA has entered into a five-year contract for the supply savings pay for the capital investment required to save and delivery of approximately 169 buses comprising a energy. The ESCo is required to re-pay any savings mix of diesel (41 buses) and Compressed Natural Gas shortfall, should this occur. (CNG) (128 buses). The increased use of CNG buses • The EPC pilot project is being undertaken in the will contribute to Sustainable Adelaide initiatives. Walkerville building, which has an annual consumption • The Labor Government’s sustainable energy policy for of approximately 3500 MWH per annum and an annual South Australia, which links with the National cost of $451 000. Greenhouse Gas Strategy, supports the purchase of • The EPC focused on heating, ventilation and air- CNG buses. conditioning system (HVAC), lighting, building • By comparison to Diesel, CNG is the preferred fuel on management system (BMS) and water. Three options the basis that: were presented to management with varying costs and 80 payback periods. Option two was chosen, which has a • Life cycle costs for CNG buses are clearly lower than for Diesel buses. • A comparison of emissions from CNG and Diesel STAFF AWARENESS AND powered buses, clearly shows significant advantages by PORTFOLIO-WIDE PROGRAMS using CNG fuel. • For Energy Action Week last year, an operational traffic • The Department has also applied to the Australian light display was set up in the front foyer of the Greenhouse Office (AGO) for a grant under the Walkerville building, showing the difference between Alternative Fuels Grant Scheme for purchase of the old traffic light lantern and the new LED lanterns. CNG buses. The display was also accompanied by a display board showing a map of current LED lanterns across metro • Diesel buses are being progressively upgraded to meet Adelaide, and provided details on the potential reduction strict environmental targets during the life of in greenhouse gases, capital costs and savings incurred this contract, by converting to LED lanterns. OTHER ACHIEVEMENTS AGAINST THE ACTION PLAN • Posters and stickers on saving energy and promoting • The Department secured 40 engineering hours allocated energy awareness were distributed across the as part of the value added services for the whole-of- Department. government contract with AGL. • Nominated energy officers across the Department The engineering hours have been used to further collect monthly energy data. The collection of monthly examine the recommendations and findings from a data not only speeds up the end-of-year data collection Level 1 energy audit that was conducted at the Walkley process, but also enables agencies to monitor their own Heights (northern site). The engineering hours looked at consumption and thereby be proactive regarding the potential opportunities for saving money and reducing initiation of energy reduction measures. greenhouse gas emissions through the air-conditioning systems and lighting. • TransAdelaide has had preliminary discussions with Energy SA regarding the possibility of using bio-diesel • The Department has opted to move from KILOWATT on trains. tariff to KVA tariff for the Walkerville building. Although this change was instigated in the 2002–03 financial year, the conversion only commenced in July 2003. The conversion should result in savings of $11 000 annually. This figure is over and above the savings reported earlier with respect to the Energy Performance Contract. • The Department has made savings of $5 280 by providing funding for Energy SA’s Energy Efficiency Advisory Service for the provision of services rendered for the following financial year. Under the requirements of the Energy Efficiency Action Plan, agencies are required to monitor the operation of premises, identify inefficiencies and to fund and implement appropriate remedial action. Additionally, agencies are required to undertake energy audits of all building assets where costs exceed $50 000 per annum, at least once every five years. By providing funding up front, we have secured advisory services at the rate of $30 ph, instead of the market rate of $140 ph. • A Level 2 energy audit commenced at our Regency Park Site. A Level 2 audit seeks clear recommendations for energy and cost saving measures that identifies the associated costs and benefits. The focus of the audit was broad and covered the areas of: > Office equipment; > Lighting; > Energy Management Practices; > HVAC and hot water systems; 81 > Consideration of the building fabric, site services, their controls and major energy using processes. ENERGY DATA AND OTHER ENERGY RELATED INFORMATION

The Department’s energy information is currently being recorded on the DTUP intranet site. The site records energy consumption and dollar spend in spreadsheet form, for all sites consuming in excess of 160 MWH. Information is available for the last three financial years. The spreadsheet also shows a graphical representation of the same data and also how each site is progressing against the Government Energy Reduction Targets.

For the 2002–03 financial year the intranet site also hosts a spreadsheet that shows progress of both consumption and expenditure (for sites in excess of 160 MWH’s) against the Treasury budget allocation for each site. This is also graphically represented with expenditure shown against the budget allocation and graphs showing monthly and cumulative variances.

The intranet also has a page providing links to the Internet under various categories. The categories are: Energy Saving Tips, 82 Full Retail Contestability, Links for Kids, Summer Energy Savers & other interesting articles. TABLE OF ENERGY USE ENERGY USE ENERGY USE EXPENDITURE GHG EMISSIONS (Kwh) (GJ) ($) (kgs Co2) Base Year 2000–01 - Public Transport 12 976 519 46 715 1 507 025 14 390 960 - Planning 450 308 1 621 58 796 499 392 - PTB 327 690 1 180 42 600 363 408 - OCE 64 903 234 8 291 71 977 - Minister's Office 58 064 209 7 336 64 393 - R&L 1 216 205 4 378 174 647 1,348 771 - TSA metered contestable sites 7 398 802 26 636 908 706 8 205 271 - TSA metered non-contestable 3 073 439 11 064 479 656 3 408 444 - TSA tariffed road lighting* 16 533 366 59 520 3 012 172 18 335 503 - TSA tarrifed traffic signals* 6 125 873 22 053 943 335 6 793 593 - TSA ferry operations 36 800 132 5 431 40 811

Total Electricity 00–01 48 261 969 173 743 7 147 995 53 522 524

- TSA Unleaded Fuel LITRES 1 215 823 41 581 992 974 2 747 760 - TSA Distillate LITRES 2 981 874 115 100 2 501 681 8 021 241 - Public Transport - Petrol LITRES 116 606 3 988 94 334 263 530 - Public Transport - Distillate LITRES 23 241 380 897 117 19 336 067 62 519 312 - Public Transport - CNG - MEGAJOULES 203 764 520 203 765 2 225 118 11 084 790 - Public Transport - LPG - MEGAJOULES 59 664 1 193

TOTAL ALL ENERGY 00–01 75 817 652 1 231 530 30 073 051 127 074 367

Year Being Reported - 02–03 - Public Transport 12 499 562 44 998 1 539 391 13 862 014 - Planning 537 740 1 936 76 877 596 354 - PTB 253 234 912 36 200 280 837 - OCE 61 082 220 8 720 67 740 - Minister's Office 63 470 228 8 256 70 388 - R&L 169 386 610 27 700 187 849 - Office of the North 0 0 0 0 - Office of the South 6 474 23 928 7 180 - Office of Local Government 29 319 106 4 111 32 515 - TSA metered sites 10 183 033 36 659 1 631 066 11 292 984 - tariffed road lighting* 15 881 860 57 175 3 135 028 17 612 983 - tariffed traffic signals* 6 239 000 22 460 1 120 000 6 919 051 - ferry operations 31 220 112 5 457 34 623

Total Electricity 02–03 45 955 380 165 439 7 593 734 50 964 516

- TSA Unleaded Fuel LITRES 1 195 312 40 880 1 048 524 2 701 405 - TSA Distillate LITRES 2 573 887 99 352 1 965 666 6 923 756 - TSA LPG LITRES 23 248 795 10 038 52 540 - Public Transport Petrol LITRES 183,304 6 269 147 161 414 267 - Public Transport Distillate LITRES 23 614 325 911 513 19 131 521 63 522 534 - Public Transport - CNG - MEGAJOULES 293 142 181 293 142 3 526 410 15 946 935 - Public Transport - LPG - MEGAJOULES 135 372 2 707

TOTAL ALL ENERGY 02–03 73 545 456 1 224 050 29 896 644 124 578 019 DTUPA Target (02–03 electricity only) 47 105 154 169 579 6 976 662 52 239 627 DTUPA Target (2010 electricity only) 41 022 614 147 681 6 075 787 45 494 153 % change from baseline year ( 00–01) – metered electricity only 02–03 -6.9% -6.9% -4.6% -6.9% 83 CORPORATE GOVERNANCE

While the Office of the Chief Executive maintains a high- POLICIES AND PROCEDURES level corporate governance role, the structure for decision- making within the Department requires its various The Department has been working to consolidate policies businesses to maintain effective corporate governance and procedures in a standard format that are easily available policies and processes. These arrangements support to employees. This has meant adopting improved effective accountability at the executive level for technologies to strategically manage and make available performance outcomes within the Department. During the Departmental documents. This has resulted in the greater reporting period significant organisational structural changes use of Internet based technology for the dissemination of took place. These enable a more responsive approach to key information and policies. the delivery of services. The changes have modified FINANCIAL MANAGEMENT previous accountability frameworks, as the Department moves towards improved efficiencies in its operations and In line with Departmental structural changes, the support services. Department is adopting improved practices to provide assurance that resources are being managed efficiently and To meet public expectations and the Government’s policy effectively. These include regular monitoring and reporting for a more transparent and accountable public sector, the of progress against budgets and operational plans. Department has focused on the redesign and implementation of more transparent and robust corporate GOVERNANCE REVIEW support services and governance processes. Key elements include: To complement the Department’s ongoing initiatives, assurance reviews of corporate governance processes and HUMAN RESOURCES MANAGEMENT procedures such as delegations and legislative requirements are being undertaken. In line with the shared Following a review by Internal Audit the Department has services approach, improvements and efficiencies flowing revised its human resources policies and practices to better from these reviews have been promulgated to meet the requirements of the Commissioner for Public other agencies. Employment. In addition, the delivery of human resource services has been updated and redesigned to provide end- FRAUD DETECTION AND INTERNAL AUDIT to-end processing in support of the efficiencies identified in the Project for Support Services. The Department maintains an Internal Audit resource to provide assurance concerning the effectiveness of agency RISK MANAGEMENT AND INFORMATION SECURITY internal controls and support for risk management within the agency. Formal and structured risk management processes have been adopted across key areas of the Department. During 2002–03, the Internal Audit team received and The objective of these activities has been to integrate risk investigated 35 separate reports concerning Whistle Blower management into the normal business of the Department. complaints and other allegations. Audit investigation of To facilitate these activities, comprehensive risk reviews these reports resulted in one matter being dealt with in a have been undertaken and the results documented. formal disciplinary inquiry and another matter being referred This approach has been used as a model by other to the SA Police. government agencies.

The Department has also instigated a steering committee to oversee the application of the government’s Information Security Management Framework. In line with this initiative, Internal Audit has commenced a formal risk assessment of systems and information across the Department.

CONTRACTING AND PROCUREMENT

A review of purchasing arrangements including credit card usage has occurred in conjunction with Internal Audit. The Department is implementing an electronic E-procurement solution with the aim of improving procurement efficiencies, accountabilities and reporting. To support these initiatives, the agency has developed an extensive training program for its revised procurement policies and procedures. 84 NATIONAL COMPETITION POLICY

In April 1995, the Commonwealth and all State and Territory Further information of National Competition Policy can be governments entered into three inter-governmental accessed from the National Competition Council website at agreements concerning National Competition Policy. www.ncc.gov.au Those agreements were the Conduct Code Agreement, the Competition Principles Agreement and the agreement to The report to the National Competition Council – Implement the National Competition Policy and Implementation of National Competition Policy and Related Related Reforms. Reforms in SA – March 2002 is available at the Department of the Premier and Cabinet website at The agreement to Implement the National Competition www.premcab.sa.gov.au/html/natcomp1.html. Policy and Related Reforms provides for certain payments to be made to the States and Territories, on the condition Competitive neutrality complaints should be directed to the: that reforms set out in the agreement are implemented. Competition Complaints Commissioner The Conduct Code agreement concerned the application of Department of the Premier and Cabinet the Competition Code of Part IV of the Trade Practices Act Level 14 1974 to all business activities. Previously, the Act exempted State Administration Centre State Government business activities. The necessary 200 Victoria Square legislation to implement this agreement was enacted by Adelaide SA 5000 Commonwealth and State Governments in 1996. Telephone: (08) 8226 0903 The Competition Principles Agreement concerns policies Facsimile: (08) 8226 1111 and principles affecting government business. This agreement requires review and, where appropriate, reform of legislation that restricts competition. Legislation that has been identified as restricting competition has been reviewed or is currently under review and legislative reform, where appropriate, will follow.

The Competition Principles Agreement also requires the State Government to apply competitive neutrality policy and principles to its significant business activities. These principles were proclaimed under the Government Business Enterprise (Competition) Act 1996 in May 1997 to be corporatisation, tax equivalence, debt guarantee, private sector equivalent regulation and cost effective pricing. The Department of the Premier and Cabinet was provided with details of significant business activities and the competitive neutrality principles that are applied to them.

85 RECONCILIATION

The Department of Transport and Urban Planning is already undertaken within the Department or due to proactive in its commitment to Reconciliation. commence. The Department’s Reconciliation group has representatives from across the Department as well as receiving continued RECONCILIATION WEEK support from the Office of the Status of Women The Department, through financial support to the and Arts SA. Reconciliation conference, actively supported Reconciliation The Chief Executive and Executive Directors of the Week. DTUP has contracted an Aboriginal business Department have agreed to the direction of the promoted at the conference to complete artwork and Reconciliation group and support has been given to many printing for the reconciliation statement. initiatives since the group’s inception. The group was DTUP also displayed images of Aboriginal people and established to: culture throughout the Roma Mitchell Building during • Ensure Reconciliation activities and initiatives take a Reconciliation week. high priority in DTUP; and THE WAY FORWARD • Develop a strategy which identifies priorities and achievable initiatives in line with the priorities identified The focus for reconciliation during the next reporting period across the SA Government. will be the continued implementation of the whole-of- government workplan and employment strategy, together RECONCILIATION STATEMENT with a greater emphasis on providing staff with opportunities to access cultural awareness training. The Chief Executive and Executive Directors of DTUP endorsed the Department’s Reconciliation statement. The statement was released to all staff during Reconciliation Week. The artwork for the statement has been completed and the statement will be reproduced and displayed at all customer service areas across the Department.

ACKNOWLEDGEMENT OF COUNTRY

The DTUP acknowledgment of country document was developed in consultation with agencies and Aboriginal people throughout the Department. The document was formally endorsed by the Chief Executive and Executive Directors and was also released during Reconciliation Week. The acknowledgment of country will be a standard opening feature at all major meetings held throughout DTUP.

EMPLOYMENT STRATEGY

During 2002 DTUP employed an Aboriginal project officer to complete research work to support an Aboriginal employment strategy. Further work has been completed and the strategy and its outcomes have been aligned with those of the whole-of-government employment strategy. HR practitioners are working on implementation issues associated with the strategy.

CULTURAL AWARENESS

Cultural awareness will continue to be a focus for the Department and further initiatives will be implemented across the Department during 2003–04

WORKPLAN

The whole-of-government workplan has been adopted by DTUP, with many of the items for action being either 86 CONSULTANCIES

The following tables display the Department’s expenditure on consultancies during the 2002–03 financial year. The division used for reporting consultancies is below $10 000, $10 001–$50 000 and above $50 001 and refers to the estimated value at the time of letting the consultancy.

The year to date column depicts the amount actually spent on the respective consultancies during the reporting period. Payments on some of the larger consultancies are spread over a number of financial years, congruent with the nature of the project as it is delivered.

The consultancies listed below reflect the aggregate number of consultancies, which payments were made during 2002–03 for the Department, including those made from the Planning and Development Fund. These have been identified for ease of reference back to the respective Notes to and Forming Part of the Financial Statements.

Value of Consultancies Let No. of No. of 2001–02 2002–03 Consultancies Consultancies Expenditure Expenditure 2001–02 2002–03 Below $10 000 6 11 23, 000 34,000 $10 000 –$50 000 8 5 134, 000 107,000 Above $50 001 9 2 686, 000 22,000

Total 23 18 843, 000 163,000

NOTE: The divisions used for reporting consultancies refer to the estimated value at the time of letting the consultancy. Therefore, although the amount spent in the above $50k category is only $22k, at the time of letting the consultancies, the estimated cost was $195k for 2002–03.

These figures represent consultancies let for the following agencies: • Transport SA; • Planning SA (does not include Planning and Development Fund);and • Office of Local Government.

87 Below $10 000 Number of consultancies in this category: 11

MJL People Dynamics Facilitation of Planning Day

MIC Research Consultants Pty Ltd Submission into ‘Cost Shifting Inquiry’ Report.

Prof Graeme Hugo-Commission from University of Adelaide A report on recent age-specific fertility trends at the state, statistical and SLA level.

Prof Graeme Hugo-Commission from University of Adelaide A study of recent trends in international, interstate and intra-state migration in South Australia.

Dr Gour Dasvarma-Commission from Flinders University A critique of the ABS mortality and causes of death model for Australia and South Australia.

Mr Jim Cooper-Commission from Demographics Australia. Workbook for PROJREG software development.

Woodburn Associates Site inspections, examination of documents, discussion with parties assisting Macag’s development proposal.

Lincoln Scott Review of the air-conditioning services at the Star of Greece restaurant.

Parmac House Pty. Ltd Assessment report to the Development Assessment Commission addresses policies and issues raised.

Alistair Tuttle Investigation of planning policy controls for retail centres.

Between $10 001 and $50 000

Number of consultancies in this category: 5

Independent Reference Group Minister’s Local Government Forum.

Demographics Australia Pty Ltd-Mr Jim Cooper. Update of Small Area Age-Sex Population Projection System and workbook software.

Market Equity Pty Ltd A market research company to canvass opinions from the public on what is important to the sense of place from metropolitan Adelaide.

Market Equity Pty Ltd Public Consultation Focus Group, studying the advantage of living and working in Adelaide.

Sinclair Knight Merz. Preparing an economic framework and tools for use within DTUP.

Above $50 000

Number of consultancies in this category: 2

KPMG Glenelg Tram Replacement.

PSI Consulting Port River Expressway-Probity Advice

88 FINANCIAL PAGES

CONSOLIDATED STATEMENTS

Financial Overview

For the purposes of reviewing the Department's financial performance, the actual results for 2002-03 have been compared to its estimated outcome set in May 2003 as part of the State Budget.

The following tables provide summaries of the Statement of Financial Performance, Statement of Financial Position and Statement of Cash Flows that compare the budget for 2002-03, the results for 2002-03 and the results for 2001-02. The detailed Financial Statements reflecting the actual results for 2002-03 appear later in this report.

SUMMARY STATEMENT OF FINANCIAL PERFORMANCE FOR YEAR ENDED 30 JUNE 2003

Budget Actual Actual 2002-03 2002-03 2001-02 $'000 $'000 $'000

Operating Expenses 431 095 526 995 499 750 Operating Revenues 409 804 425 080 402 115 Net Cost of Services (21 291) (101 915) (97 635)

Revenue from Government 44 115 44 346 117 510 Disposal of non-current Assets 146 (1 823) (34 987) Net Revenue from Restructuring - (101) (62 315) Change in Net Assets from Operations before 22 970 (59 493) (77 427) abnormal items

Income Tax 3 310 2 446 (1 970) Net Credit to an asset revaluation on revaluation of non- 48 000 92 819 35 045 current assets Net Credit to recognise previously unidentified assets - 4 651 - Net Credit to recognise prior period adjustments - 488 - Changes in Equity 67 660 36 019 (29 891)

Notes: The budget reflects estimated outcome for 2002-03 and does not include the budget for the Planning and Development Fund SUMMARY STATEMENT OF FINANCIAL POSITION AS AT ENDED 30 JUNE 2003

Budget Actual Actual 2002-03 2002-03 2001-02 $'000 $'000 $'000

Current Assets 186 072 170 893 106 037 Non-Current Assets 5 036 425 5 010 172 5 013 810 Total Assets 5 222 497 5 181 065 5 119 847

Current Liabilities 67 732 61 864 69 795 Non-Current Liabilities 75 695 80 674 75 637 Total Liabilities 143 427 142 538 145 432

Net Assets 5 079 070 5 038 527 4 974 415

Equity 5 079 070 5 038 527 4 974 415

Notes: The budget reflects estimated outcome for 2002-03 and does not include the budget for the Planning and Development Fund SUMMARY STATEMENT OF CASH FLOWS FOR YEAR ENDED 30 JUNE 2003

Budget Actual Actual 2002-03 2002-03 2001-02 $'000 $'000 $'000 Cash flow from operating activities Payments (292 142) (302 156) (368 691) Receipts 407 304 401 812 421 912 Cash flows from Governments 44 115 44 346 117 510

Net Cash provided by operating activities 159 277 144 002 170 731

Cash flows from investing and financing activities Investing activities (115 166) (118 296) (130 103) Financing activities 29 031 29 069 24 932

Net cash used in investing and financing activities (86 135) (89 227) (105 171)

Cash flows from restructuring - (287) (49 336)

Net Changes in cash held 73 142 54 488 16 224

Cash at the beginning of the financial year 92 953 86 148 69 924 Prior Period Adjustments - 2 -

Cash at the end of the financial year 166 095 140 638 86 148

Notes: The budget reflects estimated outcome for 2002-2003 and does not include the budget for the Planning and Development Fund

DEPARTMENT OF TRANSPORT AND URBAN PLANNING STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2003

2003 2002 Notes $’000 $’000 Expenses from Ordinary Activities Employee Expenses 5 89 362 91 525 Depreciation 6 144 699 143 616 Supplies and Services 7 173 385 181 103 Grants and Subsidies 8 6 159 74 553 Borrowing Costs 6 924 7 534 Work in Progress Adjustment 9 105 300 - Other Expenses 1 166 1 419

Total Expenses 526 995 499 750

Revenues from Ordinary Activities Fees and Charges for Services 10 22 626 23 620 Interest and Investment Revenue 1 315 2 907 Commonwealth Grants 11 61 478 59 854 Registration and Licensing fees 12 244 820 236 803 Fair Value of Assets Received 13 33 076 5 007 Bus and Depot Leases 30 616 27 910 Other Revenues 14 31 149 46 014

Total Revenues 425 080 402 115

Deficit from ordinary activities (101 915) (97 635)

Revenues from Government Operating 44 346 117 435 Capital - 75

Total Government Revenues 44 346 117 510

Net Loss on Disposal of Non-Current Assets 15 (1 823) (34 987)

Net Expenses from Restructuring 16 (101) (62 315)

(Deficit)/Surplus from Ordinary Activities Before Income Tax (59 493) (77 427)

Income Tax 3n (2 446) (1 970)

(Deficit)/Surplus from Ordinary Activities After Income Tax (61 939) (79 397)

Non-Owner transaction changes in equity:

Net credit to recognise previously unidentified assets 17 4 651 13 855

Net credit to recognise prior period adjustments 17 488 606

Net credit to an asset revaluation reserve on revaluation of non-current assets 18 92 819 35 045

Total revenues, expenses and valuation adjustments recognised directly in equity 97 958 49 506

Total changes in equity other than those resulting from transactions with the State Government as owner 36 019 (29 891)

The above Statement of Financial Performance should be read in conjunction with the accompanying Notes to the Financial Statements. DEPARTMENT OF TRANSPORT AND URBAN PLANNING STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2003

Notes 2003 2002 $’000 $’000

Current Assets Cash assets 20 140 638 86 148 Receivables 21 23 525 14 873 Inventories 22 6 579 5 002 Other 151 14 Total Current Assets 170 893 106 037

Non - Current Assets Land, Buildings and Facilities 23 325 642 283 951 Plant and Equipment 24 95 262 100 443 Network Assets 25 4 589 268 4 629 416 Total Non - Current Assets 5 010 172 5 013 810

TOTAL ASSETS 5 181 065 5 119 847

Current Liabilities Payables 26 49 845 54 716 Provision for Employee Entitlements 27(a) 9 555 13 031 Other 2 464 2 048 Total Current Liabilities 61 864 69 795

Non - Current Liabilities Payables 26 2 969 2 296 Provision for Employee Entitlements 27(a) 29 945 25 581 Borrowings 28 47 760 47 760 Total Non - Current Liabilities 80 674 75 637

TOTAL LIABILITIES 142 538 145 432

NET ASSETS 5 038 527 4 974 415

Equity Accumulated Surplus 17 3 598 855 3 667 186 Reserves 18 1 279 734 1 186 915 Equity Contributions 19 159 938 120 314 TOTAL EQUITY 5 038 527 4 974 415

Commitments 29 Contingent Liabilities 30

The above Statement of Financial Position should be read in conjunction with the accompanying Notes to the Financial Statements. DEPARTMENT OF TRANSPORT AND URBAN PLANNING STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2003

2003 2002 Notes $’000 $’000

Cash flows from Operating Activities INFLOWS INFLOWS (OUTFLOWS) (OUTFLOWS) Payments Employee Expenses (87 929) (90 175) Supplies and Services (172 837) (185 284) Grants and Subsidies (5 983) (76 756) Interest and Other Financing Expenses (6 984) (7 663) Other Expenses (28 423) (8 813) Total Payments (302 156) (368 691)

Receipts Fees and Charges for Services 22 746 23 802 Interest and Investment Revenue 1 085 1 635 Commonwealth Grants 61 478 59 854 Registration and Licensing Fees 244 820 236 803 Other Revenues 71 683 99 818 Total Receipts 401 812 421 912

Cash Flows from Government Appropriation 44 346 105 298 Investing Appropriation - 12 212 Total Cash from Government 44 346 117 510

Net Cash provided by Operating Activities 31 144 002 170 731

Cash flows from Investing Activities Network Assets (104 255) (123 796) Land, Buildings and Facilities (10 347) (2 386) Plant and Equipment (10 409) (18 372) Proceeds from Asset Sales 6 715 14 524 Proceeds from Investments - (73) Net cash used in Investing Activities (118 296) (130 103)

Cash flows from Financing Activities Dividends (10 555) (3 773) Repayment of Loan - (10 900) Equity Contributions 39 624 39 605 Net cash provided by Financing Activities 29 069 24 932

Net Cash flows from Restructuring (287) (49 336)

Net increase/(decrease) in cash held 54 488 16 224

Cash at 1 July 86 148 69 924 Prior Period Adjustment 2 - Cash at 30 June 20 140 638 86 148

The above Statement of Cash Flows should be read in conjunction with the accompanying Notes to the Financial Statements PROGRAM SCHEDULE OF DEPARTMENTAL EXPENSES AND REVENUES FOR THE YEAR ENDED 30 JUNE 2003

Office for the Regional Local Policy Regulatory Information Southern Office of the Ministerial Development Government PROGRAM (Note 4) Coordination Services Operations Services Suburbs North Offices Assessment System TOTAL $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

DEPARTMENTAL EXPENSES AND REVENUES

Expenses from Ordinary Activities Employee Expenses 12 526 27 435 43 492 1 616 109 131 31 2 451 1 571 89 362 Depreciation 151 433 143 817 35 - - - 263 - 144 699 Supplies and Services 7 352 31 466 129 485 2 942 136 88 6 1 141 769 173 385 Grants and Subsidies 2 394 91 3 386 59 - - - 8 221 6 159 Borrowing Costs 4 3 459 3 458 1 - - - 2 - 6 924 Work in Progress Adjustment 836 16 356 87 158 925 5 20 - - - 105 300 Other Expenses 104 198 751 27 5 20 - 61 - 1 166

Total Expenses 23 367 79 438 411 547 5 605 255 259 37 3 926 2 561 526 995

Revenues from Ordinary Activities Fees and Charges for Services - 3 313 17 829 187 - - - 1 297 - 22 626 Interest and Investment Revenue 88 185 982 20 - - - 26 14 1 315 Commonwealth Grants - 5 882 31 652 23 944 - - - - - 61 478 Registration and Licensing fees - 38 028 204 640 2 152 - - - - - 244 820 Fair Value of Assets Received -7 444 25 632------33 076 Bus and Depot Leases --30 616------30 616 Other Revenues 148 7 442 22 555 917 - - - 15 72 31 149

Total Revenues 236 62 294 333 906 27 220 - - - 1 338 86 425 080

(Deficit)/Surplus from Ordinary Activities (23 131) (17 144) (77 641) 21 615 (255) (259) (37) (2 588) (2 475) (101 915) - Revenues from Government Appropriation 2 409 4 664 25 101 1 259 - - - 8 335 2 578 44 346

Total Government Revenues 2 409 4 664 25 101 1 259 - - - 8 335 2 578 44 346

Net Loss from Disposal of Non-Current Assets (7) - (1 816) ------(1 823)

Net Loss from Restructure (101) (101) Surplus/(Deficit) from Ordinary Activities (20 729) (12 480) (54 356) 22 773 (255) (259) (37) 5 747 103 (59 493) Before Income Tax Office for the Regional Local Policy Regulatory Information Southern Office of the Ministerial Development Government PROGRAM (Note 4) Coordination Services Operations Services Suburbs North Offices Assessment System TOTAL $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Income Tax - - 2 446 ------2 446

(Deficit)/Surplus from Ordinary Activities (20 729) (12 480) (56 802) 22 773 (255) (259) (37) 5 747 103 (61 939)

Non- Owner transaction changes in equity

Net credit to an asset revaluation reserve on - - 92 819 ------92 819 revaluation of non-current assets

Net credit to recognise previously unidentified assets - - 4 651 ------4 651

Net credit to recognise prior period errors - - 488 ------488

Total revenues, expenses and valuation adjustments - - 97 958 ------97 958 recognised directly in equity

Total changes in equity other than those resulting from transactions with the State Government as owner (20 729) (12 480) 41 156 22 773 (255) (259) (37) 5 747 103 36 019 PROGRAM SCHEDULE OF ADMINISTERED EXPENSES AND REVENUES FOR THE YEAR ENDED 30 JUNE 2003

PROGRAM (Note 4) Policy Regulatory Operations Information Office for the Office of the Regional Development Local TOTAL Coordination Services Services Southern North Ministerial Assessment Government Suburbs Offices System $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

ADMINISTERED EXPENSES AND REVENUES FROM ORDINARY ACTIVITIES (1)

Expenses from Ordinary Activities Employee expenses - - 191 ------191 Supplies and services - - 19 ------19 Grants and Subsidies 1 093 - 1 520 ------2 613 Registration and Licensing Payments to Third - 596 450 ------596 450 Parties Transfer Payments - - 343 ----760 1 711 2 814

Total Expenses 1 093 596 450 2 073 ----760 1 711 602 087

Revenues from Ordinary Activities Fees and charges for services - - 328 ----763 - 1 091 Grants - - 1 520 ------1 520 Reimbursement Works --31 ------31 Registration and Licensing Receipts for Third - 596 450 ------596 450 Parties Appropriation 1 093 - 191 ---- -416 1 700 Transfer Payments ------853 853

Total Revenues 1 093 596 450 2 070 ----763 1 269 601 645

Administered Expenses less Administered Revenues - - (3) ---- 3(442) (442)

(1) Administered expenses and revenues are not recognised in the Statement of Financial Performance but are reported here for information purposes (see note 37). PROGRAM SCHEDULE OF DEPARTMENTAL AND ADMINISTERED ASSETS AND LIABILITIES AS AT 30 JUNE 2003

PROGRAM (Note 4) Policy Regulatory Operations Information Office for the Office of the Regional Development Local TOTAL Coordination Services Services Southern North Ministerial Assessment Government Suburbs Offices System $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

DEPARTMENTAL ASSETS AND LIABILITIES

Departmental Assets Current Assets 9 744 26 624 132 380 1 513 116 118 17 225 156 170 893 Non-Current Assets 192 738 777 844 3 986 943 44 046 3 414 3 468 495 1 224 - 5 010 172

Total Departmental Assets 202 482 804 468 4 119 323 45 559 3 530 3 586 512 1 449 156 5 181 065

Departmental Liabilities Current Liabilities 3 879 9 976 46 260 777 45 46 7 603 271 61 864 Non-Current Liabilities 3 968 11 985 63 010 796 51 51 7 496 310 80 674

Total Departmental Liabilities 7 847 21 961 109 270 1 573 96 97 14 1 099 581 142 538

ADMINISTERED ASSETS AND LIABILITIES (1)

Administered Assets Current Assets 333 55 291 3 - - - 62 856 1 600 Non-Current Assets - 494 2 657 28 - - - - - 3 179

Total Administered Assets 333 549 2 948 31 - - - 62 856 4 779

Administered Liabilities Current Liabilities 174 55 291 3 - - - 221 - 744 Non-Current Liabilities - 494 2 657 28 - - - - - 3 179

Total Administered Liabilities 174 549 2 948 31 - - - 221 - 3 923

(1) Administered assets and liabilities are not recognised in the Statement of Financial Position but are reported here for information purposes (see note 37). NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

1. DEPARTMENTAL OBJECTIVES AND FUNDING

The Department's objectives are:

• Develop and provide policy advice and strategic transport plans including road safety, infrastructure and industry development plans. • Provide improved passenger transport to meet the social inclusion, environmental, efficiency and safety objectives of the Government by improving mobility and accessibility for all to enhance the quality of life of South Australians. • Achieve a transport system that supports State development and leads to an improved quality of life for all South Australians, by implementing government priorities and in collaboration with other tiers of government, industry groups and the community. • Develop and manage contracted passenger train and tram services within the metropolitan area. • Efficiently and effectively maintain and operate rail infrastructure, facilities and equipment within the metropolitan area. • Guide and administer the South Australian planning and development system that includes land use planning, building, urban design, and development proposals. • Facilitate a whole of government approach to improve economic development, social and environmental outcomes in the following regions identified as being of high need: • the Metropolitan North • the Southern Suburbs • the Upper Spencer Gulf, Flinders Ranges and Outback • the River Murray communities • Strengthen South Australian communities through close cooperation between the State Government and Local Government.

The Department’s principal sources of funds are vehicle registration and driver licence fees, road user charges, State Government appropriations and Commonwealth Government Grants.

2. DEPARTMENTAL ORGANISATION

The structure of the Department of Transport and Urban Planning has been established in a manner that provides clear accountabilities and responsibilities for all business areas and enables an open and steady flow of information between the areas.

The business areas are:

• Planning SA • Office of Local Government • Transport Services (trading as Transport SA) • Transport Planning (formerly part of Transport SA) • Office of the Southern Suburbs • Office of the North (established 19 August 2002) • Regional Ministerial Offices (incorporating Office of the Murray and Office of the Upper Spencer Gulf, Flinders Ranges and Outback).

Last year saw a restructure of the Portfolio. The Portfolio is no longer comprised of Arts SA from 1 April 2002, Department of State Aboriginal Affairs (DOSAA) from 4 December 2001, the Environmental Information Function, a division of Planning SA, from 1 January 2002 and Office for the Status of Women from 1 July 2002.

As a result of last year’s restructure, the Department’s name has changed to the Department of Transport and Urban Planning from 1 July 2002.

This year saw further changes to the Department seeing the introduction of two metropolitan offices and two regional offices. The two regional offices were transferred from the Attorney-General’s Department from 1 January 2003, with financial obligations transferring from 1 July 2003. This year also saw the restructure of Transport SA into two agencies, Transport Services Agency (trading as Transport SA) and Transport Planning Agency from 1 January 2003.

The Executive Directors of the agencies within the Department report to the Chief Executive, Department of Transport and Urban Planning. 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(a) Basis of Accounting

The general purpose financial report has been prepared in accordance with the Treasurer’s Instructions and Accounting Policy Statements promulgated under the provisions of the Public Finance and Audit Act, 1987, Statements of Accounting Concepts, applicable Australian Accounting Standards, applicable Urgent Issues Group Consensus Views and other mandatory reporting requirements. The report is prepared on the accrual basis of accounting and in accordance with conventional historical cost principles except where stated.

(b) Transitional Reporting Arrangements

In accordance with Australian Accounting Standard AAS 29A “Amendments to the Transitional Provisions of AAS 29”, certain assets acquired prior to 1 July 1996 have not been recognised as assets in the Statement of Financial Position because it is difficult to reliably measure the value of those assets. The assets concerned are land under roads and within carriageway reserves.

(c) Government Controlled Reporting Entity

All funds that the Department controls in the performance of its functions, and which have been transacted through the Deposit and Special Deposit Accounts held at the Department of Treasury and Finance are included in the financial report. The Passenger Transport Board, although part of the ministerial Portfolio, is not controlled by the Department.

(d) Administered Resources

The Department administers on behalf of the Government of South Australia, certain resources over which it does not have control. Although accountable for the transactions relating to the administered resources, the Department does not have the control or discretion to apply these resources to achieve Departmental objectives.

Transactions and balances relating to administered resources are not recognised as Departmental assets, liabilities, revenues or expenses, but are disclosed separately in the Program Schedules. The types of administered resources are also listed in Note 37.

(e) Comparative Figures

The Department has adopted the presentation and disclosure requirements of Accounting Standard AASB 1018 “Statement of Financial Performance”, Accounting Standard AASB 1040 “Statement of Financial Position” and Accounting Standard AASB 1034 “Financial Report Presentation and Disclosures” in the preparation of this financial report.

The comparative figures for 2001-02 include Office for the Status of Women, Arts SA and DOSAA. Figures for 2002-03 includes those business units listed in Note 2 ‘Departmental Organisation’ above. Where necessary, comparative figures have been adjusted to conform with changes in presentation in 2002-03.

(f) Service Provider Unit Operations

Service Provider units are individual work units within the Transport SA Agency of the Department operating as service providers on a fee for service basis within the overall framework of the organisation. Service Provider units predominantly have as their clients other units of the agency (including other Service Provider units) and may also undertake some work for external parties. Some Service Provider units charge actual costs directly to projects, while others retain actual costs within a working account prior to on-charging those costs. The recurrent or capital nature of the cost is therefore not readily apparent. A reliable means of allocating costs has been established based on the history of work performed or an apportionment relevant to the nature of the units’ operations.

Service Provider unit revenue arising from operations with external clients is disclosed in the Statement of Financial Performance. Revenue arising from intra-agency operations has been eliminated.

(g) Revenue

Registration and licence fees and appropriations and grants from Government are recognised as revenues when the Department obtains control over the funds. Control is generally obtained upon receipt.

Fees and Charges and other revenue are recognised as revenues upon the delivery of goods and services to customers.

Revenues collected but not controlled by the Department are not recognised as Departmental revenues but instead are reported as administered revenues. Such amounts are required to be paid to the Consolidated Account or funds controlled by other Departments.

Assets received for no consideration during the year have been brought to account based on valuations supplied by the Valuer-General and recognised as revenue. (h) Inventories

Inventories of roadside materials and stores are valued on a weighted average historic cost basis. Departmental work in progress for clients external to the Department is valued at cost.

(i) Non-Current Assets

The Statement of Financial Position includes those non-current assets where identification, ownership, control and valuations can be reliably determined.

The Department has continued to apply the deprival value methodology as the basis of valuing its non-current assets as it has been agreed with the Department of Treasury and Finance that this represents fair value.

Assets recognised for the first time have been valued at their acquisition cost or their most recent valuation.

In accordance with Australian Accounting Standard AAS 29A “Amendments to the Transitional Provisions of AAS 29”, Transport SA has elected not to recognise land under roads and land within carriageway reserves as assets in the Statement of Financial Position as per note 3(b) above.

• Valuation of Non-Current Assets

Land Buildings and Facilities

Land Under Roads

Land under roads is either held in fee simple in the name of the Commissioner of Highways or designated as Public Road.

Transport SA has elected not to include a value for land that was acquired as or transferred to Public Road before 1 July 1996 in the Statement of Financial Position in accordance with Accounting Standard AAS 29A “Amendments to the Transitional Provisions in AAS29.”

Land under roads that was acquired and owned in fee simple by the Commissioner of Highways between 1 July 1996 and 30 June 2003 is valued based upon the Valuer General’s latest valuations.

Land under roads that was acquired in the name of the Commissioner of Highways and transferred to Public Road between 1 July 1996 and 30 June 2003 is valued at nil value or at cost (for land that was acquired as Public Road during that period.)

Land under roads acquired during 2002 / 2003 is valued at cost.

Land

All Land held by the Department, except Land Under Roads, is valued at fair (market) value, based on information received by the Valuer-General of South Australia. It was agreed with the Department of Treasury and Finance that the use of the Valuer-General’s valuations for Land constitutes the fair value of those assets.

Former SA Ports Corporation Land and Associated Assets

On 25 June 2002, substantial portions of previous Ports Corporation land assets, navigation aids and various dredged channels were transferred to the Minister for Transport. These assets will be progressively defined and titled, at which time they will be included in the Departments’ asset register.

Most of these assets are leased to Flinders Ports under an arrangement whereby no lease rental is payable in consideration of the payment made by Flinders Ports to buy the improvements and operate the seven principal commercial ports.

Former AN Rail Land and Associated Assets

These assets are progressively being defined, valued and recorded in the Department’s asset register as the assets are vested in or transferred to the Minister for Transport. Network Assets

Network assets are valued at written down replacement cost (current replacement cost less accumulated depreciation) and are revalued every three years either by independent valuers, or by suitably qualified officers of Transport SA. Considering these assets are built and there is no market for these assets, these assets are valued at fair value. The reasonableness of this valuation approach for roads and earthworks was confirmed by an independent engineering consultant (L B Dowling & Associates) in 2001/2002.

Property, Plant and Equipment

Property, Plant and equipment, with exception of the bus fleet and ferries, are valued at historic cost. The bus fleet and ferries are valued at fair value.

Work in Progress

All work in progress is valued at cost.

• Depreciation

Non-Current assets with the exception of land, earthworks, work in progress and the bus fleet component of plant and equipment are depreciated over their estimated useful lives using the straight-line method. Land, earthworks and work in progress are not depreciated. The bus fleet is depreciated using a sliding scale that is representative of the usage pattern of these assets.

Estimates of the useful lives for all assets are made on a regular basis and are outlined by asset class as follows:

Asset Class Estimated Useful Life

Network Assets: Roads and Signs 40 - 58 years depending on road category Bridges/Culverts 60 - 100 years based on individual structures Major Signs 60 years Traffic Signals and Road Lighting 15 years Busway (including interchanges) 60 - 100 years based on individual structures Other Useful life depends on individual asset items

Buildings and Facilities: 1 - 100 years, depending on individual asset items Bus Depots 40 years

Plant and Equipment: Information Technology equipment 3 years Buses 20 - 25 years Bus Depot Plant & Equipment 1 - 25 years, depending on individual asset items Other plant and equipment 5 - 99 years depending on individual asset items

• Revaluation of Non-Current Assets

All assets are revalued on a rolling three year cycle in accordance with AASB 1041 “Revaluation of Non-Current Assets” and APS 3, except land assets which are revalued annually and Information Technology and Minor Plant assets which are valued at historic cost or written down value.

Revaluation increments are credited direct to the Asset Revaluation Reserve. However, to the extent that the increment reverses a revaluation decrement previously recognised as an expense in the Statement of Financial Performance in respect of that same class of assets, it is recognised as revenue in the Statement of Financial Performance, but only to the extent of the previous expense.

Revaluation decrements are offset against any previous Asset Revaluation Reserve increment for that particular class of asset and any remaining balance is expensed. The following table shows the classes of assets held by the Department, when they were last revalued and by whom:

Asset Class Last Valued/ By Whom Revalued Network • Road Pavements, including small 30 June 2001 Spiros Dimas BE(Hons) MIE(Aust) CPEng (Civil) signs, drainage, pavement marking and median kerbing • Earthworks 30 June 2001 Spiros Dimas BE(Hons) MIE(Aust) CPEng (Civil) • Bridges / Culverts 30 June 2001 Peter Wilson CPEng (Civil) • Major Signs 30 June 2003 Peter Wilson CPEng (Civil) • Traffic Signals 30 June 2002 Brendan McIntosh B Eng (Electrical) • Road Lighting 30 June 2002 Rick Burt (Cert in Electrical Eng) • Busway Track & Structures 30 June 2001 Peter Wilson CPEng (Civil) • Busway Interchanges 30 June 2001 Currie & Brown • Other - Ferry Landings 30 June 2003 Peter Wilson CPEng (Civil) - Navigational Aids 30 June 2003 Alex Colligan - Drainage 30 June 2003 Bill Lipp B Tech Civil Eng Grad Dip Maths - Weighbridges & Weigh Slabs 30 June 2001 Various agency officers Land • Land Under Roads (Post 1996) 1 July 2002 Valuer-General Buildings and Facilities • Agency 30 June 2001 Maloney Field Services • Road (Residential) 1 July 2002 Valuer-General • Road (Commercial) 30 June 2003 Adderley & Partners • Marine 30 June 2001 Maloney Field Services • Rail In Progress Various • Bus Depots 30 June 2003 Valuation Chambers Plant & Equipment • Buses 30 June 2001 Australian Valuation Office • Bus Depot Plant & Equipment 30 June 2003 Evans & Clarke • Information Technology Not Applicable • Minor Plant Not Applicable • Ferries 30 June 2001 Joe Rositano B Eng Mech Eng CPEng (Mech) • Towing Vessel 30 June 2003 K Tech Marine

(j) Employee entitlements

• Wages and Salaries

Liabilities for wages and salaries are recognised as the amount unpaid at the reporting date and are measured at current pay rates in respect of employees’ services to that date.

• Sick Leave

No provision has been made for sick leave as entitlements are non-vesting and it is considered that sick leave is taken from the current year’s entitlement.

• Superannuation

Contributions are made by the Department to several superannuation schemes operated by the South Australian Government. These contributions are treated as an expense when they occur. The Department is not liable for payments to beneficiaries, as this is the responsibility of the superannuation schemes. • Annual Leave and Long Service Leave

The provision for annual leave and long service leave represents the amount which the Department has a present obligation to pay resulting from employees’ services provided up to the reporting date. In accordance with AASB 1028 “Employee Benefits”, the Department has revised its policy for recognising these provisions from 1 July 2002 by adopting the guidelines contained in APS 9 “Employee Benefits”.

The provision for annual leave has been calculated as the nominal amount of unused annual leave, plus leave loading, that has accumulated at reporting date, plus 4%.

The provision for long service leave has been calculated at nominal amounts based on current wages and salaries rates using the Department of Treasury and Finance benchmark of seven years service as a shorthand estimation of long service leave liability in accordance with Accounting Standard AASB 1028 “Employee Benefits”.

Related on-costs of payroll tax, superannuation and workers compensation premiums are shown under the item Payables in the Statement of Financial Position.

(k) Provision for Doubtful Debts

The provision for doubtful debts has been calculated as 4% of all accounts receivable for the Department, together with an allowance for specific debts that are unlikely to be collected.

(l) Leases

• Operating

The Department has entered into a number of operating lease agreements for plant and vehicles, office accommodation, land for stacking roadside materials, land used for rail purposes and office equipment where the lessors effectively retain all of the risks and benefits incidental to ownership of the items held under the lease agreements.

• Finance

As a result of the Government’s recreational jetties divestment programme, 29 jetties have been leased to Councils throughout the State. The jetties were previously recognised as Transport SA assets and were valued at $19.6 million with $7.3 million accumulated depreciation, to give a written down replacement value of $12.3 million as at 30 June 2002. The terms of the leases have been assessed as being finance leases due to the passing of risks and benefits to the lessees. While Transport SA retains ownership of these assets, control has passed to councils. As peppercorn rentals of $1 per annum apply over each of the 50 or 99 year lease terms there is no material revenue income to Transport SA from these leases and are no longer recorded on Transport SA’s asset register.

(m) Cash

For the purposes of the Statement of Cash Flows, cash includes cash deposits, which are used in the cash management function on a day-to-day basis.

Administered cash is reported separately in the Program Schedules.

(n) Income Tax

In accordance with the National Competition Policy principles, it was agreed that State Government Business Enterprises (GBEs) in competition with private industry would be liable for payment of Commonwealth, State and Local Government taxes. An equivalent payment is made to the Department of Treasury and Finance. The Business Unit within the Department subject to the equivalent taxation regime is the Passenger Transport Asset Management Business Unit.

Payments made in respect of taxes other than income tax are recorded under the item Other Expenses.

(o) Accounting for the Goods and Services Tax (GST)

In accordance with the requirements of UIG Abstract 31 “Accounting for the Goods and Services Tax (GST)”, revenues, expenses and assets are recognised net of the amount of GST except that:

- the amount of GST incurred by the Department as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense; and - receivables and payables are stated with the amount of GST included. The net GST receivable/payable to the Australian Taxation Office has been recognised as a receivable/payable in the Statement of Financial Position.

Cash Flows are reported on a gross basis in the Statement of Cash Flows in accordance with AASB 1026 “Statement of Cashflows”. The GST component of the cash flows arising from investing or financing activities, which are recoverable from, or payable to, the Australian Taxation Office have however been classified as operating cash flows.

(p) Workers Compensation

A liability has been reported to reflect unsettled workers compensation claims. The amounts recorded are based on an actuarial assessment and reflect an apportionment of the whole-of-government estimate of workers compensation liability according to the Department’s experience of claim numbers and payments over the period 1 July 1987 to 30 June 2003.

(q) Transactions By The Government As Owner

Appropriations to the Department designated as ‘equity contributions’ are recognised directly in equity in accordance with Treasurer’s Instruction 3 ‘Appropriation’.

4. DEPARTMENTAL PROGRAMS.

Program 1 Policy Coordination, Development and Investment Strategy Development and provision of policy advice, strategic transport and road safety plans for an on behalf of the Government. Provision of an effective policy framework, advice and strategic planning services surrounding legislation committed to the Minister.

Program 2 Regulatory Services Provision of registration, licensing, compliance and other regulatory services under legislations committed to the Minister.

Program 3 Operations Efficient and effective maintenance and operation of marine, rail, road and bridge infrastructure and facilities including public transport assets.

Program 4 Information Services Provision of transport (incorporating safety) information, advertising (including timetables), promotional, educational and behavioural change material. Provision of planning, socio-economic and environmental information.

Program 5 Office for the Southern Suburbs Facilitate a whole of Government approach to the Southern Suburbs and assist in the realisation of Government’s specific policy commitment to improve economic development, social and environmental outcomes.

Program 6 Office of the North Facilitate a whole of Government approach to the North and assist in the realisation of Government’s specific policy commitment to improve economic development, social and environmental outcomes.

Program 7 Regional Ministerial Offices The two Regional Ministerial Offices, being the Office of the Upper Spencer Gulf, Flinders Ranges and Outback in Port Augusta and the Office of the Murray in Murray Bridge aim to facilitate a whole of Government approach to the regions they serve, and assist in the realisation of Government’s specific policy commitment to improve economic development, social and environmental outcomes.

Program 8 Development Assessment Processing of development assessments to provide consistency, certainty and efficiency in the development assessment process for proponents and the community.

Program 9 Local Government System and Local Government Relations Maintenance and development of the Local Government System and State Local Government Relations. 5. EMPLOYEE EXPENSES

Employee expenses comprised: 2003 2002 $’000 $’000

Salaries and Wages 66 796 65 284 Annual Leave and Long Service Leave 8 358 8 524 Superannuation 7 953 7 569 Payroll Tax 4 189 4 963 Workers Compensation and other expenses 1 412 1 840 TVSP 647 3 345 Other 7 - 89 362 91 525

6. DEPRECIATION

Depreciation was charged in respect of: 2003 2002 $’000 $’000

Buildings and Facilities 7 001 7 436 Plant and Equipment 14 870 14 290 Network Assets 122 828 121 890 144 699 143 616

7. SUPPLIES AND SERVICES

2003 2002 $’000 $’000

Materials 16 972 20 822 Utilities 12 328 11 508 Plant and Vehicle Hire 20 539 22 780 Operating Leases 5 444 6 029 External Consultancy and Contract Services 22 366 29 669 Contribution for Policing Services 14 700 14 700 Administration Expenses 9 158 12 671 Other Supplies and Services 71 878 62 924 173 385 181 103 8. GRANTS AND SUBSIDIES

Grants and Subsidies comprised: 2003 2002 $’000 $’000

Lead Agency Art Grants: • Museum Board - 5 224 • Libraries Board of South Australia - 19 570 • Adelaide Festival Centre Trust - 9 101 • Art Gallery Board - 4 267 • Country Arts SA - 3 782 • South Australian Film Corporation - 3 434 • History Trust of South Australia - 2 935 • Adelaide Festival Corporation - 4 174 • State Opera of South Australia - 1 250 • South Australian Youth Arts Board - 1 272 • State Theatre Company of South Australia - 1 327 • Adelaide Symphony Orchestra - 1 468 • Jam Factory of Contemporary Craft and Design - 608 • Australian Dance Theatre - 480 • Carrick Hill Trust - 470 • Tandanya - 595 Arts Industry Development Grants: • Project Assistance - 3 037 • General Purpose Assistance - 2 195 Other Arts Grants - 3 555 Grants to Local Government 221 115 North Terrace Redevelopment – Stage 1 577 1 096 Grants to Local Councils 5 097 4 598 Other 264 - 6 159 74 553

9. WORK IN PROGRESS ADJUSTMENT

During the year, Transport SA identified a $105.3m build-up of Work in Progress that had not been correctly accounted for in previous financial years.

This matter has now been brought to account by means of an adjustment to the Statement of Financial Performance, and the amount remaining as Work in Progress in the Statement of Financial Position represents an accurate assessment of the amount of remaining Work in Progress as at 30 June 2003.

Transport SA considers it impractical to restate the comparative information for the prior reporting period presented. 10. FEES AND CHARGES FOR SERVICES

Fees and Charges comprised: 2003 2002 $’000 $’000

Road and Marine Related Charges 15 601 15 929 Road and Marine Fees 5 728 5 466 Arts Industry Related Fees - 1 010 Planning Related Fees 1 297 1 158 Other - 57 22 626 23 620

11. COMMONWEALTH GRANTS

Commonwealth grants comprised: 2003 2002 $’000 $’000

Australian Land Transport Development Act 1988 50 186 48 603 Interstate Road Transport Act 1985 4 350 3 783 Australia Council - 175 Other 6 942 6 248 Remediation of Rail Land - 527 Greenhouse Office Grant - 518 61 478 59 854

12. REGISTRATION AND LICENSING FEES

Fees collected comprised: 2003 2002 $’000 $’000

Motor Registration Fees 199 224 191 843 Drivers’ Licence Fees 45 596 44 960 244 820 236 803

13. FAIR VALUE OF ASSETS RECEIVED

This represents land and other associated assets brought to account by Transport SA from the former Ports Corporation and Australian National Rail, which were received for no consideration. In 2001-02, this revenue was included in the total of Other Revenue. For 2002-03, it has been disclosed separately in the Statement of Financial Performance. 14. OTHER REVENUES

Other Revenues included: 2003 2002 $’000 $’000

Revaluation Increment (refer to note 3(i)) - 1 745 Property Rentals 4 342 3 571 Commissions 5 836 5 163 Reimbursement Works and External Project Contributions 3 421 6 622 Business/Service Provider Unit Revenues from External Sources - 2 915 TVSP Recoup 647 3 130 Public Transport Asset Management 1 655 4 383 Registration and Insurance Contributions 4 987 4 763 Sundry Revenue 10 261 13 722 31 149 46 014

15. NET LOSS ON DISPOSAL OF NON–CURRENT ASSETS

2003 2002 $’000 $’000

Gross Value of Assets 46 907 75 659 Accumulated Depreciation 38 369 26 144 Written Down Value 8 538 49 515

Proceeds Received 6 715 14 528 Net Loss (1 823) (34 987)

16. NET EXPENSES FROM RESTRUCTURING (OSW TRANSFER)

With effect from 1 July 2002, DTUP no longer assumes responsibility for the Assets & Liabilities for the Office for the Status of Women (OSW). This is summarised as follows:

OSW TOTAL $’000 $’000 Current Assets Cash 287 287 Total Current Assets 287 287 TOTAL ASSETS 287 287

Current Liabilities Payables 26 26 Provision for Employee Benefits 62 62 Total Current Liabilities 88 88

Non-Current Liabilities Payables 10 10 Provision for Employee Benefits 88 88 Total Non-Current Liabilities 98 98 TOTAL LIABILITIES 186 186

NET ASSETS 101 101 17. ACCUMULATED SURPLUS

2003 2002 $’000 $’000

Balance as at 1 July 3 667 186 3 733 873 Deficit from ordinary activities (61 939) (79 397) Previously unidentified assets (1) 4 651 13 855 Prior year errors (2) (20) 606 Dividends paid to Treasury (3) (10 555) (3 773) Transfers from restructure - 2022 Work in Progress Adjustment (4) (542) - Other 74 - Balance as at 30 June 3 598 855 3 667 186

(1) Assets brought to account for the first time include former rail land transferred to the Agency from the Australian National Railways Commission. In addition, a full global positioning survey across the State network of traffic signals and road lighting assets revealed previously unidentified assets. Ferry modules associated with the State’s ferry stocks were also recognised for the first time.

(2) Adjustments to correct errors detected in previous financial reports. For 2002-03 this constitutes the clearing of prior period Work in Progress.

(3) Indenture Ports - $3.6m. Refer note 32. Rail Property sales prior to the establishment of the Rail Facilitation Fund - $6.6m. Refer Note 41. PTAM – Bus and Depot Leases - $0.4m

(4) For 2002-03 this constitutes the reversal of property capitalisation for Work in Progress. Refer note 9.

18. RESERVES

Asset Revaluation Reserve:

Land 2003 Buildings & Plant & Network Total Facilities Equipment Assets $’000 $’000 $’000 $’000 Balance as at 1 July 63 255 3 913 1 119 747 1 186 915 Increment/(decrement) on revaluation: 9 842 24 82 953 92 819 Balance as at 30 June 73 097 3 937 1 202 700 1 279 734

19. EQUITY CONTRIBUTIONS

2003 2002 $’000 $’000

Balance as at 1 July 120 314 80 709 Appropriation 39 624 39 605 Balance as at 30 June 159 938 120 314 20. CASH ASSETS

Balance of cash on hand and in Deposit and Special Deposit Accounts as at 2003 2002 30 June were: $’000 $’000

Office for the Status of Women Deposit Account - 287 Planning SA Deposit Account 3 028 2 964 Highways Fund 125 303 72 635 Transport Operating Account 3 643 7 592 Recreational Boating Facilities Fund 1 462 1 771 Boating Administration Working Account 933 668 Rail Transportation Facilitation Fund (Refer Note 41) 6 150 - Office of Local Government Deposit Account 119 231 Total Cash assets 140 638 86 148

As at balance date, the Department was unable to complete the reconciliation between the Westpac cash balance and the General Ledger. The amount of the imbalance represents a variation of less than 1% on the reported cash figure. Investigations are continuing into identifying and correcting the imbalance and enhancing procedures to ensure future reconciliations are carried out accurately and on a timely basis.

21. RECEIVABLES

Receivables comprised: 2003 2002 $’000 $’000

Gross Receivables 24 255 15 608 less Provision for Doubtful Debts 730 735 Net Receivables 23 525 14 873

22. INVENTORIES

Inventories comprised: 2003 2002 $’000 $’000

Supplies and Stores 996 929 Roadside Materials 4 914 3 416 External Work in progress 669 657 6 579 5 002

23. LAND BUILDINGS AND FACILITIES

(a) Land

Land as at 30 June: 2003 2003 2003 2002 2002 2002 Gross Value Accumulated Written Gross Value Accumulated Written Down Depreciation Down Value Depreciation Value $’000 $’000 $’000 $’000 $’000 $’000

Land 177 778 - 177 778 129 991 - 129 991 Land under Roads 7 754 - 7 754 7 148 - 7 148 185 532 - 185 532 137 139 - 137 139 Land: Land Land Under Total Roads $’000 $’000 $’000 Gross carrying amount Balance as at 1 July 129 991 7 148 137 139 Additions 41 020 353 41 373 Disposals (3 444) (2) (3 446) Net revaluation increments/(decrements) 10 211 255 10 466 Balance as at 30 June 177 778 7 754 185 532 Net Book Value Balance as at 30 June 2003 177 778 7 754 185 532 Balance as at 30 June 2002 129 991 7 148 137 139

(b) Buildings and Facilities

Buildings and Facilities at 2003 2003 2003 2002 2002 2002 30 June: Gross Value Accumulated Written Gross Value Accumulated Written Down Depreciation Down Value Depreciation Value $’000 $’000 $’000 $’000 $’000 $’000

Buildings and Facilities 270 543 130 433 140 110 258 470 111 658 146 812 270 543 130 433 140 110 258 470 111 658 146 812

Buildings and Facilities: Buildings and Facilities Total $’000 $’000

Gross carrying amount Balance as at 1 July 258 470 258 470 Additions 4 454 4 454 Disposals (4 229) (4 229) Net revaluation increments/(decrements) 11 848 11 848 Balance as at 30 June 270 543 270 543 Accumulated Depreciation Balance as at 1 July 111 658 111 658 Additions 821 821 Disposals (1 519) (1 519) Net adjustments from revaluation increments/(decrements) 12 472 12 472 Depreciation expense 7 001 7 001 Balance as at 30 June 130 433 130 433 Net Book Value Balance as at 30 June 2003 140 110 140 110 Balance as at 30 June 2002 146 812 146 812

(c) Land, Buildings and Facilities

Land, Buildings and 2003 2003 2003 2002 2002 2002 Facilities at 30 June: Gross Value Accumulated Written Gross Value Accumulated Written Depreciation Down Value Depreciation Down Value $’000 $’000 $’000 $’000 $’000 $’000 At Cost 694 - 694 2 826 226 2 600 At Valuation 455 381 130 433 324 948 392 783 111 432 281 351 456 075 130 433 325 642 395 609 111 658 283 951

• Land, Buildings and Facilities have been grouped collectively from 2002-03 as it has been deemed immaterial to continue to split these classes of assets into a number of groups as they only represent 6.5% of total assets. 24. PLANT AND EQUIPMENT

Plant and Equipment as 2003 2003 2003 2002 2002 2002 at 30 June: Gross Value Accumulated Written Gross Value Accumulated Written Depreciation Down Value Depreciation Down Value $’000 $’000 $’000 $’000 $’000 $’000

Plant & Equipment 329 640 235 928 93 712 357 206 258 142 99 064 Information Technology 2 373 1 036 1 336 1 947 752 1 195 Equipment Other Plant and 573 359 214 526 342 184 Equipment 332 585 237 323 95 262 359 679 259 236 100 443

Plant and Equipment: Plant & Information Other Plant Total Equipment Technology and Equipment Equipment $’000 $’000 $’000 $’000

Gross carrying amount Balance as at 1 July 357 206 1 947 526 359 679 Additions 9 866 504 95 10 465 Disposals (36 608) (79) (48) (36 735) Net Revaluation increments/(decrements) (824) - - (824) Balance as at 30 June 329 640 2 372 573 332 585

Accumulated Depreciation Balance as at 1 July 258 142 752 342 259 236 Additions - - - - Disposals (35 830) (71) (46) (35 947) Depreciation expense 14 450 357 63 14 870 Other - (2) - (2) Net adjustments from revaluation (834) - - (834) increments/(decrements) Balance as at 30 June 235 928 1 036 359 237 323

Net Book Value Balance as at 30 June 2003 93 712 1 336 214 95 262 Balance as at 30 June 2002 99 064 1 195 184 100 443

Plant and Equipment as 2003 2003 2003 2002 2002 2002 at 30 June: Gross Value Accumulated Written Gross Value Accumulated Written Down Depreciation Down Value Depreciation Value $’000 $’000 $’000 $’000 $’000 $’000

At Cost 20 180 1 395 18 785 51 876 36 731 15 145 At Valuation 312 405 235 928 76 477 307 803 222 505 85 298 332 585 237 323 95 262 359 679 259 236 100 443

• Plant and Equipment has been grouped collectively from 2002-03 as it has been deemed immaterial to continue to split this class of assets into a number of groups as it only represents 1.9% of total assets. 25. NETWORK ASSETS

Network Assets as at 30 2003 2003 2003 2002 2002 2002 June: Gross Value Accumulated Written Gross Value Accumulated Written Down Depreciation Down Value Depreciation Value $’000 $’000 $’000 $’000 $’000 $’000

Roads and Signs 4 642 329 2 688 174 1 954 155 4 318 194 2 436 233 1 881 961 Earthworks 1 773 029 - 1 773 029 1 669 192 - 1 669 192 Bridges/ Culverts 1 048 792 475 478 573 314 986 993 434 549 552 444 Traffic Signals and Road 263 628 192 849 70 779 263 165 184 671 78 494 Lighting Busway 62 801 17 596 45 205 62 801 16 684 46 117 Other 14 493 8 621 5 872 11 256 5 798 5 458 Work in Progress 166 914 - 166 914 395 750 - 395 750 7 971 986 3 382 718 4 589 268 7 707 351 3 077 935 4 629 416

Network Assets: Roads and Earthworks Bridges/ Traffic Busway Other Works in Total Signs Culverts Signals Progress and Road (Note 3(i), Lighting 42) $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Gross carrying amount Balance as at 1 4 318 194 1 669 192 986 993 263 165 62 801 11 256 395 750 7 707 351 July Additions 65 591 3 691 577 463 - 4 548 111 198 186 068 Disposals - - (817) - - (1 680) - (2 497) Net revaluation 258 544 100 146 62 039 - - 369 (158 106) 262 992 increments/ (decrements) Work in Progress ------(110 318) (110 318) Expenditure (1) Adjustment to ------(542) (542) Accumulated Surplus Transferred to ------(71 068) (71 068) Assets Balance as at 30 4 642 329 1 773 029 1 048 792 263 628 62 801 14 493 166 914 7 971 986 June Accumulated Depreciation Balance as at 1 2 436 233 - 434 549 184 671 16 684 5 798 - 3 077 935 July Additions 69 - - - - 2 750 - 2 819 Disposals - - (798) - - (105) - (903) Net adjustments 152 538 - 27 494 - - 7 - 180 039 from revaluation increments/ (decrements) Depreciation 99 334 - 14 233 8 178 912 171 - 122 828 Expense Balance as at 30 2 688 174 - 475 478 192 849 17 596 8 621 - 3 382 718 June Net Book Value Balance as at 30 1 954 155 1 773 029 573 314 70 779 45 205 5 872 166 914 4 589 268 June 2003 Balance as at 30 1 881 961 1 669 192 552 444 78 494 46 117 5 458 395 750 4 629 416 June 2002 Network Assets as at 30 2003 2003 2003 2002 2002 2002 June: Gross Value Accumulated Written Gross Value Accumulated Written Down Depreciation Down Value Depreciation Value $’000 $’000 $’000 $’000 $’000 $’000

At Cost 235 268 - 235 268 486 950 - 486 950 At Valuation 7 736 718 3 382 718 4 354 000 7 220 401 3 077 935 4 142 466 7 971 986 3 382 718 4 589 268 7 707 351 3 077 935 4 629 416

(1) Represents capital works undertaken for external bodies and correction for prior year errors (Refer Note 9).

26. PAYABLES

Payables as at 30 June comprised: 2003 2002 $’000 $’000

Supplies and Services 46 711 43 800 Employee Expenses 4 698 4 368 Other 1 405 8 844 52 814 57 012

2003 2002 $’000 $’000

Current Liabilities 49 845 54 716 Non-Current Liabilities 2 969 2 296 52 814 57 012

27. EMPLOYEE ENTITLEMENTS

(a) PROVISION FOR EMPLOYEE ENTITLEMENTS

Current Liabilities: 2003 2002 $’000 $’000

Annual Leave (1) 5 770 5 806 Long Service Leave (2) 2 354 5 258 Workers Compensation 1 431 1 967 9 555 13 031

Non - Current Liabilities: 2003 2002 $’000 $’000

Long Service Leave (2) 26 121 19 432 Workers Compensation 3 824 6 149 29 945 25 581

(1) Annual leave is classified as a current liability as employees are required to take all annual leave within the year of entitlement.

(2) Long Service Leave liability has been allocated between current and non-current liabilities using the leave pattern history for the previous year. A change in accounting policy to reduce the shorthand estimation of long service leave from 8 to 7 years has resulted in an increase to the liability of $0.434m. 27. (b) AGGREGATE EMPLOYEE BENEFITS AND RELATED ON-COST LIABILITIES

2003 2002 $’000 $’000

Annual Leave Included in Payables – current (note 26) 912 975 Provision for Employee Benefits – current (note 27(a)) 5 770 5 806 Total Annual Leave 6 682 6 781

Long Service Leave Included in Payables – current (note 26) 186 620 Provision for Employee Benefits – current (note 27(a)) 2 354 5 258

Included in Payables – non-current (note 26) 2 969 2 296 Provision for Employee Benefits – non-current (note 27(a)) 26 121 19 432 Total Long Service Leave 31 630 27 606

Workers Compensation Included in Payables – current (note 26) - - Provision for Employee Benefits – current (note 27(a)) 1 431 1 967

Included in Payables – non-current (note 26) - - Provision for Employee Benefits – non-current (note 27(a)) 3 824 6 149 Total Workers Compensation 5 255 8 116

Salaries and Wages Included in Payables – current (note 26) 633 491 Provision for Employee Benefits – current (note 27(a)) - - Total Salaries and Wages 633 491

Other Benefits Included in Payables – current (note 26) (2) (14) Total Other Benefits (2) (14) Aggregate Employee Benefits and Related On-cost Liabilities 44 198 42 980

28. BORROWINGS

2003 2002 $’000 $’000

Balance as at 1 July 47 760 58 683 Less Repayments: Public Transport Assets - 10 900 Transfers from restructure - (23) Balance as at 30 June 47 760 47 760

2003 2002 $’000 $’000

Current Liabilities - - Non – Current Liabilities 47 760 47 760 47 760 47 760 29. COMMITMENTS

(a) Lease Commitments - Operating

Operating Lease Commitments 2003 2002 $’000 $’000

Payable no later than 1 year 14 224 9 787 Payable later than 1 year but not later than 5 years 6 609 9 256 Payable later than 5 years - 1 326 20 833 20 369

Leases include plant and vehicles, office accommodation, land for stacking roadside materials, land used for rail purposes and office equipment. These commitments are not recognised as liabilities in the financial report.

The current plant lease is a non-cancellable lease and an option exists to renew the lease, which expires in June 2004. However, the Department will be purchasing its plant progressively over the 2003-04 financial year, and therefore it will be unlikely that it will exercise its right to renew its plant lease passed June 2004.

The property leases are non-cancellable leases with terms ranging from 1 to 10 years. Rental is payable in arrears. Contingent rental provisions within the lease agreements require the minimum lease payments to be regularly reviewed and increased by either a CPI factor, to market value, or a fixed percentage. Various options exist to renew the leases at the end of their terms. A number of leases have no option to renew.

The computer equipment leases are non-cancellable leases with the lease term being 3-4 years. The lease contains three options at the conclusion of the current 3-4 year term, being: return equipment, extend the lease at fair market value or purchase the equipment at fair market value.

The motor vehicle and photocopier leases are non-cancellable leases, with rental payable monthly in arrears. No contingent rental provisions exist within the lease agreement and no options exist to renew the leases at the end of their terms.

(b) Agreements Equally and Proportionately Unperformed

2003 2002 $’000 $’000

Investing 54 148 23 913 Operating 37 883 26 179 92 031 50 092

(c) Capital Commitments

Aggregate capital expenditure commitment for construction projects relating to road networks as at 30 June 2003 were:

2003 2002 $’000 $’000

Payable no later than 1 year 46 421 18 614 Payable later than 1 year but not later than 5 years 7 721 5 299 54 148 23 913

30. CONTINGENT LIABILITIES

At year-end, the Department had possible material exposures resulting from litigation (or pending litigation) in respect of claims for property damage or personal injury. The Department had also received notification of other cases not yet subject to Court action, which may result in subsequent litigation in the future.

In addition, the Department has possible material exposure resulting from the ongoing monitoring and treatment of contaminated land assets (in particular rail).

The Department believes that the extent of these liabilities cannot be reliably measured. 31. RECONCILIATION OF (DEFICIT)/SURPLUS FROM ORDINARY ACTIVITIES TO NET CASH PROVIDED BY OPERATING ACTIVITIES

2003 2002 $’000 $’000

(Deficit)/Surplus from ordinary activities (101 915) (97 635) Adjustments: Depreciation 144 699 143 616 Work In Progress Adjustment 105 300 - Inventories (1 057) (81) Prepayments (105) 1 049 Receivables (8 612) 17 725 Creditors (5 588) (5 866) Employee Entitlements 1 727 283 Unearned Revenue (5) 288 Fair Value of Assets Received (33 076) (5 007) Income Tax Adjustment (1 970) (1 208) Appropriations from Government 44 346 117 510 Other 258 57 Net Cash provided by Operating Activities 144 002 170 731

32. INDENTURE PORTS

Transport SA manages the indenture and private ports. Funds in regard to cargo services and harbour services charges are collected by Transport SA and applied to the maintenance of indenture ports. Any remaining funds are paid to the Department of Treasury and Finance by way of a dividend. Assets associated with these ports include land and facilities at Port Bonython, Ardrossan and Whyalla.

The amount paid to the Department of Treasury and Finance in 2002/2003 was $3.6m ($3.4m).

33. REMUNERATION OF EMPLOYEES

The number of employees whose remuneration received or receivable 2003 fell within the following bands were: Number Of Employees

$100 000 to $109 999 16 $110 000 to $119 999 9 $120 000 to $129 999 6 $130 000 to $139 999 2 $140 000 to $149 999 2 $150 000 to $159 999 - $160 000 to $169 999 1 $240 000 to $249 999 1 Total Number 37

The total remuneration received by the 37 employees (22 employees) was $4.4m ($2.7m), which included salary and related payments, superannuation benefits and motor vehicle benefits. 34. CONSULTANTS

The Department paid fees to consultants as follows:

2003 2002 Range: Number Number

$1 to $10 000 12 11 $10 001 to $50 000 5 9 $50 001 and above 1 3 18 23

The total value of consultancies for the reporting period was $0.3 m ($0.8m)

35. TARGETED VOLUNTARY SEPARATION PACKAGES (TVSPs)

In accordance with Government policy to reduce the public sector workforce, 5 employees (42) of the Department were paid TVSPs during the year. These payments have been or will be recovered from the Department of the Premier and Cabinet.

TVSP payments amounted to $0.6m ($3.4m) for the year. An amount of $0.2m ($0.4m) is owed to the Department as at 30 June 2003, and is included in the item Receivables. Payments are recorded under the item Employee Expenses.

In addition, accrued annual leave and long service leave entitlements amounting to $0.4m ($1.2m) were paid to those employees who received a TVSP.

36. ROAD SAFETY

In accordance with the Highways Act 1926, $7.6m ($7.5m) being 1/6th of drivers’ licence collections, was used to fund expenditure on transport safety initiatives. Expenditure on these initiatives is reflected in the Regulatory Services and Operations of the Transport System programs.

37. ADMINISTERED ITEMS

Administered items during the reporting period were:

• Development Application Fees Distribution • West Beach Trust - Tax Equivalent Regime (TER) • Outback Areas Community Development Trust • Local Government Tax Equivalent Fund • Local Government Grants Commission • Catchment Management Subsidy Scheme • Contractor Deposits • Emergency Services Levy • Lincoln Cove Marina • Metropolitan (Woodville, Henley and Grange) Drainage Scheme • Minister’s salary • Motor Registration Disbursements • South-Western Suburbs Drainage Scheme Act, 1959 • Unclaimed salaries and wages • Flood Mitigation

The financial statements for administered items are contained in the Program Schedules. 38. BUS AND DEPOT RECEIVABLES

Since the commencement of the seven new metropolitan bus contracts, the Passenger Transport Board has had the responsibility under lease arrangements for payments to Transport SA for the use of buses and depots owned by Transport SA.

The following information is provided in respect of those assets:

Buses Depots Total $’000 $’000 $’000

Gross Value 299 262 44 447 343 709 Accumulated Depreciation 216 813 11 891 228 704 Net Value 82 449 32 556 115 005

Depreciation for the year ended 30 June 13 298 940 14 238

The Department expects to receive the following income from Buses and Bus Depots under the lease arrangements:

<1 Year 1-5 years > 5 years $’000 $’000 $’000

30 797 25 664 -

39. FINANCIAL INSTRUMENTS

(a) Terms and Conditions

Financial Instrument Note Accounting Policies and Methods Nature of Underlying Instrument

Financial Assets

Cash assets 20 Cash at bank is recorded at its nominal Interest is calculated based on the average amount. Interest revenue is recorded on an daily balances of the interest bearing funds. accrual basis, with only certain funds held The interest bearing funds of the within the total cash balance being interest Department are the Transport Operating bearing. Account, the Boating Administration Working Account, the Recreational Boating Facilities Fund, Planning SA Deposit Account and Office of Local Government Deposit Account. The interest rate is the Treasurer’s Approved Rate of Interest on Deposit Accounts, which is 4.6% (as at 30/6/03).

Receivables 21 Receivables are recorded at amounts due Receivables are due within 30 days. to the Department less a provision for doubtful debts. They are recorded when works, goods or services have been supplied.

Administered Items

Cash assets Administered cash is recorded at its This is measured as the amount held in nominal amount. separate accounts with the Department of Treasury and Finance on behalf of third parties.

Receivables Receivables are recorded at the amounts Receivables are due in line with due to the Department. agreements for the Administered Items.

Financial Liabilities

Payables 26 Creditors are recorded at the agreed Terms of payment are 30 days unless amounts at which liabilities are to be settled. otherwise agreed in the terms and They are recorded when the works, goods conditions of individual contracts. and services have been provided.

Borrowings 28 Borrowings are recorded at the amounts Loans are carried at the amounts borrowed. equal to proceeds received less repayments Loans are drawn from the Department of of principal made. Interest expense is Treasury and Finance and the interest rate recognised on an accrual basis. is the Treasurer’s Common Public Sector Interest Rate of 6.25% (as at 30/6/03). Repayments are determined in negotiation with the South Australian Government Financing Authority (SAFA).

Administered Items

Payables Creditors are recorded at the agreed Creditors are due in line with agreements amounts at which the liabilities are to be for the Administered Items. settled.

Borrowings Borrowings are recorded at the amounts Loans are carried at the amount borrowed. owed. Repayments are determined in negotiation with the South Australian Government Financing Authority (SAFA) for the particular Administered Item.

(b) Interest Rate Risk

FINANCIAL 2003 2003 2003 2003 2002 2002 2002 2002 INSTRUMENT Floating Interest Non- Total Floating Interest Non- Total Interest Bearing Interest Interest Bearing Interest Rate Bearing Rate Bearing % $’000 $’000 $’000 % $’000 $’000 $’000

CONTROLLED ITEMS Financial Assets Cash assets 4.60 15 334 125 304 140 638 4.17 13 513 72 635 86 148 Receivables - 23 525 23 525 - 14 873 14 873 15 334 148 829 164 163 13 513 87 508 101 021 Financial Liabilities Payables - 52 814 52 814 - 57 012 57 012 Borrowings 6.25 47 760 - 47 760 6.25 47 760 - 47 760 47 760 52 814 100 574 47 760 57 012 104 772 ADMINISTERED ITEMS Financial Assets Cash assets - 944 944 - 180 180 Receivables - 3 835 3 835 - 3 622 3 622 - 4 779 4 779 - 3 802 3 802 Financial Liabilities Payables - 744 744 - 458 458 Borrowings - 3 179 3 179 - 3 308 3 308 Bank overdraft - - - - 36 36 - 3 923 3 923 - 3 802 3 802 (c) Net Fair Values of Financial Assets and Liabilities

Financial Instrument Note 2003 2003 2002 2002 Total Carrying Net Total Carrying Net Amount Fair Value Amount Fair Value $’000 $’000 $’000 $’000

CONTROLLED ITEMS Cash assets 20 140 638 140 638 86 148 86 148 Receivables 21 23 525 23 525 14 873 14 873 164 163 164 163 101 021 101 021 Payables 26 52 814 52 814 57 012 57 012 Borrowings 28 47 760 47 760 47 760 47 760 100 574 100 574 104 772 104 772 ADMINISTERED ITEMS Cash assets 944 944 180 180 Receivables 3 835 3 835 3 622 3 622 4 779 4 779 3 802 3 802 Payables 744 744 458 458 Borrowings 3 179 3 179 3 308 3 308 Bank overdraft - - 36 36 3 923 3 923 3 802 3 802

(d) Credit Risk Exposure

The Department’s maximum exposure to credit risk at the reporting date in relation to financial assets is the carrying amount of those assets as indicated in the Statement of Financial Position.

The Department has no significant exposures to any concentrations of credit risk.

40. AUDITORS’ REMUNERATION

The amount payable to the Auditor General’s Department for audit services during the reporting period was $216 000 ($200 000). The Auditors received no other benefits.

41. RAIL TRANSPORT FACILITATION FUND

The Rail Transport Facilitation Fund Act 2001, which established the Rail Transport Facilitation Fund was proclaimed in December 2001.

Net income derived from the sale or leasing of railway assets and net income derived by the State from rail facilitation projects is to be paid into the fund.

Approval was given for the creation of the Rail Transport Facilitation Fund on 20 September 2002. Income from the sale and leasing of railway land and costs associated with these assets has been transacted through the Transport Operating Account up to 20 September 2002. Income for the year totalled $7.5 million ($12m) and expenditure amounted to $10 million ($3m). Total $’000 $’000

Opening Balance 1 July 2002 - Add: Receipts 7 501 Transfer from Transport Operating Account 8 732 16 233

Less: Payments (1) 10 083 10 083 Closing Balance 30 June 2003 6 150

(1) Dividend Paid to DTF ($6.6 million)

42. CASH ALIGNMENT POLICY

The Government is considering introducing a new policy with respect to aligning agency cash balances with appropriation and expenditure authority. It is not practical to estimate the potential effect this may have on the financial position of the entity. This policy may come into effect during the course of 2003-04 and, depending on implementation arrangements, the agency may be required to transfer a portion of its cash balance to the Consolidated Account effective on or after June 2004.

PLANNING AND DEVELOPMENT FUND STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2003

Note 2003 2002 $'000 $'000

Expenses from Ordinary Activities Management service costs 427 355 Supplies and Services 115 199 Grants and subsidies 3 5 964 6 339 Depreciation 4 - 5 Loss on Disposal of Non-current Asset 5 - 4 076 Total Expenses from Ordinary Activities 6 506 10 974

Revenues from Ordinary Activities Strata title, Community title and land sub-division fees 6 5 331 4 953 Interest 389 392 Other 26 - Total Revenues from Ordinary Activities 5 746 5 345

(Deficit) from Ordinary Activities (760) (5 629)

Transfer from Asset Revaluation Reserve to 10(a) - 2 228 Accumulated Surplus

Net credit to an Asset Revaluation Reserve on 10(b) 255 - revaluation of Non-Current Assets

Total changes in equity other than those resulting from (505) (3 401) transactions with the State Government as owner

The Statement of Financial Performance is to be read in conjunction with the notes to and forming part of the Financial Statements. PLANNING AND DEVELOPMENT FUND STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2003

Note 2003 2002 $'000 $'000 Current Assets Cash Assets 7(a) 6 945 7 092 Receivables 37 29 Total Current Assets 6 982 7 121

Non-current Assets Land, Buildings and Improvements and Equipment 8 1 665 1 410 Total Non-current Assets 1 665 1 410

Total Assets 8 647 8 531

Current Liabilities Payables 9 1 087 466 Total Current Liabilities 1 087 466

Total Liabilities 1 087 466

Net Assets 7 560 8 065

Equity Accumulated Surplus 10(a) 6 991 7 751 Asset Revaluation Reserve 10(b) 569 314 Total Equity 7 560 8 065

The Statement of Financial Position is to be read in conjunction with the notes to and forming part of the Financial Statements. PLANNING AND DEVELOPMENT FUND STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2003

Note 2003 2002 $'000 $'000 Inflows Inflows (Outflows) (Outflows) Cash flows from Operating Activities Payments Management service costs (427) (355) Supplies and services (160) (177) Grants to organisations (5 298) (5 967) Total Payments (5 885) (6 499)

Receipts Strata title and land sub-division fees 5 331 4 953 Interest received 381 399 Other 26 - Total Receipts 5 738 5 352

Net Cash (used in)/provided by Operating Activities 7(b) (147) (1 147)

Net (decrease)/increase in cash held (147) (1 147)

Cash at the beginning of the reporting period 7 092 8 239

Cash at the end of the reporting period 7(a) 6 945 7 092

The Statement of Cash Flows is to be read in conjunction with the notes to and forming part of the Financial Statements. PLANNING AND DEVELOPMENT FUND NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

1. Objectives and Funding

The Planning and Development Fund was established under section 79 of the Development Act 1993.

The key objective of the Fund is to provide the Government with the means to implement a Statewide open space program. The Fund is applied towards the purchase, development and management of open space and the servicing of capital costs associated with the provision of the open space.

The primary source of funding is from developers who are required under the Development Act 1993 to contribute to the Planning and Development Fund in lieu of the provision of 12.5% of the development as open space, in accordance with a prescribed formula where the number of allotments in land sub-division are less than 20. A contribution into the Planning and Development Fund is also required where developers create Community titles.

2. Statement of Accounting Policies

The significant Accounting Policies which have been adopted in the preparation of these financial statements are:

(a) Basis of preparation of the Financial Statements

The Financial Statements are a general purpose financial report and have been prepared in accordance with the requirements of the Treasurer’s Instructions, applicable Accounting Policy Statements issued pursuant to the Public Finance and Audit Act 1987, Statements of Accounting Concepts, applicable Australian Accounting Standards, Urgent Issues Group Consensus Views and other mandatory reporting requirements. The accrual method of accounting has been employed using the historical cost basis and does not take into account changing money values or, except where stated, current valuations of non-current assets.

(b) Revenue recognition

Strata title, Community title and land sub-division fees Fees are recognised as revenue upon lodgement of applications for sub-divisions, Strata and Community titles.

Disposal of non-current assets Proceeds from the sale of non-current assets are included as revenue upon settlement.

(c) Valuation and Revaluation of non-current assets

The basis of valuation is at fair value in accordance with Australian Accounting Standard AASB 1041 ‘Revaluation of Non-Current Assets’, subject to the directions contained in Accounting Policy Statement No.3 'Revaluation of Non- current Assets'.

Land will be valued every 3 years in compliance with Accounting Policy Statement APS 3 ‘Revaluation of Non-current Assets’.

All land was independently revalued to fair value as at June 2003. Valuations were performed by the Department for Administrative and Information Services – Land Services Group.

Accounting Policy Statement No.2 ‘Asset Recognition’ provides for assets below the revaluation threshold to be deemed to have been revalued to their fair values immediately following recognition at acquisition cost. Computer equipment is valued at cost.

(d) Depreciation of Non-current assets

All non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner that reflects the consumption of their service potential. Depreciation is calculated on a straight-line basis, with the following depreciation periods:

Computer equipment 3yrs

Land is not depreciated. (e) Tax Status

The activities of the Planning and Development Fund are exempt from income tax.

Relevant fees charged under the Development Act 1993 are Goods and Services Tax (GST) exclusive and are exempt from the GST under a determination, Division 81, by the Australian Taxation Office.

(f) Comparative Figures

The Planning and Development Fund has adopted the presentation and disclosure requirements of Accounting Standard AASB 1018 ‘Statement of Financial Performance’, AAS28 ‘Statement of Cash Flows’, AAS36 'Statement of Financial Position' and AAS37 'Financial Report Presentation and Disclosures' in the preparation of this financial report.

In accordance with the requirements of these Standards, comparative amounts have been reclassified in order to comply with the presentation format.

(g) Accounting for Goods and Services Tax (GST)

In accordance with the requirements of UIG Abstract 31 “Accounting for the Goods and Services Tax (GST)” revenues, expenses and assets are recognised net of the amount of GST.

The amount of GST incurred by the Fund as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense.

The net GST receivable/payable to the Australian Taxation Office is not recognised as a receivable/payable in the Statement of Financial Position as the Fund is a member of an approved GST group of which Planning SA (Department for Transport and Urban Planning) is responsible for the remittance and collection of GST.

There are no cash flows relating to GST transactions with the Australian Taxation Office in the Statement of Cash Flows.

3. Grants and subsidies

2003 2002 $’000 $’000

Regional Open Space Grants to Councils(1): Metropolitan Open Space Scheme - 30 Regional Open Space Enhancement Scheme 1 583 842 Places for People 395 - Arts Court Development - 3 000 Parklands 21 Strategy 2 369 600 Coast Park 1 617 1 867 5 964 6 339

(1) Represent grants provided to Councils and expenditure on projects, which enable the Government to discharge its Metropolitan Open Space Scheme (MOSS) and Regional Open Space Enhancement Scheme (ROSES) responsibilities as well as the development of a metropolitan wide Coast Park. Grants are applied towards the acquisition and development of strategic and critical areas for the MOSS, ROSES and Coast Park projects inline with the Parklands 21 Strategy, Places for People and Open Space strategies of Local Government.

4. Depreciation

2003 2002 $’000 $’000

Computer equipment - 5 - 5 5. Loss on Disposal of Non-current Assets

2003 2002 $’000 $’000

Proceeds from the disposal of non-current assets - - Less: written down value of non-current assets - 4 076 Net Loss - 4 076

2002 - Land, Buildings and Improvements subject to a 45-year lease to Royal Zoological Society of South Australia Incorporated is not considered to be controlled by the Planning and Development Fund.

6. Strata title, Community title and land sub-division fees

Consistent with the Development Act, 1993 the following revenues have been sourced from developers:

2003 2002 $’000 $’000

Subdivision fees 2 650 2 226 Strata and Community title (Real Property Act 1886) 2 681 2 727 5 331 4 953

7. Notes to the Statement of Cash Flows

(a) Reconciliation of cash

For the purpose of the Statement of Cash Flows, the Planning and Development Fund considers cash as that held in a special interest bearing deposit account of Planning SA.

2003 2002 $’000 $’000

Cash held in Deposit accounts 6 945 7 092

(b) Reconciliation of Net Cash used in Operating Activities to Deficit from Ordinary Activities

2003 2002 $’000 $’000

Net Cash (used in) / provided by operating activities (147) (1 147)

Adjustments for non-cash items: Depreciation - (5) Receivables 8 (7) Payables (621) (394) Loss on Disposal of Non-current Asset - (4 076) (Deficit) from Ordinary Activities (760) (5 629) 8. Non-current assets

Land represents properties in the Minister for Urban Development and Planning's name and under the management of the Department of Transport and Urban Planning.

Land and Equipment

2003 2002 $’000 $’000

Land (at valuation) 1 665 1 410

Equipment (at cost) 22 22 Accumulated Depreciation (22) (22) Written-down value - -

Total Written-down value 1 665 1 410

Land and Equipment Movement Schedule

Land Equipment TOTAL $’000 $’000 $’000

Gross Carrying Amount Balance at 1 July 1 410 22 1 432 Additions - - - Disposals - - - Acquisitions of businesses - - - Net revaluation increments/(decrements) 255 - 255 Recoverable amount write downs - - - Recoverable amount reversals - - - Net foreign currency exchange differences - - - Other - - - Balance at 30 June 1 665 22 1 687

Accumulated Depreciation Balance at 1 July - (22) (22) Disposals - - - Net adjustments from revaluation increments / (decrements) - - - Recoverable write down amounts - - - Recoverable amount reversals - - - Depreciation expense - - - Net foreign currency exchange differences - - - Other - - - Balance as at 30 June - (22) (22)

Net Book Value As at 30 June 2003 1 665 - 1 665 As at 30 June 2002 1 410 - 1 410 9. Payables

2003 2002 $’000 $’000

Current Liability: Supplies and Services 9 54 Grants and Subsidies 1 078 412 1 087 466

10. Changes in Equity

(a) Accumulated Surplus

2003 2002 $’000 $’000

Balance at 1 July 7 751 11 152 Deficit from ordinary activities (760) (5 629) Transfer from Asset Revaluation Reserve (1) - 2 228 Balance at 30 June 6 991 7 751

(b) Asset Revaluation Reserve

2003 2002 $’000 $’000

Balance at 1 July 314 2 542 Increment on revaluation 255 - Transfer to Accumulated Surplus (1) - (2 228) Balance at 30 June 569 314

(1) Asset Revaluation Reserve relating to Land, Buildings and Improvements no longer under the control of the Planning and Development Fund has been transferred to Accumulated Surplus in 2001-02.

11. Remuneration of Auditors

The Planning and Development Fund have paid auditor’s remuneration of $8000 ($8000). 12. Financial Instruments

Terms, conditions and accounting policies

Financial Instrument Notes Accounting Policies and Methods Nature of underlying instrument (including recognition criteria and (including significant terms and measurement basis) conditions affecting the amount, timing and certainty of cash flows) Financial Assets Cash 7(a) Deposits are recognised at their nominal Planning and Development Fund cash as amounts. Interest is credited to revenue as it that held in a special interest bearing accrues. deposit account of Planning SA. Interest is paid quarterly on the average daily balance of the account at an interest rate determined by the Treasurer. The interest rate as at 30 June 2003 was 4.60%. Receivables These receivables are recognised at the Standard credit terms are net 30 days. nominal amounts due less any provision for doubtful debts. Collectability of debts is reviewed at balance date. Amounts are recognised when services are provided. Financial Liabilities Payables 9 Creditors and accruals are recognised at Creditors are paid within 30 days. their nominal amounts. Liabilities are recognised to the extent that goods and services have been received.

Interest Rate Risk

Financial Instrument 2003 2003 2003 2003 2002 2002 2002 2002 Weighted Interest Non- Total Weighted Interest Non- Total Average Bearing Interest Average Bearing Interest Effective Bearing Effective Bearing Interest Interest Rate Rate % $’000 $’000 $’000 % $’000 $’000 $’000

Financial Assets Cash 4.6 6945 - 6945 4.3 7092 - 7029 Receivables - 37 37 - 29 29 Total Financial Assets 6945 37 6982 7092 29 7121 Financial Liabilities Payables - 1087 1087 - 466 466 Total Liabilities - 1087 1087 - 466 466

Net Fair Values of Financial Assets and Liabilities The net fair values of the financial assets and liabilities approximate their carrying values.

Credit Risk Exposure The maximum credit risk exposure at reporting date in relation to each class of recognised financial asset is the carrying amount of those assets as indicated in the Statement of Financial Position.

ACRONYMS AND ABBREVIATIONS

AIS Alcohol Interlock Scheme ASEAN Association for South East Asian Nations BCIS Boards and Committee Information System CNG Compressed Natural Gas DAC Development Assessment Commission DAIS Department of Administrative and Information Services DBMT Department of Business, Manufacturing and Trade DFEEST Department of Further Education, Employment, Science and Technology DHS Department of Human Services DTUP Department of Transport and Urban Planning EDALA Electronic Development Application Lodgement and Assessment EEO Equal Employment Opportunity EMF Elected Members Forum FOI Freedom of Information FoodSA Food South Australia FTE Full Time Equivalent Employee HFZ Hills Face Zone IPAP Improved Policy and Procedures ITS Intelligent Transport System LGA Local Government Association NCC Northern Connexions Conference NCP National Competition Policy OCPE Office of the Commissioner for Public Employment OHS&W Occupational Health, Safety and Welfare OHS&IM Occupational Health, Safety and Injury Management OLG Office of Local Government ON Office of the North OSS Office of the Southern Suburbs OSSEED Offices for Sustainable Social, Environmental and Economic Development PARs Plan Amendment Reports PLAIN Public Libraries Automated Information Network PlnSA Planning SA PTB Passenger Transport Board RAG Remote Areas Group RETP Regional Education and Training Partnership RMO Regional Ministerial Offices SAFA South Australian Government Financing Authority SAPOL South Australian Police SELGA South East Local Government Association SPIPE Southern Programs to Increase Participation in Education TAFE Technical and Further Education TP Transport Planning TSA Transport SA UIP Urban Infrastructure Program UniSA University of South Australia WIT Women in Transport

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AGENCY CONTACT DETAILS

DEPARTMENT FOR TRANSPORT PASSENGER TRANSPORT BOARD AND URBAN PLANNING Level 10, Roma Mitchell House

OFFICE OF THE CHIEF EXECUTIVE 136 North Terrace Level 12, Roma Mitchell House (GPO Box 1998, Adelaide SA 5001) 136 North Terrace ADELAIDE SA 5000 (PO Box 8197, Station Arcade) Telephone: (08) 8303 0822 ADELAIDE SA 5000 Facsimile: (08) 8303 0828 Telephone: (08) 8204 8200 www.adelaidemetro.com.au Facsimile: (08) 8204 8216 www.dtupa.sa.gov.au TRANSPORT PLANNING Level 9, Roma Mitchell House 136 North Terrace TRANSPORT SA ADELAIDE SA 5000 33-37 Warwick Street (PO Box 1 Walkerville 5081) (PO Box 1) Telephone 08 8204 8178 WALKERVILLE SA 5081 Facsimilie 08 8204 8740 Telephone: (08) 8343 2222 Facsimile: (08) 8343 2585 TRANSADELAIDE www.transport.sa.gov.au Adelaide Railway Station North Terrace ADELAIDE SA 5000 PLANNING SA Telephone: (08) 8218 2200 Level 6, Roma Mitchell House Facsimile: (08) 8218 2206 136 North Terrace Helpdesk: (08) 8218 2362 (GPO Box 1815) www.transadelaide.com.au ADELAIDE SA 5000 Telephone: (08) 8303 0600 Facsimile: (08) 8303 0782 OFFICE FOR SOUTHERN SUBURBS www.planning.sa.gov.au Suite 1, Ground Floor Noarlunga House (PO Box 519) OFFICE OF LOCAL GOVERNMENT NOARLUNGA CENTRE SA 5168 Level 7, Roma Mitchell House Telephone: (08) 8207 3992 North Terrace Facsimile: (08) 8207 3990 (PO Box 8021, Station Arcade) [email protected] ADELAIDE SA 5000 Telephone: (08) 8204 8700 Facsimile: (08) 8204 8734 OFFICE OF THE NORTH www.localgovt.sa.gov.au Building 22, Woomera Road EDINBURGH SA 5111 (PO Box 85, Whites Road, SALISBURY NORTH SA 5108) Telephone: (08) 8307 5020 Facsimile: (08) 8307 5030 www.dtup.sa.gov.au/office_north

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NULRPR 02 REPORT ANNUAL > 3DPRMN FTASOTADUBNPLANNING URBAN AND TRANSPORT OF DEPARTMENT 03

ANNUAL0 REPORT2>03

DEPARTMENT OF TRANSPORT AND URBAN PLANNING