DOCSLIB.ORG

Strategic Plan 2021-2025

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Strategic Plan 2021-2025 S t r a t e g i c P l a n 2021 - 2025 Municipal Council of Roxby Downs Australia's most highly regarded mining town Acknowledgement of Tr a d i ti o n a l O w n e r s Legend explaining the elements of the Kokatha painting We acknowledge we are part of Kokatha land and recognise the Kokatha people as the traditional and continuing custodians of the land. This painting represents Roxby Downs, the Kokatha traditional owners are welcoming people from different communities and countries that come to Roxby Downs to live, work, visit or pass through . INTRODUCTION The Municipal Council of Roxby Downs is pleased to present the The community’s remote location, fluid population (≈ 20% churn per year) and Strategic Plan 2021-2025. It is the overarching document which guides interdependence with BHP’s Olympic Dam operations mean that there are Council’s planned operational activities and priorities over the next 5 many external influences outside of Council’s control. Having a plan that years. accommodates shifting priorities is critical for success. For this reason, the time horizon for this Plan is only 5 years. At the time of compiling the Plan, the COVID-19 pandemic has markedly impacted the Australian Community at every level. Content for this Plan has been informed by the extensive consultation that occurred in the development of the Roxby Downs Community Development As the focal point of contact within the community, Council recognises Plan 2020-2022. This document presents a further opportunity for community the key role it plays in supporting local businesses and community during consultation prior to consideration and adoption by Council. this extraordinary time and the future impacts it may have, In Roxby Downs, we recognise that change is constant, as a result Council Council will support important strategic priorities that will position Roxby has evolved into a flexible, responsive and resilient organisation. We look Downs for the recovery and the future beyond the pandemic with prudent forward to working with the Community, BHP, State Government and key strategic investment to ensure sustainability and resilience are at the stakeholders to achieve the aspirations and purposes outlined in this Plan. forefront of our approach and thinking. This plan is a dynamic document that Council will review from time to time. As we better understand the impact of COVID-19 on the medium Geoff Whitbread and short-term future, and the changing and emerging needs of the Administrator community, Council will further evolve and adapt its organisational response in line within the strategic framework and themes that we have proposed. The Plan shares Council’s aspirations and our approach to achieve the best outcomes for the community. We will continue to focus on the factors that contribute to the quality of life of our residents, enhancing our customer service and value proposition and the sustainability of our assets. OUR COMMUNITY Roxby Downs is located in outback South Australia, 560kms north-northwest of Adelaide. Covering an area of 110 square kilometres, the municipality operates as a service centre for BHP’s Olympic Dam operations. Roxby Downs also acts as a regional hub for the nearby towns of Andamooka and Woomera, and neighbouring pastoral stations. In addition to traditional municipal services, Council is also the authority responsible for delivering the town’s power and water supply through purchasing Roxby Downs contracts with BHP. South Australia Due to the highly mobile nature of employment within the mining and resources sector and with a strong fly in fly out (FIFO)/drive in drive out (DIDO) workforce, a high population turnover in Roxby Downs is a constant factor. This transience creates both challenges and opportunities for Council’s operations. The community’s unique demographic composition with a high proportionate representation of children and low numbers of senior citizens, means there is a corresponding focus on facilities and services for the younger age groups. However, Council recognises the importance of addressing the needs of all people in our community and continues to develop appropriate programs and facilities that cater for all ages. Estimated resident population with a transient population* of ≈4 ,500 approximately 500 persons *(FIFO/DIDO workers) Median age of resident 30y ears population Number of children and young people ≈ 3 0 % aged under 18 years S o u r c e : www.abs.gov.au and https://profile.id.com.au/roxby - d o w n S 2018 ( r o u n d e d ) STRATEGIC PLANNING FRAMEWORK T h e S t r a t e g i c P l a n is t h e overarching d o c u m e n t t h a t g u i d e s C o u n c i l ’ s w o r k p r i o r i t i e s, g r o u p p l a n s and individual performance p l a n s. • Regi onal Publ i c Heal th Plan • A n n u a l B u d g e t • Quarterly B u d g e t Rev iews • Asset Management Plan • A n n u a l Business Plan • Operational Plans S T R AT E G I C PLAN • Long Term Financial Plan • 6 Month Report Cards 2021-25 • C o m m u n i t y Development Plan PRODUCTIVITY Council utilises a range of key performance indicators and benchmarking data to support decision-making and to evaluate performance. REPORTING Council uses quantitative, financial and qualitative and non-financial measures to analyse and assess performance against specified objectives. Regular reporting includes: • Quarterly financial reviews to Council and the independent Audit Committee • Annual Report and a range of statutory reports to Government agencies (eg: Essential Services Commission of South Australia (ESCOSA), Environment Protection Authority (EPA), SA Health) • 6 monthly Report Card • Council reports, social and audio media • Frequent consultation with the Department of Energy and Mining and BHP COMMUNITY FOUNDATIONS ENVIRONMENT & LEADERSHIP & HEALTH & COMMUNITY SUSTAINABILITY GOVERNANCE WELLBEING VIBRANCY An organisation t h a t A p l a c e w h i c h p r o v i d e s A v i b r a n t , a c t i v e , A t o w n w h i c h r e sp e c t s has a c u l t u r e o f serv i ces and facilities t o i n c l u s i v e and engaging i ts environment a n d accountability , a s s i s t our community to c o m m u n i t y t h a t f o st e rs o f f er s practical improvement and achieve positive connections b e t w e e n initiatives t h a t b e n e f i t a c t s w i t h a set of w e l l b e i n g o u t c o m e s . c o m m u n i t y m e m b e r s . t h e c o m m u n i t y a n d s h a r e d v a l ue s and p r e se r v es t h e behavioural environment s t a n d a r d s . INFRASTRUCTURE ECONOMIC & ESSENTIAL COMMUNITY COMMUNICATION DEVELOPMENT SERVICES SERVICES T i m e l y a n d consistent P r o v i d e efficient P r o v i d e q u a l i t y , The needs of our professional serv i ces t o t h e b u si n e ss contemporary , v a l u e f o r diverse community communication t h a t s e c t o r w h i c h w i l l m o n e y community are supported by the e n g a g e s c o m m u n i t y , contribute t o t h e i r assets and serv i ces. delivery of b usine ss a n d o t h e r success i n o u r l o c a l W e w i l l f o c u s o n responsive and stakeholders . e c o n o m y . sustainable relevant community F a c i l i t a t e opportunities infrastructure a n d s e r v i c e s . f o r c o m m e n t a n d i n p u t i n e sse n t i a l serv i ces. d e c i s i o n - m a k i n g . OUR ASPIRATION, VALUES & GUIDING PRINCIPLES OUR ASPIR AT ION Australia's most highly regarded mining town Policy, legislative Indenture , and regulatory BHP, State environment G o ve r n m e n t Legitim ac y OUR PURPOSE an d Support To work with the community to plan, develop and create a township environment that is engaging, and enriches the lives of the community Community expectation OUR VALUES AND PRINCIPLES As an organisation we will: • Act with integrity and take ownership and responsibility for our decisions Pu b lic Val ue • Treat everyone with fairness and respect. We value diversity and appreciate everyone’s strengths • Take pride in delivering value to our community • Engage with our community through collaboration, understanding Po s i t i ve Increase social and/or efficiency or H u m a n Financial and inclusiveness environment effec t iven ess reso u rc es reso u rc es a l i m p a c t • Strive for continuous improvement in all our operations and seek creative solutions Public Value Op erat io n al O utc om es Capacity • Meet the changing needs and priorities of our community and continue to build organisational and community resilience Increased public ICT and o t h e r • Adopt the public value model in our decision making as depicted e n g a g e m e n t resources in the following figure Adapted from Mark Moore (1995) Creating Public Value: Strategic management in Government LEADERSHIP AND GOVERNANCE COMMUNITY FOUNDATION: An organisation that has a culture of accountability, improvement and acts with a set of shared values and behavioural standards Strategies LG1 We will provide accountable and transparent decision-making LG2 We will ensure systems are in place to manage risk LG3 We will use a range of communication tools to improve how information is shared, how we engage with our community and understand their needs by seeking their feedback LG4 We will work with the Roxby Downs Community, BHP and other stakeholders to progress community aspirations Key Challenges LG5 We will work with the Kokatha community to recognise their connection High population turnover with the land as the traditional owners • Competition for staff increases workforce turnover and restricts LG6 We will assist in
Load more

Recommended publications
  • CFS Volunteer Yearbook 2019
    THE VOLUNTEER YEARBOOK 2019 • Lightbars. • Light-Heads (Surface Mounted Flashers). • Pioneer LiFe™ Battery Operated - Portable Area Lighting. • 11”, 16” & 23” Mini Lightbars. • Pioneer™ Super-LED® Flood / Spot Lights. • Sirens, Switches & Speakers. • Dash / Deck / Visor Lighting. Pioneer LiFe™ 35 CFS Vehicle Intercom Units • 12 or 24v DC. • Crystal Clear Sound. • Waterproof Microphone. • Full Kits Available. • Australian Made! Station Sirens 240v / 415v The "Original" Floating Strainer Float Dock® Strainer Float Dock® strainers are self- levelling, there are no whirlpools Fire Truck Repairs or suction loss! • Striping • Pumps • Nozzles PAC Brackets® • Hoses The Complete answer for • Fire Damage Tools & Equipment stowage. 262 Shearer Drive Phone: 0413 935 463 Seaford South Australia, 5169 Email: [email protected] Contents p20: State Duty Commanders 4: WELCOME 6: REGIONS ROUND UP 13: INCIDENTS 18: OPERATIONS 22: DEPLOYMENTS 27: CELEBRATIONS 30: PROFILES 33: PARTNERSHIPS p15: Mount Compass 35: FRONTLINE SERVICES 41: FRONTLINE SERVICES SUPPORT 48: YOUTH 50: GENERAL 55: SPAM 56: HONOURS 60: MUSEUM 62: CFS FOUNDATION 64: OBITUARIES p22: DEW Tasmania 66: RETIREMENTS 67: CONTACT DETAILS Volunteer Yearbook is an annual publication which captures significant CFS activities and incidents from the past 12 months. The views and opinions expressed through the contributions in this publication are not necessarily those of the SA Country Fire Service or the Government of South Australia. Editorial Team Alison Martin, Brett Williamson and Simone McDonnell CFS Media Line: (08) 8115 3531 Photos: CFS Promotions Unit – www.fire-brigade.asn.au/gallery If you have any feedback about the CFS Volunteer Yearbook or any of our communications, or would like us to cover a story you think should be included, please email CFS.CorporateCommunications@ sa.gov.au p29: Salisbury Celebration 3 Welcome who provide unwavering support to all of our members as they are called to GREG NETTLETON AFSM incidents.
    [Show full text]
  • Roxby Council Administrator Since June 1999 I Will Endeavour to Relate Some of the Experiences That Are Considered Relevant to This Important Inquiry
    AUSTRALIAN PARLIAMENT HOUSE OF REPRESENTATIVES STANDING COMMITTEE ON REGIONAL AUSTRALIA Inquiry into the use ‘fly-in fly-out (FIFO) workforce practices in regional Australia ADMINISTRATORS BRIEF SUBMISSION 6 October 2011 Inquiry into the use ‘fly-in fly-out (FIFO) workforce practices in regional Australia Administrators Brief Submission 6 October 2011 INTRODUCTION Council welcomes the opportunity to make a submission into the Parliament of Australia House of representatives House Standing Committee on Regional Australia relating to the Inquiry into the use of ‘fly-in, ‘fly-out’ (FIFO) workforce practices in Regional Australia. Given limited resources of Council this submission will be by necessity be brief. Nevertheless a number of important references will be attached which should aid the committee’s deliberations. In particular as Roxby Council Administrator since June 1999 I will endeavour to relate some of the experiences that are considered relevant to this important inquiry. TERMS OF REFERENCE The Standing Committee on Regional Australia will inquire into and report on the use of ‘fly-in, fly-out (FIFO) and ‘drive-in, drive-out’ (DIDO) workforce practices in regional Australia, with specific reference to various elements. This brief submission touches on the following elements • costs and benefits for companies, and individuals, choosing a FIFO/DIDO workforce as an alternative to a resident workforce; • the effect of a non-resident FIFO/DIDO workforce on established communities, including community wellbeing, services and infrastructure;
    [Show full text]
  • Mine Lifecycle Planning and Enduring Value for Remote Communities
    MINE LIFECYCLE PLANNING AND ENDURING VALUE FOR REMOTE COMMUNITIES Name of Candidate: Stuart Andrew Robertson Qualifications: Bachelor of Social Science (Psychology) University of New England 30 March 2007 A thesis submitted for the degree of Doctor of Philosophy, University of New England. Submitted: 1 March 2016 i DECLARATION I certify that the substance of this thesis is my own and original work that has not already been submitted for any degree and is not currently being submitted for any other degree or qualification. I certify that any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Stuart Robertson 24 February 2016. ii ACKNOWLEDGEMENTS My initial acknowledgement and thanks go to Anne Rix who through her assigning me a special project whilst I was employed with the NSW Government which started the process that led to this thesis. Anne asked me to examine some of the impacts upon NSW Government funded services and housing costs of the mining activities in the Gunnedah and Narrabri Local Government Areas. The results of this study were presented to a series of meetings throughout the New England and North West of NSW. At one of these meetings, towards the end of 2011, I had a conversation with Professor Alison Sheridan regarding converting the initial work into an Honours project. Professor Sheridan referred me to Dr Boyd Blackwell then a Post-Doctoral researcher at the Cooperative Research Centre for Remote Economic Participation (CRC-REP). I acknowledge the support of Boyd and the faith placed in me by the CRC-REP and Professor Fiona Haslam McKenzie for the initial offer of the opportunity to undertake this thesis.
    [Show full text]
  • Section 1 - Summary of Your Proposed Action
    Submission #4210 - Olympic Dam Operations - Tailings Storage Facility Six Title of Proposal - Olympic Dam Operations - Tailings Storage Facility Six Section 1 - Summary of your proposed action Provide a summary of your proposed action, including any consultations undertaken. 1.1 Project Industry Type Mining 1.2 Provide a detailed description of the proposed action, including all proposed activities. This referral outlines BHP Billiton Olympic Dam Corporation Pty Ltd’s (BHP’s) proposal to construct, commission, operate and close an additional tailings storage facility cell (TSF6) at the Olympic Dam mine and processing facility. TSF6 is required to provide Olympic Dam with sufficient tailings storage capacity to enable operations of up to approximately 200,000 tpa copper and associated products – known as Business as Usual operations (BAU). The action is related to both existing BAU operations as well as the separate Olympic Dam Resource Development Strategy (OD-RDS) proposed action (currently in preparation) to enable production of up to approximately 350, 000 tpa copper and associated products. Approval for this current TSF6 action is sought for the BAU phase operations only, up to the point of approval of the OD-RDS proposed action. Approval for OD-RDS will seek separate approval for the continuation of TSF6 as part of OD-RDS. Therefore in the event that the OD-RDS action is approved, from that point on the continuation of TSF6 will form part of the OD-RDS action. The proposed TSF6 will be located to the west of, and adjacent to, the existing TSF5 cell in Olympic Dam’s tailings retention facility.
    [Show full text]
  • Index 2015 to 2017
    Parliament of South Australia HOUSE OF ASSEMBLY INDEX TO PAPERS AND PETITIONS 2015-2017 Final Second Session Fifty Third Parliament Procedure Office, House of Assembly, Parliament House, North Terrace Adelaide 5000 Tel 8237 9364 - Fax 8237 9213 Email [email protected] Published Date Votes Papers Paper No Tabled Page No A A Fresh Start: Government of South Australia's response to the Child 29-11-16 701 Protection Systems Royal Commission Report - The Life They Deserve - Report Aboriginal Lands Trust - Annual Report - 2012-2013 34 04-06-15 111 2013-2014 34A 04-06-15 111 2014-2015 34B 19-05-16 480 2015-2016 34C 21-06-17 900 Good Order Audit Summary of Findings - Report for Period - October 2015 02-03-17 791 Across Government Asbestos Risk Reduction - Annual Report - 2014-2015 03-12-15 306 2015-2016 15-11-16 662 2016-2017 14-11-17 1071 Adelaide Cemeteries Authority - Annual Report - 2014-2015 01-12-15 291 2015-2016 01-11-16 641 2016-2017 31-10-17 1039 Adelaide Convention Centre - Annual Report - 1 June 2015t0 31 July 2015 09-02-16 321 2014-2015 17-11-15 261 Adelaide Dolphin Sanctuary Act 2005 - and the Adelaide Dolphin Sanctuary Advisory Board - Annual Report - 26-03-15 63 2013-2014 Annual Report - 2014-2015 27-10-15 242 Adelaide Entertainment Centre - Annual Report - 2014-2015 27-10-15 242 Adelaide Festival Centre - Annual Report - 2014-2015 84 03-12-15 306 2015-2016 84A 30-11-16 713 Adelaide Festival Centre Trust - Annual Report - 2016-2017 02-11-17 1057 Charter 26-03-15 62 Adelaide Festival Corporation - Annual Report - 2014-2015 11-02-16 338 2015-2016 30-11-16 713 Published Date Votes Papers Paper No Tabled Page No 2016-2017 02-11-17 1057 Adelaide Film Festival - Annual Report - 2014-2015 03-12-15 306 2015-2016 30-11-16 713 2016-2017 02-11-17 1057 Adelaide Film Festival Charter 29-11-17 1109 Adelaide Oval Licence Area Sub-Licence Agreement - between the Minister for Transport and Infrastructure and Adelaide Oval 26-02-15 34 SMA Limited between the Minister for Transport and Infrastructure and South Australian 26-02-15 34 Cricket Association Inc.
    [Show full text]
  • Regional Visitor Strategy
    SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY 2025 Realising the potential of the regional visitor economy by 2025 ACKNOWLEDGEMENT OF COUNTRY South Australia’s Regional Tourism Organisation’s, the South Australian Tourism Commission, and their collective stakeholders acknowledge Aboriginal people as the First People and Nations of the lands and waters we live and work upon. We pay our respects to their Elders past, present and emerging. We acknowledge and respect the deep spiritual connection and relationship Aboriginal and Torres Strait Islander people have to Country. PUBLISHED FEBRUARY 2021 Contents Introduction Regional response priorities Message from the Chair ....................................3 Adelaide Hills ............................................... 32 Message from the Premier ................................ 4 Barossa ........................................................ 35 Executive summary ......................................... 6 Clare Valley .................................................. 38 Regional Visitor Strategy 2020 Eyre Peninsula .............................................. 41 - what we achieved together ..............................9 Fleurieu Peninsula ......................................... 44 COVID-19 and natural disaster impact ............ 10 Flinders Ranges and Outback ......................... 47 What is the visitor economy? .......................... 12 Kangaroo Island ............................................ 50 South Australian 2030 Visitor Economy Sector Plan ...................................................
    [Show full text]
  • Annual Report 2017-2018
    Ombudsman SA ANNUAL REPORT 2017/2018 REPORT ANNUAL Contacting Ombudsman SA Our business hours are 9.00am - 5.00pm, Monday to Friday Level 9, East Wing 55 Currie Street Adelaide SA 5000 Telephone 08 8226 8699 Facsimile 08 8226 8602 Toll free (outside metro area) 1800 182 150 Email [email protected] www.ombudsman.sa.go v.au Ombudsman SA Designed and printed by Openbook Howden Print & Design ANNUAL REPORT 2017/2018 OBH22325 What does What does Ombudsman SA values Ombudsman SA values Ombudsman SA do? Ombudsman SA do? Integrity - Impartiality - Fairness Integrity - Impartiality - Fairness Ombudsman SA investigates complaints about South Ombudsman SA investigates complaints about South Australian government and local government agencies Australian government and local government agencies under the Ombudsman Act 1972 as well as complaints under the Ombudsman Act 1972 as well as complaints Our Culture Our Culture about breaches of the service standards under the about breaches of the service standards under the Return to Work Act 2014. Ombudsman SA also Return to Work Act 2014. Ombudsman SA also Ethical Ethical conducts Freedom of Information reviews and receives conducts Freedom of Information reviews and receives referrals from the Independent Commissioner Against referrals from the Independent Commissioner Against Professional Professional Corruption to investigate allegations of misconduct Corruption to investigate allegations of misconduct and maladministration. and maladministration. Efficient Efficient The Ombudsman can receive information about state The Ombudsman can receive information about state Learning Learning and local government activities confidentially from and local government activities confidentially from whistleblowers. whistleblowers. Communicating Communicating If you’re not sure whether Ombudsman SA can help If you’re not sure whether Ombudsman SA can help you, we are happy to discuss your matter further.
    [Show full text]
  • Native Vegetation Clearance Proposal – Olympic Dam Airport Upgrade
    Native Vegetation Clearance Proposal – Olympic Dam airport upgrade Clearance under the Native Vegetation Regulations 2017 09/09/2019 Gawler IBRA region Olympic Dam Prepared by: Lucy Clive and NVC Accredited Consultants (Rick Barratt / Dr Zeta Bull) Page 1 of 45 Table of contents 1. Application information 2. Background 3. Method 3.1 Flora assessment 3.2 Fauna assessment 4. Assessment outcomes 4.1 Vegetation assessment 4.2 Requirements of the regulation 4.3 Mitigation hierarchy 5. Significant environmental benefit 6. Appendices 6.1 EPBC PMST Output 6.2 Rangeland Vegetation Assessment Scoresheets associated with the proposed clearance (to be submitted in Excel format). 6.3 BDBSA species list 6.4 SEB Management Plans (Emerald Springs) 6.5 NVC Endorsement Letter (Emerald Springs) 6.6 SEB Management Plan (Gosse Springs) 6.7 NVC Endorsement Letter (Gosse Springs) 6.8 Olympic Dam SML data report 6.9 Reference list 1. Application information Applicant: BHP Billiton Olympic Dam Corporation Pty Ltd. (ODC) Key contact: Alice Taysom ([email protected]) Landowner: BHP Billiton Olympic Dam Corporation Pty Ltd. (ODC) – approximately 52.73 ha of (if the applicant is not native vegetation clearance is proposed on Lot 704, Certificate of Title volume 5140, Folio 477, owned by ODC. the landowner, you ODC License to Occupy – approximately 6.09 ha of native vegetation clearance is must attach written proposed on Crown Land (Crown Record volume 5787, Folio 986), where ODC has a permission) license to occupy (License No OL017944). Adjacent Crown Land - approximately 0.19 ha of native vegetation clearance is proposed on adjacent Crown Land (Crown Record volume 6017, Folio 774) which ODC have a license to occupy (License No OL017944).
    [Show full text]
  • Ombudsman SA Annual Report 2009/2010 the Honourable President LEGISLATIVE COUNCIL Parliament House Adelaide
    Ombudsman SA Annual Report 2009/2010 The Honourable President LEGISLATIVE COUNCIL Parliament House Adelaide The Honourable Speaker HOUSE OF ASSEMBLY Parliament House Adelaide It is my duty and privilege to submit the South Australian Ombudsman’s 38th Annual Report for 2009-10 to the Parliament, as required by section 29(1) of the Ombudsman Act 1972. Richard Bingham OMBUDSMAN Level 5 East Wing Telephone 08 8226 8699 [email protected] 50 Grenfell Street Facsimile 08 8226 8602 www.ombudsman.sa.gov.au Adelaide SA 5000 Toll free 1800 182 150 1 Contents The Year in Review 3 Government Departments 7 Local Government 17 Other Authorities 30 Freedom of Information 40 About Ombudsman SA 55 Appendices 1. Financial Statement 57 2. Description of Outcomes - 58 Ombudsman Jurisdiction 3. Description of Outcomes - 60 FOI Jurisdiction 4. Speeches & Staff Development 61 2 The Year In Review !PI[JMMVIJ][a IVLZM_IZLQVOaMIZNWZ 7UJ]L[UIV;) Highlights Review of Integrity Structures Based on recent years’ experience, Workload On 5 May 2010, the Attorney General, this change will result in approximately 50 fewer complaints 2009-10 has been a busy and Hon John Rau MP, made a Ministerial per annum to Ombudsman SA. rewarding year for Ombudsman SA. Statement to Parliament in which In particular: he foreshadowed a review of the organisations which comprise South Ombudsman Investigations · We received 8 834 approaches Australia’s public integrity system. My Section 22 confidentiality provision from members of the public. 5 635 office is one of those organisations, I observed in my Annual Report last (approximately 64 per cent) were and I made a submission to the year that the confidentiality provision dealt with by the provision of advice review.
    [Show full text]
  • 2015-16 Annual Report
    Ombudsman SA ANNUAL REPORT 2015/2016 What does Ombudsman SA do? Ombudsman SA investigates complaints about South Australian government and local government agencies, and conducts Freedom of Information reviews. The Ombudsman can also receive information about state and local government activities confidentially from whistleblowers. If you’re not sure whether Ombudsman SA can help you, we are happy to discuss your matter further. If it is not under our jurisdiction, we will be happy to point you to another agency who may be able to assist. Visit our website for further information about our services or to register a complaint directly online: www.ombudsman.sa.gov.au Ombudsman SA Level 9, East Wing 55 Currie Street Adelaide SA 5000 Telephone 08 8226 8699 Toll free 1800 182 150 (outside metro area) Email [email protected] www.ombudsman.sa.gov.au The Honourable President LEGISLATIVE COUNCIL Parliament House Adelaide The Honourable Speaker HOUSE OF ASSEMBLY Parliament House Adelaide It is my duty and privilege to submit the South Australian Ombudsman’s Annual Report for 2015-16 to the Parliament, as required by section 29(1) of the Ombudsman Act 1972. Wayne Lines SA OMBUDSMAN Contents THE YEAR IN REVIEW ...................................................................................................... 5 COMPLAINTS AND INVESTIGATIONS ................................................................... 13 Ombudsman Act ..........................................................................................................................14
    [Show full text]
  • Annual Report on the Administration of the Development Act 1993, 2014-15 1
    Administration of the Development ANNUAL REPORT 2014–15 Act 1993 Annual Report on the Administration of the Development Act 1993 2014-15 Minister’s foreword In compliance with section 21(1) of the Development Act 1993, I have prepared the following report on the administration of the Act for the period 1 July 2014 to 30 June 2015. In compliance with sections 22(6) and 22(7a), this report includes information on the implementation of and changes to the Planning Strategy for South Australia. Hon John Rau MP Deputy Premier Minister for Planning October 2015 Annual Report on the Administration of the Development Act 1993, 2014-15 1 The planning framework Introduction South Australia’s planning framework guides land use planning and development of the state. It has four main components: • Development Act 1993 and Development Regulations 2008 • the Planning Strategy for South Australia • Development Plans for each council area • Building Rules Legislation The Development Act 1993 (the Act) and its associated Development Regulations 1993 came into operation on 15 January 1994. The Development Regulations 1993 later expired and were reissued on 1 September 2008 as the Development Regulations 2008 (the Regulations). The Planning Strategy for South Australia The Act assigns responsibility to the Minister for Planning (the Minister) to prepare a Planning Strategy for the state. It provides the spatial expression of South Australia’s Strategic Plan and is used to guide land use planning and development as well as the delivery of services and infrastructure. The Planning Strategy facilitates planning at state, regional and local levels by providing direction on land use and development over the medium to longer term (generally 30 years).
    [Show full text]
  • To Papers 2012-13
    LEGISLATIVE COUNCIL ______________ SECOND SESSION, FIFTY SECOND PARLIAMENT ______________ INDEX TO PAPERS 2012-13 *These papers have not yet been referred to the Printing Committee Printed File Number Number AboriginalLandsTrust-Report,2010-11(July3) 34 234 Access to Water and Sewerage Infrastructure - Report, February 2013 (March 20) --- --- Across Government Asbestos Risk Reduction - Report,2010-11(February14) --- --- Report,2011-12(November29) --- --- Report, 2012-13 (November 28, 2013) Adelaide Cemeteries Authority - Report,2011-12(November27) --- --- Report,2012-13(November14,2013) --- --- Adelaide Convention Centre - Charter, June 2013 (November 26) --- --- Report,2011-12(November13) --- --- Report, 2012-13 (October 29) --- --- Adelaide Dolphin Sanctuary Act 2005 and Adelaide Dolphin Sanctuary Advisory Board - Report,2011-12(November27) --- --- Report,2012-13(November28,2013) --- --- Adelaide Entertainment Centre - Charter,2012-13(February20) --- --- Report,2011-12(November13) --- --- Report, 2012-13 (October 29) --- --- Adelaide Festival Centre - Report, 2011-12 (October 30) 84 115 Report, 2012-13 (October 29) 84A 235 Adelaide Festival Corporation - Report, 2011-12 (October 16) --- --- Report, 2012-13 (October 29) --- --- Adelaide Film Festival - Charter (July 23) --- --- Report,2010-11(February14) --- --- Report, 2011-12 (October 16) --- --- Report, 2012-13 (October 29) --- --- Adelaide Oval Redevelopment and Management Act 2011- Adelaide Oval Licence Area Licence Agreement between the Corporation of the City of Adelaide and the
    [Show full text]