Annual Report 02/03 - Department of Transport and Urban …€¦ · ADELAIDE SA 5000 DX: 56509 PO...

02>03ANNUAL REPORTDEPARTMENT 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 PlanningLevel 12 Level 12Roma Mitchell House Terrace Towers136 North Terrace 178 North TerraceADELAIDE SA 5000 ADELAIDE SA 5000

The Honourable Rory McEwen MP The Honourable John Hill MP

Minister for Local Government Minister for the Southern SuburbsLevel 9 Level 9Terrace Towers Chesser House178 North Terrace 91-97 Grenfell StreetADELAIDE 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 strategicdirections. The report details the work, achievements and relevant statutory and financial information of the Department andprovides 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 1995and the Public Finance and Audit Act 1987. The report of the Commissioner of Highways under the provisions of theHighways Act 1926 is also incorporated within this report.

Yours sincerely,

T W O’ Loughlin

CHIEF EXECUTIVEDEPARTMENT OF TRANSPORT AND URBAN PLANNING

III

CONTENTS

MESSAGE FROM THE CHIEF EXECUTIVE 1

Profile Structure 5IntroductionDTUP Vision StatementDTUP Mission Statement 5

Organisational Structure 6

Ministerial Responsibilities, Administered Items and Statutes 7Ministerial ResponsibilitiesAdministered Items 7

Legislation 8Minister for TransportMinister for Urban Development and PlanningMinister for Local Government 8

Priorities 9

Major Highlights of 2002-03 11Transport PlanPhase 1 of the Road Safety PackagePort River Expressway Stage 1SA Government Urban Design Charter 11The Significant Trees ReviewThe Parklands 2036 ConceptLocal Government Amendment ACT 2002Minister’s Local Government ForumNothern Employment PathwaysNorthern Connexions Conference 12Playford North RegenerationClever Communities 13

Sustainability 15

Commissioner of Highways 17

Transport Planning 19IntroductionObjectiveFunctionsKey Results for 2002-03 19The Way Forward for 2003-04 20

Transport Services Agency (TSA) 23IntroductionObjectiveFunctionsOperations 23Road Network Maintenance 24Outback Roads 25Road Operation 26Nominal and Actual travel Speed - RuralLane Occupancy Rate (Persons)Car OccupancyKey Results for 2002-03 27The Way Forward - Initiatives for 2003-04 30

Reports from the Registar of Motor Vehicles 33Register 33Revenue 34Accident Towing and InvestigationsVehicles Securities RegisterRights of Review and AppealE-Commerce 35

Planning SA 37Introduction

Function of the agency

Objectives of the Agency

Operations 37

Key Results for 2002-03 38

The Way Forward for 2003-04 39

Office of Local Government 41Introduction

Functions

Objectives

Operations



Offices for Sustainable Social, Environmental and Economic Development 45Introduction

Office of the Southern Suburbs 45Introduction

Functions of the agency

Objectives of the Agency

Operations 45

Key Results for 2002-03

The Way Forward 46

Office of the North 47Introduction

Objectives

Functions 47

Structure



Regional Ministerial Offices 50Introduction

Objective

Functions

Operations

Key Results for 2002-03


IV

HUMAN RESOURCES

Human Resources 53A Planned Workforce

Quality Staffing 53

Graduates/Youth Employment 54

Responsive and Safe Employment Conditions

Voluntary Flexible Working Arrangements 55

Leave Management 56

Occupational Health Safety and Welfare 57

Individual Performance Development 61Planned Human Resource Development 61

Protection of Merit and Equity

Workforce Diversity 62

Continuous Improvement 63

Monitoring and Reporting 64

Looking Forward

Human Resource Development Performance Indicators 67

STATUTORY STATEMENTS

Account payment Performance 71

Boards and Committees 72

Contractual Arrangements 73

Disability Action Plans 74Outcome 1 74

Outcome 2

Outcome 3 75

Outcome 3

Outcome 3 76

Freedom of Information Statement 77Introduction

Structure and Functions

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 80Introduction

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

Corporate Governance 84Human Resources Management

Risk Management and Information Security

Contacting and Procurement

Policies and Procedures

Financial Management

Governance Review

Fraud Detection and Internal Audit 84

National Competition Policy 85

Reconciliation 86Reconciliation Statement

Acknowledgement of Country

Employment Strategy

Cultural Awareness

Workplan

Reconciliation Week

The Way Forward 86

Consultancies 87

FINANCIAL PAGES

TBA 91

Acronyms and Abbreviations

Agency Contact DetailsOffice Of the Chief Executive

Transport SA

Planning SA

Office of Local Government

passenger Transport Board

Transport Planning

Office for Southern Suburbs

Office of the North

V

MESSAGE FROM THE CHIEF EXECUTIVE

The Department of Transport and Urban Planning (DTUP)has diverse responsibilities in relation to urban and regionaldevelopment, State and Local Government relations, roadand public transport systems and services and socialinclusion initiatives.

The Department provides policy advice to the Minister forTransport, the Minister for Urban Development andPlanning, the Minister for Local Government and theMinister for the Southern Suburbs.

The Department has undergone significant structuralchanges over this reporting period. These changes place theDepartment in a more strategic and responsive position toeffectively integrate urban and regional development, Local Government activities and road and public transport systems.

The former Transport SA (TSA) has been restructured intotwo agencies, one focusing on policy and planning and theother on service delivery. The role of the Transport Planningagency is to address all investment proposals in terms oftheir impact upon the whole transport network as well asbroader considerations of land use planning.

This organisational shift will enable strategic planning aswell as operational planning and integration rather than just co-ordination. Most importantly, it will allow longer termchoices between transport modes to be made separatelyfrom the day-to-day operation of the road network. This isan essential precondition for Government transport policy tobe contemporary, planned and responsive to newopportunities.

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 onthe quality of service provision.

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T W O’LoughlinChief ExecutiveDepartment of Transport and Urban Planning

The Office of the North and the Office for the SouthernSuburbs are located within the Department. These officesadopt innovative whole of government approaches torevitalising communities. Through these Offices theDepartment will continue to provide a focus on buildingcommunity capacity and improving economic, social andenvironmental outcomes in the regions. They will alsoassist materially with perhaps the greatest challenge theDepartment faces – responding to, and often leading,whole of Government initiatives. The communityexpectations about Government being able to deliver as asingle unit continue to grow and a Department like ourswhich is responsible for functions, which pervade virtuallyevery aspect of community life, has to be able to respond.

TRANSPORT INITIATIVES

The release of the draft transport plan has been asignificant achievement for the Department during thisreporting period. It is 35 years since the State has had aTransport Plan. There has been some suggestion that theplan has insufficient firm commitments and that it relies toomuch on aspirational targets. However, releasing the plan inthis form has allowed genuine engagement with varioussections of the community on what they want from thetransport system.

The Department is managing a vigorous investmentprogram which includes the Glenelg tram replacement andMawson Lakes public transport interchange projects.These represent the first major discretionary investmentsby Government in the public transport sector for more than20 years.

PLANNING INITIATIVES

The planning strategy for South Australia presents the StateGovernment’s policy for the physical development of theState. In particular, it aims to guide and coordinate theState Government activities that influence the developmentof South Australia.

It has been 10 years since the Planning Review producedthe first draft Planning Strategy for Metropolitan Adelaideand while the underpinning of the Planning Strategy is stillconsidered solid, much has changed at a global level.Planning SA is working with a number of Governmentagencies and organisations to create a bold PlanningStrategy which will guide future sustainable development inMetropolitan Adelaide.

In conjunction with the Minister, Planning SA hasdeveloped the ReDIRECTIONS package which includes anumber of planning initiatives within five strategic prioritiesthat will support the Minister’s key planning objectives.

Amendments being prepared for the Development Act arethe first part of an overall package of planning initiativeswhich will fundamentally reform the way the systemoperates.

LOCAL GOVERNMENT

The Minister’s Local Government Forum has beenestablished. It is supported by the Office of LocalGovernment and chaired by the Hon Rory McEwen,Minister for Local Government. The Forum brings togetherMinisters and leading representatives of Local Governmentfrom both metropolitan and rural areas. The Forum providesan opportunity to deal with issues of shared priority and toprovide advice on key issues at the interface between Stateand Local Government.

LOOKING FORWARD

The Port River Expressway will continue to be a majorinfrastructure development for the State Government overthe coming year. It is anticipated that the contract forstages 2 and 3 will be awarded in the first half of 2004.Construction of the road bridge over Eastern Parade beganin June 2003 and is due for completion in June 2004.

The State Budget recognises the need to address theState’s poor road safety performance. The Department willimplement strategies to address road safety. More than$25 million is being invested on safety and driver programs,a record for South Australia. The community is beingengaged on further road safety regulation reform and neweducational initiatives are being prepared.

With these initiatives and including the much publicisedGlenelg Tram upgrade the Department is looking forward toa year full of challenges and opportunities for significantpositive outcomes for South Australia.

SENIOR MANAGEMENT CHANGES

After seven years with the State/Local GovernmentRelations Unit and five years as Executive Director of theOffice of Local Government Carol Procter retired from thepublic sector. Carol engendered much change during hertime in State Government including managing the review ofthe Local Government Act. I would like to take thisopportunity to thank Carol for her contribution to theDepartment and for her commitment to Local Government.

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Trevor Argent also retired from the position of ExecutiveDirector Transport SA after a long and distinguished career.I would like to express my appreciation for his contributionand professionalism during my time as Chief Executive.

Finally, Neil Savery resigned as Executive Director ofPlanning SA to take up a new role for the Australian CapitialTerritory Government. In a relatively short time, Neil hasmade a contribution which will endure many years yet.

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

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

T W O’Loughlin

Chief ExecutiveDepartment of Transport and Urban Planning

3

PROFILE STRUCTURE

INTRODUCTION

The Department consists of the following agencies:

• Transport Planning

• Transport Services

• Planning SA

• Office of Local Government

• Office of the North

• Office for the Southern Suburbs

and the regional Ministerial offices of the Office of theUpper Spencer Gulf, Flinders Ranges and Outback and theOffice of the Murray.

The Executive Directors of the agencies report directly tothe Chief Executive. The Executive Director of thePassenger Transport Board (PTB) has a dual reporting role,to the Chief Executive and the PTB. The Executive Directorshave delegated authority with respect to the operationalaspects of their agencies.

The statutory authorities attributed to the ministerialportfolio are also required to produce annual reportscommensurate with each authority’s establishing legislation.Copies of these reports are available by contacting therespective authority.

The Department’s activities over the year were shaped bythe Government’s six pillars, namely:

• Economic development

• Social inclusion

• Environmental sustainability

• Science, research and creativity

• Effective government

• Financial management

DTUP VISION STATEMENT

The Department will strive to enhance the quality of life forall South Australians, to consolidate Adelaide’s reputation asa clean, creative and vibrant city, and to support economicprosperity and jobs.

DTUP MISSION STATEMENT

The mission of the Department is to be an energeticorganisation that achieves the vision by being flexible andresponsive to the needs of the community.

The Department works in partnership with business, thecommunity and Local Government for the benefit of SouthAustralia. It has numerous customers in the areas of urbanand regional planning, transport, community capacitybuilding and Local Government relations.These include:

• The South Australian community

• The Ministers and Cabinet

• State Government and Commonwealth Governmentagencies

• Local Government

• Professional bodies, peak industry groups and specialinterest groups who represent communities of interestin the areas of:

> Local Government;

> Planning and development;

> Transport; and

> Social inclusion

5

6

ORGANISATIONALSTRUCTURE

MINISTERIAL RESPONSIBILITIES

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

ADMINISTERED ITEMS

In addition to the above responsibilities the Portfolioadministers 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 andDisbursements

• South-Western Suburbs Drainage Scheme

• Stamp Duties Receipts

• West Beach Trust (trading as Adelaide Shores) –Taxation Equivalent Regime (TER)

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MINISTERIAL RESPONSIBILITIES,ADMINISTERED ITEMS AND STATUTES

LEGISLATION

The principal legislation under which the Department ofTransport and Urban Planning (DTUP) operates is:

MINISTER FOR TRANSPORT

Adelaide Railway Station Development Act 1984

Aerodrome Fees Act 1998

Air Navigation Act 1937

Air Transport (Route Licensing Passenger Services) Act 2002

AustralAsia Railway (Third Party Access) Act 1999

Civil Aviation (Carriers’ Liability) Act 1962

General Tramways Act 1884

Goods Securities Act 1986

Harbors and Navigation Act 1993

Highways Act 1926

Metropolitan Adelaide Road Widening Plan Act 1972

Mobil Lubricating Oil Refinery (Indenture) Act 1976

Morphett Street Bridge Act 1964

Motor Vehicles Act 1959

Non-Metropolitan Railways (Transfer) Act 1997

Oil Refinery (Hundred of Noarlunga) Indenture Act 1958

Passenger Transport Act 1994

Proof of Sunrise and Sunset Act 1923

Protection of Marine Waters (Prevention of Pollution from Ships) Act 1987

Rail Safety Act 1996

Rail Transport Facilitation Fund Act 2001

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

MINISTER FOR URBAN DEVELOPMENT

AND PLANNING

Adelaide Cemeteries Authority Act 2001

Architects Act 1939

Development Act 1993

Swimming Pools (Safety) Act 1972

West Beach Recreation Reserve Act 1987

MINISTER FOR LOCAL GOVERNMENT

Adelaide Show Grounds(Regulations and By-Laws) Act 1929

City of Adelaide Act 1998

Local Government (City of Enfield Loan) Act 1953

Local Government (City of Woodville West Lakes Loan) Act 1970

Local Government (Elections) Act 1999

Local Government (Implementation) Act 1999

Local Government Act 1934

Local Government Act 1999

Local Government Finance Authority Act 1983

Metropolitan Area (Woodville, Henley and Grange) Drainage Act 1964

Outback Areas Community Development Trust Act 1978

Private Parking Areas Act 1986

South Australian Local Government Grants Commission Act 1992

South-Western Suburbs Drainage Act 1959

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PRIORITIES

• Develop optional models for Clever Communitiesprogram with a view to implementation during 03-04

• Complete feasibility study for the Green Incubatorproject in the Southern Suburbs

• Establish Employment Pathways program to facilitateeffective transition for young people in the north fromschool to training, higher education and employment inkey industry clusters.

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

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

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

• Continue to implement phase one of the Road SafetyReform Package in conjunction with South AustraliaPolice 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 theuse of this alternative fuel in the Metroticket bus fleet.

• Commence construction of the Mawson Lakeinterchange.

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

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

• Complete the South Australian Transport Plan alignedwith the State Strategic Plan and the Planning Strategyfor South Australia.

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

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

• Maintain public transport patronage.

• Complete the Real Time Passenger Information systemtrial including bus priority measures.

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

• Endorse the Planning Strategy for Mark IV.

• Review and update the Metropolitan DevelopmentProgram.

• Explore options for strengthening Local Government’saccountability to its communities.

• Investigate options for improving the effectiveness ofthe system of elected representation in LocalGovernment.

• Assist the Minister’s Local Government Forum to findinnovative solutions to issues of strategic importance tothe State Government and Local Government.

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MAJOR HIGHLIGHTS OF 2002–03

TRANSPORT PLAN

The Draft Transport Plan is the State Government’s initialresponse to the transport challenges facing South Australianow, and in the next 15 years. It integrates social,environmental and economic issues as they relate totransport decision-making.

The aim of the plan is to provide a fundation for engagingwith the community by setting a vision and direction thatwill guide policy and investment. It seeks to address alltransport modes in South Australia’s metropolitan andregional areas.

The Transport Plan will be finalised in 2003–04 followingcommunity consultation. More detailed action plans willthen be developed for the implementation of measuresemanating from the plan.

PHASE ONE OF THE ROAD SAFETY PACKAGE

In line with the Government’s focus on road safety, Phase one of the Road Safety Package, covering roadinfrastructure, education of drivers and the public, andregulatory measures, was developed and implemented.Initiatives include:

• Introduction of a 50 km/h default speed limit in built-upareas across the State.

• Reduction of the open road speed limit to 100 km/h onmajor roads of poor standard and/or crash history.

• Introduction to Parliament of a range of regulatorymeasures including demerit points for camera offences,increased drink driving penalties and changes to thelicensing scheme for novice drivers.

PORT RIVER EXPRESSWAY STAGE ONE

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

On 30 September 2002, Cabinet approved the award of thecontract for construction of Stage one to the SouthAustralian company Bardavcol. A joint ministerial mediaevent to announce the start of construction was held on siteon 20 December 2002. Earthworks for Stage one are wellunderway.

SA GOVERNMENT URBAN DESIGN CHARTER

The South Australian Government has a significant influenceon the extent, performance and appearance of buildings andplaces under its care and control. Recent media attention topublic realm issues underscores the need for theGovernment to develop its position in relation to the qualityof the public realm. Good urban design increasescommunity pride and interaction, helps build a better senseof place, and protects the value of public and privateinvestment. The SA Government’s Urban Design Charter ispart of the Government's ReDIRECTIONS urban planningpackage. It will be shortly considered by Cabinet and isintended to guide the development and regeneration ofinfrastructure, key precincts and urban centres.

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THE SIGNIFICANT TREES REVIEW

In August 2002 Commissioner Alan Hutchings of theEnvironment, Resources and Development Court wasappointed to undertake an independent review of theoperation of the significant tree controls. During the courseof his review, Commissioner Hutchings met with a widerange of interested parties and considered over 100 writtensubmissions made by conservation bodies, industry, LocalGovernment and members of the community. His report,submitted in November 2002, makes 14 recommendationsfor improvement to the significant tree controls.

In January 2003 the report was released to those bodiesand individuals who had made submissions to the reviewand feedback was sought on its recommendations. A further 20 submissions were received and these havebeen taken into account in forming the Government'sresponse to the report's recommendations.

The Government is committed to the continued need forthe balanced assessment of proposals to remove largeurban trees, which remain a key feature of the Adelaidesuburbs and environs. The Government supports thecontinuation of the controls and their enhancement throughthe adoption of a high proportion of the report'srecommendations. A Ministerial Plan Amendment Reportwill be prepared to introduce improved developmentassessment policies for development applications involvingtree-damaging activities. The new policies will be based onthose recommended in the review report.

THE PARKLANDS 2036 CONCEPT

Much of what makes Adelaide such a unique and beautifulcity is its open spaces and unspoiled landscapes. The people who live, work or recreate in Adelaide are proudof and enjoy the diversity of landscapes that characterisethe metropolitan area. These open spaces are very much atthe core of Adelaide's heritage and lifestyle.

The underpinning strength of open space in Adelaide is theMetropolitan Open Space System (MOSS), a concept for asecond generation of parklands to complement the firstgeneration established by Colonel Light. MOSS has beenincluded as a component of the Metropolitan PlanningStrategy implemented by Planning SA in collaboration withkey government agencies, Local Government and otherstakeholders. Parklands 2036 now takes MOSS to its nextlogical step. Parklands 2036 will be the encompassinggovernment open space strategy, setting the blueprint foropen space in Adelaide for the next 33 years. This strategyprovides guidance for the implementation of key elementsof MOSS, as well as providing a synergy with otherparklands developments, such as the new managementmodel being established for the Adelaide Parklands, as wellas projects such as Green City and Yurrebilla–Mt Lofty Parklands.

LOCAL GOVERNMENT AMENDMENT ACT 2002

The Local Government (Access to Meetings andDocuments) Amendment Act 2002 was assented to on 12 December 2002. The main aim of the Amendment Actwas to reinforce the principle that, wherever possible, thepublic should have access to Council and Councilcommittee meetings and to meeting documents.

MINISTER’S LOCAL GOVERNMENT FORUM

The Minister’s Local Government Forum was establishedand is supported by the Office of Local Government. The Forum met three times during 2002–03.The role of theForum is to provide advice on key issues at the interfacebetween State and Local Government, and to facilitatesolutions to specific problems of significance for bothspheres of government. The Minister’s Local GovernmentForum brings together four State Government Ministers,the President of the Local Government Association ofSouth Australia and leading representatives of LocalGovernment, to deal with issues of shared priority.

NORTHERN EMPLOYMENT PATHWAYS

In partnership with the Office of Employment, the Office ofthe North established a trial employment pathway forHolden Ltd and automotive suppliers’ third shift. The pathway provided training for unemployed northernresidents in preparation for the selection process. A specifictraining initiative with DANA Automotive Systems Group (a component supplier to Holden Ltd) has resulted in newjobs for local residents. Similar initiatives in aged care andchildcare have resulted in jobs for long-term unemployed people.

NORTHERN CONNEXIONS CONFERENCE

The Office of the North held the ‘Northern Connexions’conference in March 2003. The conference engaged keystakeholders to develop support for northern young peopleon a whole-of-government basis. Ms Anne Weinstock,Chief Executive, Connexions UK was the keynote speakerfor the event.

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PLAYFORD NORTH REGENERATION

A joint investigation was conducted with the City of Playfordof whole-of-government strategies and business case forthe regeneration of Playford North. The aim of thisinvestigation was to increase employment and schoolretention, refurbish public housing and amenities, andstrengthen the local community.

CLEVER COMMUNITIES

Clever Communities is a concept to assist communities andschools to work together to develop positive attitudestowards learning and knowledge. A significant focus of theinitiative is to promote the link between educationalattainment and employment opportunities. It is intendedthat the program will foster a positive attitude to learningthat will aim to transform the classroom culture, leading tohigher retention rates and better pathways to employmentand education. It is intended to extend beyond theclassroom to involve families, neighbourhoods, sporting andrecreational groups, and business in a whole-of-communityapproach to value education and improve outcomes in thesouthern region.

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SUSTAINABILITY

There is an increasing acceptance that new developmentmust be ‘sustainable’ if we are to avoid the mistakes of thepast and secure a future for our children. This meansbalancing the needs of today against the long–termeconomic, social and environmental aspirations of thefuture. The Government is keen to promote long termsustainability in South Australia through sustainabledevelopment, including best practice ‘green’ buildings,sustainable transport networks and passenger transport services.

The State Planning Strategy under the Development Act1993 provides the head power for land use planningframeworks throughout South Australia. The Strategy setsout the government’s vision and the direction fordevelopment by providing a framework for community, theprivate sector and Local Government. It also promotes awhole-of-government approach by integrating a range ofstrategic State agency plans and policies.

The Planning Strategy seeks to maintain or enhanceaccessibility and integrate environmental, social andeconomic benefits derived from development, whileminimising potential negative impacts on natural, social oreconomic capital. Land use planning influences thedistribution of activities and patterns of consumption. In order to maximise triple bottom line benefits, physicaldevelopment must be integrated with other governmentpolicies and private activities.

The Metropolitan volume of the Planning Strategy iscurrently being reviewed, with sustainable development asits core objective, thereby providing an overarchinggovernment framework for sustainability. It has thefollowing three key imperatives which promote ecologicallysustainable development:

• Urban containment to facilitate efficient use of land,water and energy;

• Integrated water, energy and land use planning tofacilitate efficient and sustainable use of water and energy;

• Integrated transport and land use to facilitate theefficient use of energy and provide accessibility.

The State’s draft Transport Plan, released in May 2003 isalso an important contribution to the Department’ssustainability agenda. The draft plan outlines a transportfuture for the State for the coming fifteen years, with avision to deliver a sustainable transport future.

In regard to transport, governments around the world arenow realising that it is unsustainable to cater for transportconcerns – such as congestion, heavy vehicles, or roadsafety – by continuing to advocate infrastructure solutions alone.

The Government seeks a vision to achieve a sustainabletransport system: one that is integrated, coordinated,

affordable, efficient and safe. In order to deliver asustainable transport future, it is critical that theGovernment strikes the appropriate balance across thepolicy areas of economic development, social inclusion,sustainable development and science and innovation.

The draft plan sets out a number of objectives for theachievement of environmental sustainability in the SAtransport system and outlined programs in progress. One focus of the Government’s sustainable transportprograms is Travel Demand Management, i.e. providingopportunities to reduce the need to travel and ensuring achoice of sustainable means for trips.

Travel Demand Management is being achieved, in part,through the Department’s travel behaviour change programssuch as TravelSmart SA, whereby people are informedabout the choices for making trips, are facilitated to planstops in sequence (trip chaining) and have the choice ofmodes for travelling. TravelSmart is a well-establishedschools program

A sustainable transport system also has reduced energyconsumption and environmental impacts from vehicles. The Government will achieve reduced fuel consumption andair pollution from its fleet by ensuring its purchasingprogram includes more fuel-efficient 4- and 6-cylinder cars,hybrid (petrol and electric) cars and, when they becomecommercially available, electric or fuel-cell cars. Already theDepartment has purchased hybrid and LPG fuelled vehicles

Another element in the Government’s program to reduceenergy consumption in the transport system is throughreducing the electrical energy consumed by traffic signals.The Department is progressively replacing all traffic signalglobes with light emitting diodes (LEDs), thus achievingenergy savings and reducing greenhouse gas emissions.

The Government is committed to achieving a carbon neutralpublic transport system in South Australia. Already, 29% ofthe public transport bus fleet uses natural gas rather thandiesel, and a trial of biodiesel, a less polluting fuel obtainedfrom renewable or waste sources, is being undertaken. In addition, the Passenger Transport Board has beenundertaking tree plantings along transport corridors toabsorb some of the carbon emissions from the publictransport fleet, as past of the Government’s One MillionTrees program.

With a climate and topography generally favourable forcycling and walking, the Government, in collaboration withLocal Government, has provided a bicycle network andpromoted the use of bicycles and bike lanes. Recently theGovernment established the Office of Cycling and Walkingin the Department to more effectively promote these twotransport modes. Appropriate urban layout and form thatpromotes, these modes is being addressed throughcooperation between Government, Local Government andindustry. 15

COMMISSIONER OFHIGHWAYS

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

Under my direction, the Transport agencies continue tomeet the requirements of the Act and to meet the policyobjectives of the Government. The requirements of the Actand the role, responsibilities and objectives of the Transportagencies are intrinsically linked. Accordingly, I am pleased toprovide the following reports of the Transport agencies asreports satisfying the requirements of the Highways Act.

Financial matters relating to the Highways Fund have beenincorporated into the financial statements of theDepartment and the Notes to and Forming Part of theDepartment Financial Statements.

T W O’Loughlin

Commissioner of Highways

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TRANSPORT PLANNING

INTRODUCTION

Transport Planning came into effect on 1 January 2003following the reorganisation of Transport SA. It is responsible for policy and planning across all transportactivities across all modes, including road safety, capitalinvestment, public transport investment, freight, assetmaintenance planning and environmental policy.

OBJECTIVE

Development and provision of policy advice and strategictransport plans, including road safety, infrastructure andindustry development plans.

FUNCTIONS

The functions of Transport Planning are divided into theareas of Commercial and Safety, Policy, and Investment and Planning.

Commercial and Safety

The role of this area is to:

• develop draft policy and strategic plans, and provideadvice regarding road safety and selected projects thatinvolve the private sector; and

• provide technical and administrative support toGovernment road safety committees.

Policy


• address policy issues associated with rail transport,aviation, marine, freight logistics and vehicle policy;

• develop policies and strategies to address theenvironmental impacts of transport;

• work closely with federal and Local Government, otherState Government Departments, businesses andindustry in the facilitation of policy implementation inthe areas identified above; and

• undertake policy analysis and research on whole-of-transport system issues.

Investment and Planning


• develop a suite of strategic transport plans includingSouth Australia’s Transport Plan

• identify investments required to achieve the outcomesin the Transport Plan

• coordinate the Department’s annual Budget submission,and

• provide legislative advice and coordinate activitiesassociated with inter-governmental relations.

KEY RESULTS FOR 2002–03

In addition to the major highlights mentioned earlier in thisreport, Transport Planning accomplished the followingsignificant achievements.

Road Safety

A Ministerial Council on Road Safety was established, withfunctions including the direction of Government road safetyprograms and provision of high-level governance to theoperation of the Community Road Safety Fund.

An Advisory Council on Road Safety was established, withfunctions including preparation, monitoring and evaluation ofthe implementation of a Road Safety Strategy. Membership includes representatives from the governmentand private sectors.

The Community Road Safety Fund was established (to operate from 1 July 2003), receiving revenues from theuse of anti-speeding devices, and financially supporting newand existing road safety initiatives.

Funding and administration arrangements for the newCentre for Automotive Safety and Research (CASR) at theUniversity of Adelaide were developed. CASR will add valueto the State’s car industry by conducting world leadingautomotive and road safety research in collaboration withMitsubishi, other auto manufacturers, and agencies.

Bus Replacement Program

An investment strategy was developed and funding securedfor a 5 year Metro-ticket passenger service bus replacementprogram valued at $82 million.

Mawson Lakes Public Transport Interchange

Concept plans were developed and funding secured for anew Mawson Lakes Public Transport Interchange valued at $7.3 million.

Road Asset Sustainment

2002–03 was the first year of implementation of the AssetSustainment Plan to improve the condition of the roadtransport network by directing additional funds specificallyto address the maintenance backlog (quantified as being inthe order of $160 million). Compared to 2001–02, anadditional $9.7 million was spent on state road assetmaintenance. These funds were allocated to high priorityrisk areas; that is, road pavement preservation, guard fencereplacement, street light replacement, road signs, trafficsignal controllers, bridge pier strengthening, and ferry refurbishment.

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State Black Spot Program

As part of a package of road safety measures, the StateGovernment introduced a specific State Black Spot programin 2002–03 based on similar arrangements to the Federalprogram. This program aims to reduce the number ofaccidents by making infrastructure improvements. Funds of $3.5 million were allocated for expenditure on the State Black Spot program, to match the Federal Black Spot contribution.

An additional $3.4 million was allocated to the program inFebruary 2003.

AusLink – the Commonwealth Government’s Approach toNational Land Transport Funding.

In November 2002, the federal government released itsgreen paper on AusLink, a proposal to reform the way thefederal government contributes funding to land transport.The Transport Planning Agency coordinated the Stateresponse to the green paper and was a major contributor tothe national debate on AusLink. It was influential in winningsome important concessions for the State in the wayAusLink will operate.

Freight Councils

The Government successfully facilitated the consolidationof the Air, Sea and Land Freight Councils into a singleintegrated South Australian Freight Council. Commonwealthfunding has been secured for the Council based uponmatched funding support provided for the next three years.The Council has developed a three-year business plan toprogress freight logistics improvements in South Australia,and has played a role in improving international air andshipping services through Adelaide.

Route Licensing Legislation

The Air Transport (Route Licensing–Passenger Services) Act2002 was enacted and proclaimed on 14 November 2002 inresponse to continuing instability in the regional airlinesector. The legislation empowers the Government, undercertain circumstances, to declare and licence intrastatescheduled air routes.

Outer Harbor Channel Deepening Project

The Government undertook a joint study with industry toidentify the impact of deepening the Outer Harbor shippingchannel on freight flows and economic activity.

An assessment of the direct benefits and costs ofdeepening the channel emphasised the importance of theproposal to South Australia's exports. Flinders Ports nowplans to proceed with a development application andenvironmental assessment of deepening the channel.

Bowmans Inter-modal Facility

The Government, through the Transport Planning Agency,facilitated the development of an inland road rail intermodalfacility at Bowmans in the Mid North. The project is the firstrail transport facilitation project following the passing of theRail Transport Facilitation Fund Act in 2001. Up to 24 000semi-trailer loads per year will be moved from road to railonce the facility becomes fully operational.

National Travel Behavior Change Project

(As part of the Greenhouse Gas Abatement Program)

The Department was successful in a bid for $816 000 ofCommonwealth Greenhouse Gas Abatement Programfunds for its component of a National Travel BehaviourChange Program. The program involves the large-scaleapplication of a household travel behaviour changemethodology as part of the TravelSmart SA Five-Year Plan.The project, to be delivered over four years, will result in anestimated average 14 per cent reduction in private motorvehicle emissions in participating households, equivalent to336 million kilometres travelled, or over 100 000 tonnes, ofgreenhouse gas abatement.

Diesel Vehicle Emissions Testing Demonstration Program

South Australia’s proposal for a diesel vehicle emissionstesting demonstration program, including the developmentof a diesel emissions testing capability in the State, wassuccessful in being offered up to $8 million fundingassistance from the federal government. The programinvolves testing of private and government in-service dieselvehicles to ascertain the condition of the South Australiandiesel vehicle fleet and repairing the worst pollutingvehicles to deliver environmental benefits.

THE WAY FORWARD FOR 2003–04

Initiatives to be undertaken by Transport Planning include:

Road Safety

A new South Australian Road Safety Strategy will bepublished which will draw on directions from the NationalRoad Safety Strategy 2001–2010 and South Australia'sTransport Plan. The new document will focus attention on awide range of strategies that are designed to dramaticallyimprove South Australia's road safety performance andenable the State to reach the national road safety target bythe end of 2010.

Phase two of the Government’s road safety package will becompleted in conjunction with the new South AustralianRoad Safety Strategy. An issues paper outlining possibleroad safety initiatives will be released for comment andfeedback to assist in the finalisation of this phase.

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There will be continued involvement in national initiatives toaddress road safety issues within the heavy vehicleindustry, including contributing to the work of the NationalTransport Commission. This includes the reform of transportlegislation to ensure national uniformity and safety, and theintroduction of legislation supporting a national complianceand enforcement package.


An allocation of $7.0 million has been made for the StateBlack Spot Program in 2003–04. Approximately 25 per centof the State Black Spot Program will be applied to railcrossing projects resulting from the Rail Level CrossingSafety Advisory Committee’s priority identification. The remaining 75 per cent ($5.25 million) will be applied toroad upgrades, with two-thirds allocated to State-managedroads and one-third to local roads.

In a South Australian first, a new joint funding arrangementis being established to fund black spot upgrades on localroads. This new program is to be known as the ‘Safer LocalRoads Program’, which will include contributions from LocalGovernment of 25 per cent in 2003–04 for local road blackspot projects. This equates to a total State Black Spotprogram of $7.5 million in 2003–04, with $2.3 millionallocated to local roads; that is, the Safer Local RoadsProgram.

Mawson Lakes Public Transport Interchange

Funding has been allocated in the 2003–04 budget of $2.7million to commence detailed planning work and preliminaryworks on the interchange.

Adelaide Light Rail Project

The State Government is investing in modern new trams tomake the trip from the City to Glenelg comfortable andefficient. Funding of $1.2 millionhas been allocated in the2003–04 budget to carry out initial investigations to scopethe infrastructure works and to initiate procurementprocesses for the new trams. The green trams are expectedto be delivered towards the end of 2005.

Freight Transport Strategy and Action Plan

A South Australian Freight Transport Strategy and Actionplan will be developed by the State Government and theSouth Australian Freight Council. The Strategy and ActionPlan will be ready for release in late 2003.

The Australian Quality Logistics Project (AQL1)

South Australia is leading the Australian Quality LogisticsProject on behalf of all States and the Commonwealth. The project involves the development of quality logisticsperformance standards that are applied at each step alongthe supply chain. AQL1 involves 16 companies from aroundAustralia which export perishable food products to theUnited States, Japan, Taiwan, Hong Kong, Singapore andMalaysia. Industry workshops will be held in 2003–04 toshare the results of the project and determine the benefitsof voluntary logistics accreditation based upon AQL1 forAustralia's food export industry.

Transport Noise Measurement and Policy Framework

The Government recognises that the effects of noise fromtransport activities within the community is of increasingconcern. The Transport Planning Agency will develop acapability to measure community exposure to transportnoise, and will prepare a noise policy framework to managenoise from the transport sector. A particular emphasis willbe given to reducing road traffic noise, especially fromengine braking.

Metropolitan Rail Line Standardisation

The Commonwealth’s decision to convert the interstate railnetwork to standard gauge isolated the State’s broad gaugenetwork. Consequently, the Commonwealth agreed underthe Railway Standardisation Agreement to fund 70 per centof the cost of railways standardisation works initiated by theState. The agreement still applies to the metropolitan railnetwork owned by South Australia. A study will beundertaken to consider the benefits of standardisation bythe State and the potential for the use of low noise cargosprinter technology from Europe. The study will determinethe benefits to the State of shifting freight from road to railin the metropolitan area, and the reduction in public railtransport costs from shared use of the metropolitan rail system.

Transport Needs of Business in the Southern Suburbs

An overall strategy and action plans will be developed forthe transport system in the southern suburbs to effectivelysupport the transport and logistics needs of business in theregion, now and in the future.

South Road

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

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TRANSPORT SERVICES AGENCY (TSA)

INTRODUCTION

Given the intrinsic role transport plays in everyday life andthe social and economic benefits it provides, the TransportServices agency plays a crucial role in our community.Transport Services is well positioned to respond to thecomplexity of the transport network across this State. It will continue to strive for efficiency and effectivenessduring these times of rapid change and new challenges,supporting industry, business and the people of South Australia.

Its role is varied, ranging from the construction of roads tothe compliance of heavy vehicles, from car registration tofacilitating rail freight initiatives and funding boating facilities.

The Transport Services Agency was established on 1 January 2003. Various outcome groups, includingOperations Management, Operations Support, RegulatoryServices and Corporate Services, were consolidated underthe Transport Services Agency. The Transport ServicesAgency will operate under the established branding ofTransport SA. The focus of the Transport Services Agencywill be on the delivery of projects in line with governmentpolicy and the strategic transport direction set by the Government.

OBJECTIVE

To achieve a transport system that supports statedevelopment and leads to an improved quality of life for allSouth Australians. This will be achieved by implementinggovernment priorities in collaboration with other spheres ofgovernment, industry groups and the community.

FUNCTIONS

The functions of the Transport Services Agency are:

• To advise and support the Minister on operationalmatters pertaining to the transport network;

• To administer the State law relating to marine, rail androad transport;

• To operate and maintain the Government’s controlledtransport assets;

• To inform, educate and communicate with users of thetransport system to improve whole of systemperformance; and

• To create, improve and renew transport system assets.

Transport assets managed by the agency are:

• Arterial roads, structures, and associated equipment,including street lighting, traffic control devices,communication equipment and signs;

• Adelaide O’Bahn Busway track and structures and publictransport depots;

• Outback roads;

• River ferries;

• Wharves and recreational jetties, commercial fishingfacilities, navigation aids;

• Rail and marine reserves; and

• Public transport bus fleet.

The Transport Services Agency also provides regulatoryservices and performs work on behalf of other governmentagencies. These functions include:

• The provision of drivers’ licenses, permits for heavyvehicles and vehicle registration;

• Safety issues concerning marine and rail modes;

• Collecting compulsory third party insurance premiums;

• Collecting gun licence fees;

• Undertaking other civil engineering works; and

• Administering the Catchment Management Subsidy.

OPERATIONS

There are more than 1400 employees within the TransportServices Agency who are located across the State. There are 24 depots as well as 17 Customer ServiceCentres. There are regional offices at Murray Bridge(Eastern Region), Port Augusta (Northern and WesternRegion), Crystal Brook (Mid North Region) and Norwood(Metropolitan Region). The agency works in conjunctionwith Local Government to create an integrated and efficienttransport network that supports the needs of all road users.

It provides essential transport infrastructure for urban, ruraland remote communities and industries to generate social,economic and environmental benefits, and ensures thatongoing public investment in transport infrastructure isproperly planned, managed and protected.

In addition to road construction and maintenance, TransportServices also has a statewide responsibility for all regulatoryroad signs, traffic control signals and road markings. Outside transport infrastructure activities, TransportServices also administers the State law relating to marine,rail and road transport. The network of customer servicecentres, on-line transactions and call centre operationsprovides a wide range of opportunities for industry,organisations and the community to access essential roadand marine regulatory services.

Transport Services Agency’s annual budget is approximately$500 million, representing approximately 6 per cent of theState’s annual budget. This includes federal funding and isused for capital projects on going maintenance, and day-to-day operations.

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ROAD NETWORK MAINTENANCE

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

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

The Commissioner is responsible for managing the long-term physical condition of a range of infrastructureassets 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 networkassets 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 orreplacement of these assets, made up of $63.3 million onthe state funded sealed network, $17.5 million on thefederally funded National Highway Network, and $11.2million on the unsealed network (including re-sheetingworks). In total, this expenditure represents approximately1.2 per cent of the estimated replacement value of these assets.

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Routine road maintenance expenditure totalled $25.3 millionState and $6.3 million National Highway. Of this expenditure, 51 per cent is associated with the lumpsum component of routine maintenance that addressesongoing small scale defects and cyclic maintenance workfor road pavements, roadsides and roadside furniture; for example, signs.

Larger maintenance defects are prioritised and fundedseparately. Funding for these activities was increased from asset sustainment funds by $3.7 million to a total $8.8 million.

Maintaining the integrity of road surfacing is a keymaintenance activity in managing overall road networkcondition. A total of $20.6 million was applied to resurfacing(periodic) works, including an additional $3.4 million fromasset sustainment. However, road surfacing age profilesacross the network are continuing to increase. Resurfacingand rehabilitation rates achieved last year along with currentsurfacing age profiles are shown in the following table.

Programmed replacement of traffic signal assets continued,including 37 upgraded traffic control units and theconversion of 34 signal sites to more cost efficient andenvironmentally sustainable LED lamp technology.

Increased effort has also been directed towards ageingstreet lighting assets, including the upgrading of 597luminaries and replacement of 52 deteriorated lighting pole bases.

The replacement of deteriorated guardfence is a key safetyissue, with $1.81 million spent replacing over six km ofdeteriorated, potentially unsafe guardfence.

OUTBACK ROADS

Transport SA’s eight routine grading patrols maintained 10 100 km of unsealed roads across the UnincorporatedArea. This work included grading, drainage, signing andamenity activities on priority roads. A total of 7 820 km of dry maintenance and 931 km of wetmaintenance was achieved. The patrols also reinstatedsections of road damaged during heavy rains in December,January, February and June, and provided support to theYear of the Outback activities. Road closures predominatelyaffected the Birdsville Track, the Flinders Ranges, the MertyMerty to Cameron's Corner road and roads surroundingOodnadatta.

The agency’s re-sheeting gang focused on activities alongthe Strzelecki Track and roads from Coober Pedy toOodnadatta and William Creek. A total of 98 km of re-sheeting were completed over the period, including shapingand drainage activities.

Emergency patching was completed on the Yunta to TeaTree Road under State Drought Relief funding.

Key achievements from the federally funded Roads toRecovery Program included the completion of signingupgrades along the Birdsville Track, construction of theCaroona Dam to Glen Boree Road, concept developmentwork for Marla town streets upgrade, formalisation ofInnamincka town streets together with surrounding drainageand road related rehabilitation works, and final seals ontown street upgrades in Copley, Andamooka andOodnadatta.

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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

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

The Nominal Travel Speed (Rural) performance indicator isthe theoretical average speed derived if one were able totravel constantly at the various speed limits on interregionalroutes in South Australia. The Actual Travel Speed (Rural) isthe average speed derived by travelling at the actualprevailing speeds at or below the speed limit in traffic andover various terrains.

These indicators are based upon a representative mix ofinterregional routes with various terrain types, presence oftowns and levels of overtaking opportunity. It should benoted that a more rigorous approach, which will be

maintained in future surveys, was taken in 2002–03 inderiving these indicators. Consequently, care should betaken in comparing future figures with those derived forpast years.

The generally flat or undulating terrain and low trafficvolumes on many interregional routes in South Australia arereflected in the results, with relatively little differencebetween the nominal and actual average travel speed.

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ROAD OPERATION

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

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

LANE OCCUPANCY RATE (PERSONS)

This performance indicator measures the average utilisationof the Adelaide metropolitan arterial road network for thepurpose of personal travel. The measure used is theaverage number of persons per traffic lane per hour. The indicator is based on car and bus occupancies at 14locations on the same routes used for Actual TravelTime/Speed Survey (Urban).

CAR OCCUPANCY

Car occupancy is the average number of persons per cartravelling on the Adelaide metropolitan arterial road network.The measure is based on measured car occupancies at thesame 14 locations used for Lane Occupancy Rate (Persons).



The State Black Spot Program is a safety initiative that aimsto improve road safety through infrastructureimprovements. In 2002-03, work was undertaken on two raillevel crossing projects and 15 road projects, with a totalexpenditure of $5.04 million. Nine of the road projects werecompleted in 2002-03, while the remaining six projects willbe completed in 2003-04.

Drink Drive and Seatbelt/Restraint Use Enforcement Campaigns

During 2002–03 Transport Services continued to delivermass media and information campaigns in support of andaligned with the South Australian Road Safety[Enforcement] Calendar produced by the South AustraliaPolice. This involved the introduction of new advertisingcampaigns for drink driving enforcement at Christmas(Christmas Surgeon), and in May 2003 (Moment ofDecision), and included discrete seatbelt/restraint useenforcement campaigns targeting regional areas.

Road Safety Audit Response Program

In 2002–03, Transport Services invested $710 000 on roadsafety improvement works to continue the program ofresponding to and addressing safety issues identified byroad safety audits.

Bus Replacement Program

The Department purchased 50 new low-floor, air-conditioned, and environmentally friendly MAN Euro 3Diesel Standard buses during 2002–03, for the AdelaideMetroticket bus fleet. These buses replaced 50 aging Volvobuses in the fleet primarily from the Outer South ServiceContract that operates from Lonsdale Depot. A further 25 MAN Diesel Standard buses were ordered fordelivery during July 2003 to November 2003 to replace theremaining Standard Volvo buses. All of the new buses meetstrict European Standards for environmental emissionperformance for Diesel buses, which are comparable toemission performance from the most recent CompressedNatural Gas (CNG) buses in the fleet.

Torrens Road

The Torrens Road upgrade, which commenced in August2002, has now been completed. Significant upgrading ofthe intersection of Torrens and Churchill Roads has beendeveloped, particularly to increase the turn movementcapacity of the junction and to reduce delays. Work wasincluded to upgrade the safety of the rail crossing, includingescape zones, banning right turns in and out of ExeterTerrace, and an additional set of traffic lights to the east ofthe crossing which are sequenced with the Churchill Road intersection.

The overall amenity of this location has been improved bythis project. Extensive landscaping and paving has beenintroduced and noise mitigation walls have been provided atkey locations. Additionally, a disabled use path has beenprovided along the northern side of Torrens Road.

Portrush Road

The Portrush Road upgrade has progressed well over the2002–03 financial year, with Stage 2 between Magill Roadand The Parade essentially complete, except for the finalsurface course which will be placed in warm weather laterin 2003. 27

Lane occupancy rates in metropolitan Adelaide

Persons per lane per hour

AM peak PM peak Off peak All day

1996–97 759 802 499 627

1997–98 776 723 457 580

1998–99 783 770 500 599

1999–2000 764 779 526 614

2000–01 760 794 536 622

2001–02 782 813 576 655

2002–03 765 797 539 624

Car occupancy rates in metropolitan Adelaide

Persons AM PM Off All day

per car peak peak peak

1996–97 1.22 1.30 1.27 1.28

1997–98 1.25 1.25 1.23 1.24

1998–99 1.20 1.25 1.25 1.24

1999–2000 1.19 1.24 1.26 1.24

2000–01 1.21 1.25 1.29 1.27

2001–02 1.20 1.26 1.28 1.26

2002–03 1.22 1.23 1.26 1.24

The completion of this stage now means approximately halfthe length of the total upgrade between Greenhill Road andMagill Road is complete. The upgrade is providing a saferenvironment for the local community and other road users,with sheltered right turn lanes and parking bays. In addition,a new, smoother and quieter road surface has been used,resulting in a decrease in noise pollution. Undergroundingof power lines and landscaping of the road has vastlyimproved the visual amenity of the area. Service relocationsfor the remainders of the upgrade are approximately 80 per cent complete.

Port River Expressway Stages 2 & 3

An Expressions of Interest phase was completed forStages 2 & 3. In October 2002 three consortia were short-listed to take part in the Invitation to Tender phase. Stage 2consists of a four-lane opening road bridge across the PortRiver between Docks 1 and 2, and changes to Nelson Road(which crosses Birkenhead Bridge), Semaphore Road, ElderRoad and Ocean Steamers Road to connect to the newroad link. Stage 3 consists of a single-track opening railbridge (with connections to the existing rail system) acrossthe Port River north of the Road Bridge.

Overtaking Lanes

During 2002–03, a total of seventeen overtaking lanes werecompleted and construction commenced on a further fourovertaking lanes.

Another two overtaking lanes were opened for usebetween Port Pirie and Port Augusta. An additional twolanes were started in this section closer to Port Augusta asa result of the Port Augusta to Port Wakefield OvertakingLanes Program. Planning works continued for an additionalfour lanes between Crystal Brook and Port Wakefield. The expenditure on this project was $1.94 million. This has resulted in 24 overtaking lanes being operationalon this road.

This was the third year of the $25.5 million five-year RuralArterial Overtaking Lane Program. A total of ten overtakinglanes were constructed: two lanes at Port Lincoln, twolanes at Ardrossan, one climbing lane at Curramulka, onelane at Kulpara, two lanes on the Warnertown toJamestown Road, and two lanes on the Princes Highway atthe Coorong. Planning and design work continued on futurelanes to be constructed in Years 4 and 5 of the program.Total expenditure for the year was $6.1 million.

Two overtaking lanes were constructed at Port Clinton aspart of the State Black Spot Program. These lanesaccommodate an increasing volume of tourist andcommercial traffic on this section of the Port Wakefield –Yorketown Road. They are located through a section ofroad where safe overtaking opportunities were notpreviously available. The cost of these lanes was $1.2 million.

This was the second year of the Federal Government’s$18.5 million Sturt Highway Overtaking Lane Program.Three lanes were completed at Waikerie, with constructioncommencing on an additional two lanes at Blanchetown.Planning and design was undertaken on lanes to beconstructed in the following two years. Total expenditurefor the year was $2.8 million.

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

City West Connector

Transport Services has undertaken concept planning for theCity West Connector, part of a strategy to improve trafficflow in and around Adelaide’s metropolitan area through thedevelopment of inner and outer ring routes. The WesternConnector link from Port Road adjacent to Bonython Park toSouth Road at Mile End South, will ultimately consist of afour-lane road and the replacement of the Bakewell Bridgeat Henley Beach Road.

Regulatory Services Systems Re-Development Project

The existing DRIVERS computing system supports theAgency’s registration and licensing functions as well asproviding services to a number of other Governmentagencies. The opportunity to improve the cost-effectiveness of this old system, and to expand it to coverservices to and regulation of the road transport industry,had been previously identified. Preparation of a businesscase was concluded during the year, demonstratingsubstantial cost-effectiveness and service deliveryopportunities to both the public and to other Governmentagencies.

TravelSmart

Ten Councils have now partnered with TravelSmart in theTravelSmart Local Government Grant Program, whereproject officers have been engaged to deliver a range ofprojects focusing on community development and travelbehaviour change. Households and business are alsoinvolved with TravelSmart SA, with 1700 households inthree Council areas and five businesses in metropolitanAdelaide signing up for the development of Green TravelPlans, involving up to 7700 staff. The Walking School BusTrial has been a phenomenal success in the two schoolswhere the project was trialled, with 130 parents andchildren walking to and from school up to three days aweek. Initial information indicates that close to half of thesetrips used to be made by car. A whole-school approach to28

this project has meant that entire school communities ofaround 1200 have been learning about ‘Travelling Smart to School’.

TravelSmart SA has won funding from the AustralianGreenhouse Office to develop three project concepts: a national TravelSmart Curriculum; an Interactive TravelBehaviour Change Website; and a Schools Travel Challenge.The funding also includes the running of ‘Save A K’competition, which encourages participation from Councilsand their communities, and particularly local businesses.

Commercial Road

The Dalkeith Intersection was upgraded, including theinstallation of turn lanes on all approaches and the wideningof the Pedler Creek Bridge. Trenching and conduit wascompleted for new traffic signals and power lines wereplaced underground at the Seaford Intersection. Preliminary works at the Penzance Junction commenced,with trenching and conduit being place in preparation forroad works in 2003–04.

Pedestrian Safety Programs

The Safe Routes to School program expanded to another 15 primary schools in three Council areas. A new trainingmanual, ‘Teaching 4 Traffic’ has been produced to assistteachers in implementing road safety in the classroom aspart of the Safe Routes to School program. Walk With Carehas commenced in two areas in the City of West Torrensand one area in the City of Holdfast Bay. Disability accesshas resulted in many facilities being installed as a result ofTransport Services’ partnerships with key disability groups.New partnerships were developed with Bedford Industriesand the Phoenix Society.

RAIL SAFEY

Park Terrace, Salisbury Level Crossing

Following the tragic accident on 24 October 2002 at thePark Terrace Level Crossing between the Ghan passengertrain, a car and bus, two independent reports into theincident were undertaken recommending a range of safetyinitiatives along this congested section of road.

A Project Team has been established to design andimplement a six-week trial of these initiatives. The initiativesincluded: relocating traffic queues away from the levelcrossing using queue detectors and signalling equipmentthat linked the traffic and rail signal systems; providingescape areas on either side of the crossing; and improvingpedestrian facilities across Park Terrace. The Project Team worked closely with the rail and busauthorities and Council to ensure all issues were consideredin developing the project.

State Level Crossing Committee

In response to the recommendations of the Graham Reportinto the tragic collision at the Salisbury Rail Crossing, the

Minister for Transport established the State Level CrossingStrategy Advisory Committee in January 2003.

The Committee is chaired by the Executive Director ofTransport Services and provides strategic direction andadvice on issues and programs aimed at improving the riskprofile of the State’s level crossings. Key initiativesundertaken in 2002–03 included:

• The commencement of a program to conduct riskassessments of all level and pedestrian crossings in theState with 164 crossings and 90 pedestrian crossingsbeing completed;

• Recommending three high level crossings for treatmentin 2003–04.

In addition, a small full-time Level Crossing Unit has beenformed to implement the recommendations from twoindependent reports for improvement of level crossingsafety, and to liaise with interstate bodies undertakinginitiatives in this area.

Rail Operations and Safety

In 2002-03 there were 43 accredited railway operators inSA, and all operational railways have undergone an annualrail safety compliance audit. This includes ten heritagerailways, such as Steam Ranger and Pitchi Ritchi. There aretwo main operational areas – local suburban rail, throughTransAdelaide, and freight operations both intra andinterstate. There were seven new accreditations issued andthree accreditations varied. Fees collected from commercialrailways totalled $314 444.

A comprehensive incident data base developed in SA andused nationally (and in NZ) provides incident data to theAustralian Transport Safety Bureau for national action. It isalso used in South Australia to monitor safety performance.In 2002-03 there were a total of 2285 incidents notified toTransport SA.

Nationally, all Ministers have instructed the newlyestablished National Transport Commission to undertake anumber of projects examining safety and efficiency in railoperations. This also includes driver health and fatiguereviews, and advanced train communications systems.South Australia has an active role in the development ofnational rail safety initiatives.

Rail Operations and Access

The rail access regime has been demonstrated to beeffective and fair to both track owners and access seekers.All commercial information required, including office holdersof accredited organisation, quantity of track owned,managed and used, locations of track and gauge, significantchanges to railway services has been presented toTransport SA in six monthly reports. For the period 1 July2002 to 30 July 2003 there have been no disputes that theregulator has been required to monitor or intervene.

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THE WAY FORWARD – INITIATIVES FOR 2003–04


As part of the program which aims to rectify hazardouslocations throughout South Australia, work will commenceon four rail level crossing projects and 14 new roadprojects. In addition, works will be completed on six roadprojects that were commenced in 2002-03. In total, 24projects with a value of $5.55 million have been approvedto be undertaken by Transport Services in 2003-04.

National Black Spot Program

The National Black Spot Program is a safety initiative of thefederal government, which also provides funding aimed atrectifying hazardous locations throughout the State. As partof the 2003–04 program, Transport Services will commencework on 24 new projects with a value of $2.26 million. Inaddition, a further 12 projects with a value of $1.17 millionwill be completed from projects approved in 2002-03.

Shoulder Sealing Program

The Shoulder Sealing program is an ongoing program onthe rural arterial road network to provide a greater width ofseal to improve safety for road users. The wider roadsprovide better safety by reducing the risk of road usersleaving the sealed surface and providing greater width forpassing and overtaking heavy freight vehicles. The programfor 2003–04 comprises $6.8 million, the majority of whichwill be used to widen the Princes and Mallee Highways inthe Upper South East of the State. This programcomplements the Overtaking Lanes program.

Overtaking Lanes Program

The Overtaking Lanes Program is an ongoing program duefor completion in 2005. It comprises the construction ofovertaking lanes on strategic rural arterial roads to provideimproved passing opportunities and travel times whilereducing the number of head-on accidents.

A further $3 million has been allocated to continueconstructing overtaking lanes from Port Augusta to PortWakefield. This will consist of sealing the two lanes startedin 2003–04 between Port Augusta and Port Pirie andconstructing two lanes between Crystal Brook andMerriton. This will result in 28 overtaking lanes beingoperational on this road and design work and servicerelocations are continuing for the two lanes betweenLochiel and Port Wakefield.

Year 4 of the Rural Arterial Overtaking Lane Program willinclude the construction of a further eight overtaking lanes:three lanes on Main North Road, two lanes on BarossaValley Way, two lanes on the Noarlunga to Victor HarborRoad and one lane on the Noarlunga to Cape Jervis Road.Design work will continue for the lanes proposed in thefinal year of the program. Funding of $6.0 million has beenallocated for 2003-04.

As part of the Sturt Highway Overtaking Lane Program,construction works will be completed on the two lanes

under construction at Blanchetown, along with theconstruction of three lanes between Blanchetown andWaikerie, and two lanes between Gawler and Sheoak Log.Design work will be completed for the remaining lanes onthe program. Anticipated expenditure is $5.5 million.

Black Road

The upgrade of 3.3 km of Black Road between FlagstaffRoad and Oakridge Drive is scheduled to commence in the2003–04 financial year. After an extensive communityconsultation program, the detailed design of Black Road isdue to commence early in 2003–04. This will includeevaluating the most appropriate treatment for a number ofkey junctions.

The upgrade will include kerbing along the length of theroad, pedestrian crossings, junction improvements,improved street lighting, bicycle lanes, indented bus bays,parking bays, and improved stormwater drainage.

Commercial Road

A further $5.55 million has been allocated to continue theupgrading works on Commercial Road. It is expected thatthe upgrading of the section of Commercial Road fromWeatherald Terrace to Penzance Street will be completedduring the reporting period. These works will include aroundabout at the Weatherald intersection and thePenzance junction. A solid median will be installed betweenthe two roundabouts since there will be drainage worksinstalled at the Weatherald Intersection.

Mawson Connector

The project has allocated funding for the road and publictransport interchange works. An expression of interest hasbeen called for the design and construction of the roadbetween Salisbury Highway and Main Street that willinclude a bridge over the railway lines and Public TransportRail/Bus Interchange. It is expected to call the tender in thelatter part of 2004 and commence design and constructionbefore the end of the financial year.

Hancock Road

The $3.2 million upgrade of Hancock Road between North East Road and Grand Junction Road is scheduled forcompletion in October 2003. The upgrade includesimproved vertical alignment, new kerbing, sheltered rightturn lanes at key locations, improved street lighting, newfootpaths, construction of parking and manoeuvring areas,concreting of entrances to driveways, cycle lanes andindented bus bays. The project will greatly improve roadsafety for all road users, including pedestrians, cyclists,pubic transport users and motorists.

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Portrush Road

The 2003–04 financial year will see the completion of allservice relocations for the remainder of the upgrade, as wellas roadworks for Stage 3 between The Parade andKensington Road. It is likely the completion of the sectionfrom Kensington Road joining the previously completed endof Stage 1 at Rothbury Avenue will extend into the 2004–05 year.

TRUMPS

This project involves the replacement of the existingRegistration and Licensing computing system (DRIVERS)and integration of other regulatory services systems into asingle Transport Regulation and User ManagementProcessing System (TRUMPS).

The TRUMPS project implementation will commence in2003–04 following the necessary approvals and is scheduledto be completed during 2005–06. It is planned that existingWestern Australian and New South Wales software will beacquired, modified and enhanced to provide all thenecessary functionality to meet all regulatory needs of theagency. The project will initially deliver improved registrationand licensing services along with functionality to supportregulation of the road transport industry. The project will notonly deliver improvements to the cost-effectiveness of theagency’s operations, but will provide broader and moreflexible access to services such as continuous Internetaccess for public transactions. The improvements toservices associated with the road transport industry areexpected to provide commensurate road safety benefits.

New Contract For Bus Replacement Program

A bus supply contract for the next five years was called for,evaluated and awarded to Scania Australia. It is expectedthat Scania will deliver a total of approximately 169 low-floor, air-conditioned and environmentally-friendly buses forintroduction into the Adelaide Metroticket bus fleet, withthe first bus due to be delivered in March 2004. The first 41buses to be delivered are Euro 3 Diesel Articulated buses,the first articulated buses purchased by the Government in16 years. It is expected that the remaining 128 Standardbuses will be powered by Compressed Natural Gas. Thebody-building component of these buses will be sub-contracted to the local Australian Bus ManufacturingCompany (ABM).

By the end of the contract in June 2008, it is anticipatedthat of the 760 buses in the Adelaide Metroticket bus fleet,67 per cent will be fully accessible, 84 per cent will be air-conditioned, and 44 per cent will be CNG-powered. This strategy exceeds milestone targets set under theDisability Standards for Accessible Public Transport whichcame into effect in October 2002, and which requires theentire bus fleet to be fully accessible within 20 years.

Light Emitting Diode (LED) Lanterns

In 2003–04, it is planned that $3 million will be spent ontraffic signal lantern replacement with LED lanterns. The upgrading of high electricity consumption traffic signal

lanterns to (LED) technology is a major opportunity toachieve energy savings and reductions in greenhouse gasemissions. LED lanterns are low maintenance and have alife in excess of ten years.

Long-term Plant Requirements

Under the category of ’Smarter Spending and DecisionMaking‘, the Government has allocated capital of $29.0million in the 2003–04 budget for the purchase of core plantused in maintaining transport infrastructure. This will resultin significant annual savings in the form of forgone plant hirecosts. When ownership and maintenance costs are takeninto account, this initiative will result in annual nett savingsof approximately $6.5 million from 2004–05 onwards.

Road Safety

Implementation of Phase 1 of the Road Safety ReformPackage that was assented to in June 2003 will continue in conjunction with SAPOL and the Courts Administration Authority.

TruckScan SA

TruckScan SA is an initiative of the Department inconjunction with the New South Wales Road TrafficAuthority to assist recording, verifying and storinginformation on heavy vehicle movements within SouthAustralia. This initiative responds to a nationwiderequirement to manage driver fatigue in the heavy vehicleindustry.

The camera-based technology enables Transport Services’Road Traffic Inspectors to electronically log time, date andregistration details of heavy vehicles throughout the State.This information is recorded each time a heavy vehiclepasses a TruckScan (camera) site.

South East Vehicle Inspection Facility

A state-of-the-art vehicle inspection facility, located at Mount Gambier, will commence operation during 2003–04.The facility will service the south-east region of the State byproviding customers with a vehicle inspection service forboth heavy (trucks) and light (cars) vehicles, and will besupplemented by mobile inspection services.

City West Connector

Construction work on the City West Connector fromRailway Terrace to South Road is proposed to commenceearly in 2004. The new road corridor through formerindustrial land will provide considerable environmentalimprovements with the provision of landscaping, andremediation of past industrial practices. The upgrade of theintersection of Railway Terrace and James Congdon Drivewith the provision of traffic lights will further improve localaccess to the connector. Acting as a catalyst for therejuvenation of the former industrial area of Mile End, thenew road corridor provides access directly to the areasbeing redeveloped. Urban design and water qualityinitiatives complete what will be a very beneficial project forthe community.

REPORTS FROM THEREGISTRAR OF MOTORVEHICLES

REGISTER

Vehicles on the Register as at 30 June 2003.

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

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

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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

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

REVENUE

The following amounts were received:

Receipts of $5.37 million resulting from the registration ofmotor vehicles under the Interstate Road Transport Act1985 were forwarded to the Commonwealth Department of Surface Transport Regulation and Reform Regional Services.

Revenue collected on behalf of agencies was:

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2002–03 2001–02

$m $m

Registration charges 199.11 191.84

Driver’s licence fees 45.58 44.96

Sundries andCommissions 13.69 11.61

Special plates 2.67 2.47

TOTAL 261.05 250.88

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

ACCIDENT TOWING AND INVESTIGATIONS

During the past financial year, the Accident Towing RosterScheme provided for the safe and orderly removal of 11 945accident-damaged vehicles from accident scenes within theDeclared Area (greater metropolitan Adelaide).

VEHICLES SECURITIES REGISTER

The Vehicles Securities Register provides a means ofidentifying motor vehicles that are the subject of financialinterests as defined under the Goods Securities Act 1986.A fee is charged for each interest registered and for eachcertificate issued to prospective purchasers of motor vehicles.

In accordance with Section 15(c) of the Goods SecuritiesAct, the following information is provided for the period 1 July 2002 until 30 June 2003:

• The total net amount credited to the Highways Fundwas $843 000.

• The cost to administer the provisions of the GoodsSecurities Act during this period was $683 000.

• No fees were paid to other jurisdictions for theexchange of vehicle securities data.

• There was no compensation payment made during the12-month period ending 30 June 2003 as a result of anorder of the court.

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

RIGHTS OF REVIEW AND APPEAL

Section 98Z of the Motor Vehicles Act ’Rights of Reviewand Appeal‘ enables a person aggrieved by certain decisionsof the Registrar of Motor Vehicles to apply for an internalreview of the decision. If a person is dissatisfied with theoutcome of a review, Section 98ZA provides the personwith a right of appeal to the District Court.

Of the 47 cases where the decision was either confirmed orvaried, one person appealed to the District Court underSection 98ZA of the Motor Vehicles Act. The appeal wasupheld by the Court.

E-COMMERCE

To increase the community’s accessibility to vehicleregistration and driver licensing services, the final stage ofan Electronic Commerce (EC) facility was introduced on 7 June 2003. The implementation of the EC facility nowallows for motor vehicle dealers, businesses and the publicto process a range of vehicle transactions 20 hours a day 7 days a week.

The facility provides for a range of payment and informationbased transactions that have been developed according tothe nature and type of business being undertaken. To complement the above, an automated Interactive VoiceResponse system was introduced during August 2002 forthe payment of registration renewals.

One of the aims of the EC facilities is to remove the highvolume of simple-to-process transactions from CustomerService Centres so that more attention can be focused onprocessing the more complex transactions.

By 30 June 2003, approximately 12 per cent of the targeted transaction volumes were being processed by the EC facility.

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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

PLANNING SA

INTRODUCTION

Planning SA is the State Government’s principal advisorybody on land use planning, building, urban design anddevelopment strategies and policies. The agency’s vision isto be recognised for enhancing the quality of life for allSouth Australians by promoting well-designed built form andsustainable land use.

FUNCTIONS OF THE AGENCY

Planning SA’s role is to provide direction, advice, assistanceand information on a range of development proposals,opportunities and issues. Planning SA prepares policyadvice for the Minister for Urban Development and Planningin respect to land use planning. The agency:

• provides strategic directions for achieving quality landuse and built development outcomes for South Australia;

• develops and uses innovative and EcologicallySustainable Development based planning anddevelopment assessment policies and practices;

• supports sound decision-making by coordinating andproviding leading-edge information products andservices; and

• enhances understanding and awareness of the planningand development system by providing information andadvice to customers, stakeholders, decision-makers andthe community.

OBJECTIVES OF THE AGENCY

In response to the Minister’s vision for planning in South Australia, Planning SA has identified the following key objectives:

• improve economic development, social justice andenvironmental management in South Australia;

• strengthen the Planning Strategy and elevate it to acentral role in South Australia;

• create a city that is equitable, inclusive andenvironmentally sustainable;

• protect natural, cultural and built environments;

• enhance the State’s regional open spaces;

• encourage development in the State’s regional areas;

• properly manage the State’s natural resources;

• improve the coordination of physical developmentoutcomes across government; and

• review and improve the State’s Planning andDevelopment Assessment System.

OPERATIONS

Planning SA consists of approximately 150 people from arange of professional disciplines. The agency has anoperating budget of approximately $25 million, includingmanagement of the Planning and Development Fund.

Planning SA is responsible for providing a State strategicplanning framework and an integrated developmentassessment system for planning and development issues inSouth Australia.

The agency works in partnership across government, withkey stakeholders, Local Government and the community toimplement strategic planning and urban development for theState. It also provides advice to proponents of majordevelopment proposals and provides advice to the Minister for Urban Development and Planning. It undertakeslegislative and procedural initiatives in response togovernment decisions.

There are three areas of operation within the Agencyfeaturing:

Strategy and Projects Division

• Urban and Regional Strategic Planning – prepares andmonitors the performance of the State PlanningStrategy, undertakes whole-of-government strategicplanning initiatives and helps coordinate metropolitaninfrastructure planning.

• Urban and Regional Projects – prepares and promotesbest practice strategic management and design policiesfor urban regeneration, urban design and open space systems.

Policy and Assessment Division

• Planning Policy – formulates and implementsdevelopment policy, processing Council-initiated PlanAmendment Reports, inter-agency policy coordinationand legislative amendments and improvements.

• Development Assessment – assesses the impact ofspecified developments against development plans,makes recommendations to the DevelopmentAssessment Commission on major or complexdevelopment proposals and is responsible for themanagement of the major development and projectsassessment process.

• Building Policy – establishes and reviews developmentlegislation, the Building Code of Australia and the SAHousing Code, and provides building rules assessmentfor the Development Assessment Commission for outof Council areas.

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Business and Information Services Division

• Spatial Planning Analysis and Research – providesplanning analysis and research essential to urban andregional planning, State development and managementof urban systems. It also provides across-governmentplanning and socio-economic data.

• Planning Services – coordinates and providesadministrative support for the lodgement, processingand preliminary assessment of developmentapplications.

• Business Services – provides corporate support to theagency, in particular human resource management,financial management, information technology andadministrative support.

• On-line Services – provides software applicationdevelopment and maintenance support for on-lineplanning as well as cartographic, design and publishing services.


Places for People

A number of projects funded by Places for People werecompleted. The State Government has committed over $1 million towards urban improvement projects through thePlaces for People funding program. The grants have beensupplied to Councils seeking to develop strategic urbandesign actions leading to physical implementation for areassuch as town centres, main streets, and civic squares. The grants are supplied for all types of work from conceptthrough to implementation. Many projects are wellunderway and some are nearing completion. 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 Pirieand Port Augusta; and

• a concept design for the redevelopment of Moseley Square.

Hills Face Zone Review

In October 2002, in response to a range of concerns aboutdevelopment and the effectiveness of the management ofdevelopment in the Hills Face Zone (HFZ), the Minister forUrban Development and Planning established a reviewprogram to address key issues in relation to the zone. Mr Terry Groom was appointed as chair of a steeringcommittee, comprised of senior representatives of theDepartments for Environment and Heritage, Water, Landand Biodiversity Conservation, Primary Industries andResources, Transport and Urban Planning as well asrepresentatives from Local Government, to assist with thereview. A wider reference group, including representativesfrom the Conservation Council, the National Trust, SAFarmers Federation, other key State Government bodiesand the eight local Councils with responsibilities for theHFZ, was also established to provide input to the processand assist the steering committee. A discussion paper wasreleased for public consultation in June 2003.

Premier's Bushfire Summit

Following the bushfire events in the eastern states lastsummer, the adequacy of building provisions for bushfireprotection is being reviewed. A review of AustralianStandard AS3959, Construction of Buildings in BushfireProne Areas, was already underway and this has beengiven a high priority by the Australian Building Codes Board,with completion now scheduled for September 2003.Standards Australia and the Australian Building Codes Boardare undertaking the review. The Building Policy Branch inPlanning SA is providing input to the review directly throughthe Australian Building Codes Board, and to date, themajority of comments have been incorporated into therevised draft of the standard.

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Improved Policy and Procedures

It is important that the South Australian Planning andDevelopment System provides a high level of policy andprocedural certainty for the community and applicants inregard to land use, economic, social, environmental, urbandesign and infrastructure issues. In order to improve thewhole system, the Minister for Urban Development andPlanning has initiated the Improved Policy and Procedures(IPAP) program to address the following components of thePlanning and Development System through a consultative review:

• the Planning Strategy for South Australia;

• development plans;

• development assessment;

• the procedures in the Act and Regulations;

• integration with other legislation;

• consistency of administration;

• dispute resolution; and

• compliance.

The IPAP program is being undertaken in cooperation withthe Local Government Association and involves workshopsand meetings with Councils, agencies and various stakeholders.

New Generation Planning Strategy for Metropolitan Adelaide

The Planning Strategy for South Australia presents the State Government’s policy for the physical development ofthe State. In particular, it aims to guide and coordinate theState Government activities that influence the developmentof South Australia.

It has been 10 years since the Planning Review producedthe first draft Planning Strategy for Metropolitan Adelaide,and while the underpinning of the Planning Strategy is stillconsidered solid, much has changed at a global level.Through the ReVISION project, Planning SA is now workingwith a number of key State Government agencies andorganisations to create a refreshed Planning Strategy toguide future development in Metropolitan Adelaide. This revised Metropolitan Planning Strategy will be the keyelement in creating a State planned with conscious purpose.


In conjunction with the Minister, Planning SA has developedthe ReDIRECTIONS package, which includes a number ofplanning initiatives within five strategic priorities that willsupport the Minister’s key planning objectives. They include:

ReSTORE – Regional Development and Resources Management

• renewable energy and energy efficiency initiatives

• input into sustainability initiatives for South Australia

• policy development support for Mount Lofty Ranges,River Murray and Upper Spencer Gulf,

• planning for hazards and risks.

ReVIVE – Environment and Regional Open Space

• Hills Face Zone Review

• Urban Containment Boundary

• Parklands 2036

ReVITALISE – Urban Regeneration and Urban Design

• Metropolitan Urban Design Framework

• Places for People funding program

• SA Government Urban Design Charter

ReVISION – Strategic Planning

• revise the metropolitan volume of the Planning Strategyand the new Spatial Development Framework

• implement the Planning Strategy for the Developmentof Regional SA, with regional action plans

• new inner regional volume of the Planning Strategy

• Metropolitan Development Program

ReVIEW – Improved Policies and Procedures

• better development plans

• fees and charges review

• best-practice performance initiatives

• legislative integration and improvement

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OFFICE OF LOCALGOVERNMENT

INTRODUCTION

The Office of Local Government provides advice to theMinister for Local Government on the constitutional andlegal framework for Local Government and thedevelopment/reform of the Local Government system inSouth Australia.

The Office provides information and advice to other StateGovernment agencies, the Local Government sector and thecommunity. A key role is to promote effective workingrelationships between the State and Local Government sectors.

In December 2002 the Office relocated from the RiversideCentre to Roma Mitchell House on North Terrace, Adelaideand on the 13 June 2003, Ms Carol Procter retired from theposition of Executive Director, Office of Local Government.Mr John Comrie was appointed to the position on 12 August 2003.

FUNCTIONS

The role of the Office of Local Government is to provideleadership by promoting shared strategic direction andeffective working relationships between State and LocalGovernment, and by advising on the operation anddevelopment of the Local Government system.

In addition, the Office of Local Government providessupport to three statutory authorities:

• The Outback Areas Community Development Trust;

• The SA Local Government Grants Commission; and

• The Boundary Adjustment Facilitation Panel.

OBJECTIVES

The objectives of the Office of Local Government are:

• to strengthen South Australia’s communities through theprovision of policy advice to the Government andagencies on matters relating to the constitution andoperations of the Local Government system andrelations between the State and Local Government;

• to promote open, accountable and accessible LocalGovernment;

• to promote equitable Local Government financingarrangements; and

• to facilitate improved communication and collaborative working relationships between State andLocal Government.

OPERATIONS

The Office of Local Government is accountable to theMinister for Local Government. The Office of Local Government is primarily structuredunder two outcome areas:

Local Government Relations

This outcome area provides support to the Minister’s LocalGovernment Forum and works to strengthen relationshipsbetween State and Local Government.

Operations and Legislative Review

The Operations and Legislative Review outcome areamanages operational issues arising from inter governmentalrelations, and undertakes ongoing review of legislation andlegislative proposals impacting on the Local Governmentsystem in South Australia.


Major highlights for the Office of Local Government arelisted below:

Minister’s Local Government Forum

The Office of Local Government supported theestablishment and operation of the Forum, chaired by theMinister for Local Government. Major work wasundertaken to develop a joint State/Local Governmentstrategy on storm water management and flood mitigation.Other significant issues considered, included naturalresource management, waste management, developmentplanning and regional passenger transport.

‘How Councils Work – A Guide To The Rules’

The development of an on-line guide to the LocalGovernment Act 1999 has been completed. ‘How CouncilsWork – A Guide to the Rules’ was launched in March 2003.The Guide provides an up-to-date and accessible on-linedocument that helps the public understand how the LocalGovernment Act governs Local Government actions anddecisions. The Guide has received a large number ofpositive comments and will continue to be monitored andmaintained by the Office of Local Government.

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House of Representatives Standing Committee Inquiry

The House of Representatives Standing Committee onEconomics, Finance and Public Administration is conductingan inquiry into cost shifting to Local Government. Its termsof reference also cover Local Government’s roles andresponsibilities and funding arrangements, as well as thescope for rationalisation of roles between spheres ofgovernment. The Office of Local Government coordinatedthe State Government response to this inquiry.

Flexible Approaches to Rate Setting

Arising out of the level of public concern regarding Councilrates, a project to identify rating improvement opportunitieswas conducted jointly by the Office of Local Governmentand the Local Government Association.

Proposals for Functional Legislation

The Office advised State agencies on legislative proposalsfor functional legislation affecting Local Government.

Provision of advice - International

From September to November 2002, the ExecutiveDirector, Carol Procter, worked as a technical adviser to theProvincial Department of Local Government and Housing inBloemfontein, South Africa, under the Australia South AfricaLocal Government Partnership (ASALGP). It is a three-yearAus-Aid funded project, which commenced in April 2002.


Initiatives to be undertaken by the Office during 2003–04 include:

Initiatives to Strengthen Accountability

The Office will undertake work to explore, and wherepracticable implement, ways in which complaints andenquiries from residents and ratepayers concerning theirCouncils could be handled more effectively by the LocalGovernment sector and by other independent reviewmechanisms.

Support will continue to be provided for greater strategicand collaborative action across the Local Governmentsector,

Options will be investigated for improving the effectivenessof the system of elected representation.

The Office of Local Government and the Local GovernmentAssociation have formed a joint Local Government FinancialAccountability Advisory Committee to advise the Ministerfor Local Government and the President of the LocalGovernment Association on matters relating to financialaccountability within the Local Government sector.

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Rate Setting

As a follow-up to the project ‘Addressing the Impact –Flexible Approaches to Rate Setting’, the Office of LocalGovernment intends to monitor Councils’ use of theflexibility of the rating provisions under the LocalGovernment Act 1999, in particular, the response to steepincreases for individual ratepayers and those experiencingfinancial hardship.

State – Local Government Relations

The Office of Local Government will continue to support thework of the Minister’s Local Government Forum inaddressing key issues of strategic importance to State andLocal Government.

Service Agreements

The Office will continue to work with the Department forAboriginal Affairs and Reconciliation (DAARE) and the LocalGovernment Association to explore approaches to servicelevel agreements between Local Government bodies andAboriginal community land holders located on AboriginalLands Trust land and within a local Council area.

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OFFICES FOR SUSTAINABLESOCIAL, EVIRONMENTAL &ECONOMIC DEVELOPMENT

INTRODUCTION

The government has established the Office of the North andthe Office for the Southern Suburbs to assist in therealisation of the Government’s specific policy commitmentto improve economic development, social andenvironmental outcomes for these communities.

There are also two regional Ministerial offices which have arole in coordinating responses to the community acrossGovernment. The Ministerial Offices are:

• The Upper Spencer Gulf, Flinders Ranges and Outback

• The River Murray Communities

OFFICE FOR THE SOUTHERN SUBURBSINTRODUCTION

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

The Office for the Southern Suburbs has been establishedto focus on the business and community sectors in theregion and has a significant role in building on initiativesalready undertaken by the two Local Governmentauthorities, the City of Marion and the City of Onkaparinga.The office has developed effective partnerships with theCouncils and works collaboratively on numerous projects.

FUNCTIONS OF THE AGENCY

The Office for the Southern Suburbs was established to co-ordinate and advocate for the particular needs of theregion specifically through:

• developing an integrated approach to the economic,social and environmental priorities of the region;

• encouraging partnerships between organisations acrossthe region; and

• providing a whole-of-government focus for the region.

OBJECTIVES OF THE AGENCY

In consultation with the Cities of Marion and Onkaparinga,the Office for the Southern Suburbs has identified sixpriorities and these will guide the development of strategiesand future projects with either short or long-term goals.

The priorities are:

• Clever Communities;

• Economic development;

• Transport;

• Waste management;

• Infrastructure needs; and

• Community leadership.

OPERATIONS

The office has a staff of three and, when appropriate,appoints other staff to work on specific projects.

The Office develops partnerships across all StateGovernment Departments and agencies, as well asbetween Local Government, federal government, business,industry bodies, universities and community groups thathave a focus on growth throughout the region. Incollaboration with these bodies pro-active strategies andprojects will be initiated and developed and existingprograms within the community will be strengthened.

The Office for the Southern Suburbs has developed a rangeof 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 inthe region;

• consolidating proposals;

• investigation and research;

• providing strategic support;

• showcasing opportunities in the region; and

• improving access to government agencies.45


Clever Communities

Clever Communities is an initiative to assist communitiesand schools to work together to develop positive attitudestowards learning and knowledge. A significant focus of theinitiative is to promote the link between educationalattainment and employment opportunities. It is intendedthat the program will foster a positive attitude to learning totransform the classroom culture leading to higher retentionrates and better pathways to employment and education. It is intended to extend beyond the classroom to involvefamilies, neighbourhoods, sporting and recreational groups,and business in a whole-of-community approach to valuingeducation and improving outcomes in the southern region.

A Project Director has been appointed for six months toresearch, liaise with relevant community and educationgroups and develop optional models for consideration priorto implementation.

The Minister for the Southern Suburbs announced thefunding of ten bursaries for students from the regionattending Flinders University as part of the CleverCommunities program. The bursaries are valued at $500and will be awarded to students in their first year. The bursaries will be funded for three years.

Flinders University

The Office has liaised with Flinders University staff tohighlight the specific needs of the Southern Suburbscommunity. Flinders University has appointed a regionalCoordinator to focus on the region and they have developeda set of programs collectively called Southern Programs toIncrease Participation in Education. (SPIPE). SPIPE includesa mentoring program, proposals promoting better access touniversity, increased student support and a focus onincreasing student involvement in the southern region.

Green Business Incubator

The concept of a ‘green’ business incubator was firstpresented in a scoping study for the Office for the SouthernSuburbs that was undertaken by Kristine Peters. The idea isto develop a business precinct in a purpose built buildingwhich conforms to ‘green’ standards and encouragebusinesses that have a focus on ‘green’ outcomes. The Green Business Incubator concept was the subject of aRound Table discussion with Herbert Girardet, the Premier’sInaugural Thinker in Residence.

FoodSA

The Office for the Southern Suburbs, in partnership withFood South Australia, is working on a project to look atways to progress the food industry in the region. The project will examine a range of possible options thatwill help the food industry innovate and bridge the gapbetween cottage and commercial viability. These optionsare likely to include:

• A food park

• Provision of value-adding Infrastructure to supportregional food industries (including commercial kitchen facilities)

• Business Incubator.

The study will seek a solution appropriate to the specificfood industry’s needs in the proposed catchment area ofthe Office for the Southern Suburbs.

THE WAY FORWARD

The Office for the Southern Suburbs has developedobjectives for 2003–04 in line with the priorities of theGovernment. These include:

• To develop optional models for the Clever Communitiesprogram with a view to implementation during the period;

• To complete the Food Study commenced in May 2003;

• To complete a feasibility study for the Green Incubator project;

• To continue liaising with Flinders University toconsolidate proposals that target potential students inthe Southern Suburbs;

• To continue to focus on infrastructure needs in the region;

• To continue to provide strategic support and feedbackto the Transport Audit;

• To maintain a link with the appropriate agenciesregarding the progress of the proposed SEA Gas pipeline;

• To enhance involvement of OSS with the SouthernSuburbs Schools Career Expo and the Marion Learning Festival;

• To work with the Department of Business,Manufacturing and Trade to add value to the existingexporting and mentoring programs of the Councils ofMarion and Onkaparinga;

• To consolidate links with the two Business EnterpriseCentres in the region and the State Government’sCentre for Innovation, Business and Manufacturing;

• To showcase the region to the film and television industry;

• To negotiate with the Department of Premier andCabinet regarding access to participants in the Thinkers in Residence Program;

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OFFICE OF THE NORTHINTRODUCTION

Northern Adelaide is a key economic, social andenvironmental region of South Australia with its diverse andtalented community, the automotive and defence basedadvanced manufacturing and applied research industries,and the rich resources of the northern Adelaide plains.Northern Adelaide is also the focus of significant trials inwater and waste recycling, and in potentially significantgreen energy initiatives.

Despite this potential for growth and prosperity, too manynorthern residents, families and communities aredisadvantaged and experience difficulty in accessing theopportunities available in the north. It is therefore importantto ensure greater investment, employment and opportunityin the north and also to enable northern residents, theirfamilies and communities to enjoy the benefits ofdevelopment.

To take advantage of the opportunities and meet thechallenges of the northern region, the State and LocalGovernments have agreed to work in close collaborationwithin an overall strategic framework. This partnership isknown as the Northern Partnership.

The key responsibilities of the Office of the North are tosupport the Northern Partnership and to develop andprogress the State Government’s desire to rebuild andenhance the northern metropolitan region through economic and social development and sustainableenvironmental management.

The Office of the North was opened on 4 November 2002.

OBJECTIVES

The objectives of the Northern Partnership are:

• To promote and support the relationships between StateGovernment and its agencies and the northern Councils;

• To promote and support regional initiatives; and

• To lead economic, social and environmentaldevelopment within the region through thedevelopment of strategic directions and joint action bythe State Government and the Councils in conjunctionwith other regional stakeholders.

FUNCTIONS

The functions of the Office of the North are to:

• Support and implement the work of the Northern Partnership;

• Enable Government policy commitments to the north tobe realised through whole-of-government solutions;

• Ensure joint ownership and solutions between stategovernment, Local Government, industry and the community;

• Promote and support regional initiatives and leadeconomic and social development through a morestrategic approach;

• Create strong working relationships with localbusinesses to support and expand establishedindustries and attract new businesses, particularly in the export area;

• Ensure better services for the community in thenorthern region through better coordination andintegration of health, housing, education, policing and family support services; and

• Assist communities, schools and training providers towork together to improve skill formation and learningoutcomes in schools, TAFE and universities withconcomitant improvements in employment outcomes.

Through the Northern Partnership, the Office of the Northhas five-year objectives and targets in the five focus areas of:

• Economic Development;

• Housing and Urban Regeneration;

• Families, Children and Community;

• Environment; and

• Governance.

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STRUCTURE

The work of the Northern Partnership is managed by aChief Executives Group responsible to the StateGovernment and the three participating Councils forachievement of the objectives of the Northern Partnership.

Membership of the Northern Partnership includes:

> the Department of Transport and Urban Planning;

> the Department of Human Services;

> the Department of Education and Children’s Services;

> the Department of Business, Manufacturing and Trade;

> the Department of Further Education, Employment,Science and Technology;

> the City of Salisbury;

> the City of Playford;

> the Town of Gawler; and

> the Commonwealth Department of Transport and Regional Services.

The Office of the North is assigned to the Department ofTransport and Urban Planning and the Chief Executive ofDTUP is the chair of the Chief Executives Group of theNorthern Partnership.

The Chief Executives Group reports to the City of Salisbury,the City of Playford and the Town of Gawler through theirrespective Councils and also reports to the State Cabinetthrough the Northern Ministers Group. The NorthernMinisters give strategic direction to the whole-of-government work with the north and provide StateGovernment input into the Northern Partnership. The Northern Ministers Group consists of the Premier, theDeputy Premier, the Minister for Health and the Minister forEducation and Children’s Services. The Minister for Health,the Hon Lea Stevens is the Lead Minister of the NorthernMinisters Group.

The Northern Partnership is advised by an ElectedMembers Forum, which consists of the Mayors of theparticipating Councils and the State and federal members ofParliament whose electorates fall within or have asignificant proportion within the northern region.

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

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


Working with state and Local Government, local industryand community groups, the Office of the North hasachieved the following:

• Established the Northern Partnership with the City ofPlayford, the City of Salisbury and the Town of Gawlerand engaged key state government agencies and theFederal Department of Transport and Regional Servicesthrough the Northern Partnership Chief ExecutivesGroup.

• In partnership with the Office of Employment,established a trial employment pathway for Holden Ltdand automotive suppliers’ third shift to trainunemployed northern residents in preparation forselection. A specific training initiative with DANAAutomotive Systems Group (a component supplier toHolden Ltd) has resulted in new jobs for local residents.Similar initiatives in aged care and childcare haveresulted in jobs for long-term unemployed people.

• The Office of the North held Northern ConnexionsConference in March 2003. The conference engagedkey stakeholders to develop support for young peoplein the north on a whole-of-government basis.

• Conducted joint investigation with the City of Playfordof whole-of-government strategies and business casesfor the regeneration of Playford North.

• Commenced coordination of a review of economicdevelopment arrangements in the northern Adelaideregion with the Department of Business,Manufacturing and Trade (BMT), the Department ofFurther Education, Employment, Science andTechnology (DFEEST) and the three Councils.

• Established a collaborative education and trainingnetwork to support education pathways with UniSA,the Department of Education and Children’s Services(Futures Connect and Northern High Schools Principal’sNetwork) and Regency TAFE.

• Commenced working with the food, automotive,defence, health and aged care industries in the creationof industry clusters to support employment and training pathways.

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THE WAY FORWARD 2003–04

The directions of the Office of the North for the next fiveyears will be focused on five core areas. The 2003–04 targets are:

1. Economic Development:

• Establish a Regional Education and Training Partnershipof state and private high schools, TAFE, trainingproviders and the University of South Australia tosupport learning pathways from school to higher education.

• Pilot a ‘Connexions’ program at one high school todevelop a model of supporting youth transitions.

• Develop regional links of schools with key industryclusters to negotiate education and training outcomes,curriculum and school/industry relationships.

• Negotiate the development of integrated employmentpathways with five industry clusters and the RegionalEducation and Training Partnership.

• Investigate the feasibility of establishing specialisededucation and training opportunities in conjunction withthe agricultural, horticultural and viticultural industries.

• Coordinate a whole-of-government regional economicdevelopment strategy, including establishment of thenew northern economic development arrangements.

• Establishment of an interim economic and employmentdevelopment forum across the economic developmentagencies within the region.

• Coordinate the whole-of-government support for thestrategic development of Edinburgh Parks as the majordriver of industry and employment development withinthe region.

• Develop and progress a proposal for a transport inter-modal hub involving federal/state/ LocalGovernments and industry.

2. Housing And Urban Regeneration

• Develop a whole-of-government strategy and businesscase for the regeneration of Playford North, using broadacre land and redeveloping existing public housing.

3. Families, Children and the Community:

• Develop a whole-of-government agenda for integratedsupport for children and families in the North.

• Establish a joint Councils/Justice/DHS/SAPOL crimeprevention implementation task group to develop aRegional Crime Prevention/Community Safety strategic framework.

• Undertake an audit of community infrastructure,strengths and resources.

4. Environment

• Stock-take current key water management initiativessuch as Local Government recycling of stormwater, theuse of the Bolivar treated effluent at Virginia, and theproposed use of stormwater and treated effluent mix atMawson Lakes.

• Assess the potential for the development of greencorridors building on current greening initiatives andSustainable Regions projects.

• Investigate best sustainable greenhouse practice toincrease local food production.

5. Governance

• Map existing organisations, resources and governancearrangements in the North.

• Prepare an options paper for new regional governancearrangements.

• Prepare a new regional economic developmentgovernance proposal for Northern Partnership ChiefExecutives, and negotiate implementation with currentstakeholders.

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REGIONAL MINISTERIALOFFICESINTRODUCTION

The Premier has recently assigned the Regional MinisterialOffices to DTUP, in recognition of the expertise of theDepartment in its management and support of regional offices.

The offices of the Upper Spencer Gulf, Flinders Ranges andOutback, in Port Augusta, and The Office of the Murray, inMurray Bridge have recently been established.

OBJECTIVE

To provide a single point of contact for the public, civicleaders and community organisations to raise issues andmake suggestions about State Government policies.

FUNCTIONS

• Distribute State Government information and givesupport and advice to Ministers and their staff, as required.

• Provide a single point of contact with the public.

• Undertake projects and support the work of stategovernment agencies, Local Government, regionaldevelopment boards and community organisations.

OPERATIONS

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


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 furtherdevelopment of the Port Augusta social vision andaction plan;

• A support role in the Outback SA Government concept;

• Facilitation of state government activity in relation tothe Port Augusta foreshore development; and

• A key role in the Northern Flinders Plan in partnershipwith agencies and the Northern Regional Development Board.

THE WAY FORWARD 2003–04

It is envisaged that the office will initiate a number of newprojects during 2003–04. Including:

• The establishment of a network to promote communityviews and ideas to improve the lifestyle in andsustainability of River Murray Communities;

• Facilitating partnerships to development a strategy forNorthern Flinders Ranges development;

• Supporting processes to improve and streamlineplanning processes for outback communities;

• Initiating leadership development projects tocomplement capacity building programs in identified regions;

• Developing a strategy for coordinated whole ofGovernment activities and provide administrativesupport for such projects; and

• The establishment of a resource collection for use byoutback communities including Government and non-government publications.

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HUMAN RESOURCES

HUMAN RESOURCES

The ongoing achievement of our diverse business activitiesis only possible by the contribution, commitment anddedication of our employees, our most valuable asset.

During 2002–03, the Department has continued itscommitment to investing in its employees, and has made asignificant contribution to improving workplace conditions,providing access to training and development and ensuringa safe working environment.

Human Resources Management, IT and Financial Serviceswill be amalgamated into the newly formed DTUP CorporateServices Agency.

To ensure selection decisions are based on a properassessment of merit, an on-line Recruitment and Selectioninformation kit has been developed to provide support andguidance to selection panels. All recruitment processes areclosely monitored by Human Resources and SeniorManagement to ensure quality outcomes are achieved. The Department aims to have a representative from HumanResources or Senior Management on all selection panels.This practice also ensures that unlawful discrimination andnepotism and patronage are prevented against employeesseeking employment in the public sector.

The Department of Transport and Urban Planning (DTUP)treats all employees fairly and consistently by consulting onissues effecting staff and keeping them informed on issuesaffecting their workplace.

Public Sector diversity and equal opportunity programs havebeen used as recruitment tools within the Department.

Avenues are provided to employees to address grievancesand appeals. However, DTUP aims to prevent the need forthese processes through adequate consultation and properassessment of merit and equity.

A safe and healthy work environment is provided to allemployees. DTUP’s Occupational Health, Safety andWelfare (OHS&W) system consists of clear policy direction,planning and consultation, implementation of strategies andprograms, appropriate training and awareness, acommitment to the wellbeing of employees and evaluationof the system.

A PLANNED WORKFORCE

Identify the workforce that is required to meet governmentobjectives and implement workforce strategies to addressthese requirements.

Workforce and succession planning issues such as diversityand the ageing workforce are continuing to be addressedacross the Department.

For example:

• The Department continues to pursue a strategicapproach to workforce and succession planning. As partof a corporate and business workforce planning review,a Workforce Planning Framework, which includes policy,

procedures and guidelines, has been developed takinginto account public sector workforce policies, guidelinesand determinations and is integrated with the TSA andTP Strategic Management Framework. The Frameworksupports the identification and development of humanresource management strategies designed to ensurethat current and future business needs and whole-of-government workforce priorities are met. The Workforce Planning Framework will continue to bepromulgated during 2003–04.

• A five-year strategy to refresh the technical capability ofan ageing technical workforce has been implementedthe Transport Services agency. Recruitment, trainingand succession strategies have been developed andapproved on the basis of current and future businessneeds that have been identified through application ofthe Workforce Planning Framework. The technicalrefreshment strategies have resulted in theappointment of 13 people in the Technical GradesStream to date, with a further six appointments plannedduring 2003–04.

• To assist the Department with the internal restructuringprocess, a Support Services Restructuring Policy wasdeveloped to provide a consistent approach to the fillingof all positions in accordance with the Commissioner’srestructuring guidelines and practices.

QUALITY STAFFING

Appoint the best possible staff and manage their careermobility to best effect.

A key strategy in long-term workforce management isregeneration through targeted recruitment and separationpackages. Within the Department there are a variety ofservices to support staff in their careers. Examples of suchservices and initiatives are:

• Senior managers across the Department monitor allrecruitment and selection within their agencies toensure quality outcomes. Staffing levels and positionrequirements are continually evaluated to identify anyinefficiency. Executive contracts also continue to bereviewed and evaluated when appropriate.

• All contracts and appointment paperwork are continuallyreviewed to ensure adequate terms and conditions ofemployment are included. This ensures that employeesare clear about issues such as probation, termination ofemployment, terms of appointment and right to furtheremployment. All employees commencing from outsideof the public sector are required to complete anemployment declaration. Management is also briefedon their responsibilities on employees contract details.

• All Human Resource Management policies, guidelinesand procedures reflect the Commissioner for PublicEmployment's guidelines. The procedures apply to bothPSM Act and Weekly Paid Award employees and aim toensure consistency and equity in recruitment, selection,employment and management practices. Particular

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emphasis has been placed on PSM Act DeterminationNumber 2, Recruitment and Employment of Non-Executive Employees, with human resource policiesand procedures updated and training was madeavailable for all administrative staff and managerswithin the agencies.

• The updating of Human Resource Managementprocedures to take into account the contractarrangements to attract and retain non-executiveemployees has facilitated the approval, in accordancewith PSM Act Determination 2, of six (6) contracts withspecial conditions and one (1) contract for the purposeof converting an ongoing position to a one to five yearcontract, during the 2002–03 reporting period.

• The Department’s Delegations and Authorisationsframework for PSM Act delegations were updated toreflect the PSM Act Determinations and ensure thatappropriate accountabilities are assigned in accordancewith PSM Act provisions.

• New graduates, from various disciplines, have beenrecruited across the Department. Graduates areprovided with a comprehensive induction anddevelopment program that requires significantcommitment and is used to fast track theirdevelopment. The program runs for approximately 10 months and focuses on providing graduates withessential skills and knowledge in working within apublic sector environment.

• A total of 17 graduates were recruited into the transportagencies in 2002–03 compared with 22 in 2001–02.Two graduates from the 2002–03 intake have beenconfirmed in ongoing positions and a further two havebeen successful in winning temporary promotionalappointments within the Department. The Office ofLocal Government recruited three new graduatesduring the reporting period.

• The Department has continued to sponsor the

‘Sylvia Birdseye Scholarship – Women in Engineering’,a scholarship instituted to promote and encouragewomen in the engineering field by providing support toundergraduates studying Civil Engineering at theUniversity of South Australia.

• During 2002–03 a review of the Department’srecruitment and selection processes was undertakenthrough a consultative process with the Office for theCommissioner for Public Employment, staff andemployee representative unions. The initial stages ofimplementation of the recommendations werecompleted, Human Resource Management Manualpolicies and procedures were updated in accordancewith the recommendations for improvements and allemployees across DTUP were advised of theimprovements. Implementation of improvements willcontinue in 2003–04.

GRADUATES/YOUTH EMPLOYMENT

The Department continues to strive to recruit a range ofnew graduates in various disciplines. Graduates wererecruited into the Department from the following disciplines

The Department actively participates in youth recruitmentinitiatives to enhance diversity in the workplace. As at 30June 2003 6.5 per cent of the Department’s workforce wasunder the age of 25 years.

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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

65+ 5 1 6 2.9 1 13

Total 1343 700 2043

Engineering 11

Commerce 5

Social Sciences 1

Arts 3

RESPONSIVE AND SAFE EMPLOYMENT CONDITIONS

Provide remuneration and other employment conditions soas to economically attract, develop and retain the best staffand ensure workplace safety.

The Department is committed to family friendly workpractices and has actively worked to establish flexibility inthe workplace through the development and introduction ofWork and Family policies. Examples of such services andinitiatives are:

• The Department continued to provide employees withaccess to flexible working arrangements such aspurchased leave, flexible hours of duty and options forpart-time work. These arrangements also aim to assistemployees in balancing work and family commitments.

• A suite of policies and procedures has been developedon conditions of employment, including a leaveguidelines, taking into consideration determination 6.This guideline enables a planned approach toemployees accessing their leave entitlements andenables an appropriate balance between theorganisational requirements, individual needs andresponsibilities, and community obligations.

• The Department continues to review and implementrevised OHS&W Policies, Procedures and Action Plansto ensure that OHS&W is integrated in core business. Aframework was implemented for the provision of safeand healthy working conditions for all employees.

• To ensure a consistent approach to OHS&Wperformance improvement across the Department aDepartmental OHS&W Policy Manual will be releasedduring the reporting period by the Chief Executive forimplementation by all agencies within DTUP.

• The Department OHS&W intranet site is updatedregularly to ensure all employees have access to themost up to date information in this area.

• Consultative arrangements were reviewed and updatedin line with organisational restructuring and theimplementation of the corporate shared services model.

• As part of the implementation of the corporate sharedservices model within the Department all job andperson specifications for administration, finance,procurement and human resource positions werereviewed and updated to reflect business needs.

• The Guidelines of Ethical Conduct was promoted to allemployees and ‘Ethics’ training programs usingcompetencies outlined in the Public Sector TrainingPackage were provided to managers and employees.

VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS

The Department actively promotes the 'Teleworking Policy',a family friendly policy developed to attract and retain askilled workforce. The policy recognises the need forflexible working arrangements aimed at balancing work andfamily responsibilities. It includes initiatives such aspurchased leave arrangements, job-share and part-timeworking arrangements.

The number of employees who have accessed the flexibleworking arrangements as at 30 June 2003, include:

• 170 people (150 females, 20 males) on part-timearrangements – there has been an increasing trend overthe last 3 financial years in employees accessing thesearrangements with a 36 per cent increase from theprevious financial year and the 2002–03 financial yearbeing the highest percentage increase ever recorded;

• 17 people on purchased leave arrangements (48/52);

• 28 people who have accessed paid maternity leave;

• 36 people who have accessed unpaid maternity leave.

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LEAVE MANAGEMENT

The average number of sick leave hours taken per full-time employee (FTE) was 52.3 in 2002–03 resulting in approximatelyfour per cent reduction the previous reporting period. The Department’s employees are able to access up to five days a yearof their sick leave entitlement to provide care for family members. During 2002–03 employees accessed family carers leaveon 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 areusing a voluntary flexible working arrangement as at 27 June 2003, two of these employees have not yet taken anypurchased leave as yet.

Leave Summary—DTUP

Leave Summary—Portfolio Agencies (within DTUP)

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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

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

OCCUPATIONAL HEALTH SAFETY AND WELFARE

Commitment

The most valuable asset in the Department for Transportand Urban Planning is its people. Their health, safety andwelfare are of primary importance and ranks equally with allother financial and operational considerations.

The Department is committed to achieving compliance tothe WorkCover Exempt Employer Performance Standardsfor Self Insurers and continuous improvement of theirOHS&W and Injury Management Systems. Strategies are inplace across the Department to ensure that these standardsare achieved. All managers and supervisors within theDepartment are aware of the responsibilities to their staff,their fellow workers, and themselves for worker safety inthe workplace.

During 2002–03 internal audits of OHS&W systems wereundertaken across agencies. As a result many of thepolicies and procedures have been reviewed andstreamlined to better reflect the operations of the individualagencies that make up the Department.

Policy

There has been significant work undertaken to refinepolicies and procedures for OHS&W. For example:

• OHS&W existing policies have been reviewed and newpolicies developed and implemented and a frameworkwas implemented for the provision of safe and healthyworking conditions for all employees.

• All revised policies, including a new policy on drugs andalcohol were distributed for implementation across theDepartment during this reporting period.

• Key performance indicators developed by the Office ofthe Commissioner for Public Employment will beincorporated into the Department systems whereappropriate.

• To ensure a consistent approach to OHS&Wperformance improvement across the Department theOHS&W Policy Manual will be released in July 2003 bythe Chief Executive.

• The Policy Manual will be reviewed and revised on anannual basis. Audit criteria have been developed for allof the policies so that workgroups across theDepartment will be able audit their compliance on anannual basis.

• The OHS&W Action Plan was revised. A key action inthe plan is for all workgroups to develop relevant localprocedures and/or integrate OHS&W policyrequirements into their core business activities.

• The Executive Director Forum, which is chaired by theChief Executive and includes the Executive Directors ofall agencies, reviews progress against the Action Plan’sperformance targets on a quarterly basis with advicefrom the Corporate Human Resource Policy group.

Throughout 2002–03, the Department continued toprovide targeted corporate OHS&W programs andinitiatives to ensure the provision of safe and healthyworking conditions. Programs and initiatives included:

• The continuation of Employee Assistance and Wellbeingprograms. A new three-year contract was awarded posttender for the provision of psychological and careercounselling services to employees. Several workgroupsarranged health promotion activities targeted to theneeds of employees in their workgroups, such asindividual health checks.

• Throughout 2002–03, managers and supervisors wereprovided with OHS&W corporate training courses andgeneral one-day OHS&W corporate training courses.Approximately 200 people attended these one and twoday training courses in 2002–03.

• Training of First Aid Officers, Health and SafetyRepresentatives and emergency wardens continued as required.

• A review of the ‘Road to Worker Safety’ CD-Rom hascommenced and the updated CD-Rom will be reissuedin the new financial year.

• A Driver Safety Calendar and Handbook was developedand distributed to employees as part of a driver/drivingsafety awareness program that was launched inNovember 2002. Since January 2003, severalpresentations have been provided for employees withguest speakers from the RAA and the Transport TrainingCentre to raise employee awareness of driver anddriving safety.

• The Department facilitated a conference for OHS&Wand Human Resource consultants of interstate roadauthorities. Delegates attended from Queensland, New South Wales, Victoria and Tasmania to exchangeinformation and knowledge in the management of risksto workers in the road infrastructure industry.

• The Department’s Chemalert Coordinator assisted allDTUP agencies to facilitate the implementation of therequirements of the Hazardous Substances Policy.

• During 2002–03, the Department signed a contract withSGIC and Health Partners that provides reduced costsfor employees to access health and well beingprograms with these providers.

The Department continued to ensure that appropriateconsultative and support arrangements were in place:

• The Department’s consultative arrangements werereviewed and updated in line with organisationalrestructuring and the implementation of a corporateshared services model.

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• Consultative committees focused on implementing therelevant requirements of the Fire and EmergencySystems Policy. Emergency Planning Teams wereestablished as required to ensure all potential threatswere identified.

• The OHS&W ‘Coordinators’ group met on a quarterlybasis to exchange information, network and supportone another in their roles of facilitating theimplementation of policies, procedures and practicesrelating 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 developuser friendly OHS&W Plant and EquipmentIdentification and Assessment Procedures andadditional external resource personnel were contractedto assist in the their implementation.

• To ensure that all building facilities, accommodation etcmeet OHS&W requirements, the Property ServicesSection identified and ensured that all of theirprocesses are cross-referenced to appropriatelegislation and comply with the WorkCoverPerformance Standards for Self Insurers.

• The Department has continued to develop andimplement systems to properly manage labour hireworkers and contracts to ensure appropriate OHS&W processes are in place for labour hire workersin contracts.

• The Hazard and Accident/Incident Reporting System(HIRS) has continued to be implemented and furtherwork will be undertaken in 2003–04 to address anyimplementation issues. The majority of employeeshave electronic access to the system.

• The number of serious incidents in the Departmentcontinues to fall, as does the number of workerscompensation claims.

• Injury Management Officers manage all workerscompensation claims for compensation andrehabilitation in accordance with the Exempt EmployerPerformance Standards and standards set by theCommissioner for Public Employment. A Work-Coveraudit of this area is scheduled for November 2003.

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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

3 WorkCover 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

6 Trends (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

INDIVIDUAL PERFORMANCEDEVELOPMENT

Define fair performance requirements and standards ofethical conduct for all employees, provide support for theirachievements of identified goals, review performance andprovide clear feedback and agreed rewards and sanctionswhere appropriate.

The Department supports fair and equitable treatment ofpeople and encourages the development of performancedevelopment programs. The programs in place are indifferent forms, across the Department. Below are someexamples of progress made to enhance personalperformance and development by providing greater clarity ofroles, responsibilities, and accountabilities through a processof continuous feedback.

• Employees are informed of their rights under Part 2 ofthe PSM Act by regular provision of awareness raisingsessions and through the promulgation of the 'Code ofConduct for SA Public Sector Employees' to allemployees. Corporate induction, an interactive web-based program, provides information to new employeeson these and other matters. Performance developmentplans facilitate discussions about expectations. Avenues for complaint and appeal are also articulated.Consultative processes are commenced prior toimplementation of corporate change managementprograms as outlined in the Wages Parity Agreement.

• The tailored performance development tool, ‘Our Work, Our Future’ continued to be used across theDepartment. It embraces the principles outlined in theCommissioner’s guidelines and facilitates and supportsthe planned development of employees. The individualperformance development kits provide easy to followinstructions, guiding both the employee and managerthrough a process that aligns individual performance toagency strategy. The kits are accessible on line or inhard copy.

• Leadership competencies were developed for senior managers, future leaders, middle and aspiring managers.

• Training sessions were undertaken on Conductingeffective panel interviews, preparing applications andcurriculum vitae's and interview techniques for people within the Department who are affected by the restructure,

• All job and person specifications for administration,finance, procurement and human resource positionswere reviewed and updated to reflect the businessneeds of the agencies. Over 100 position occupancieswere also assessed.

• All Human Resource consultants participated in atailored training and development program to improveoverall knowledge of the Commissioner's StrategicHuman Resource Management Framework and skills inits consistent, accurate and fair application to humanresource management and practice in DTUP.

PLANNED HUMAN RESOURCE DEVELOPMENT

Provide development opportunities for all staff on a plannedbasis, related to performance management, so as to meetgovernment and individual needs.

Skills and resources are matched to business prioritiesthroughout the Department. This is done through planningprocesses. Human Resource Development is also linked toPerformance Development and Training across theDepartment. Examples of such services and initiatives are:

• Training and Development Plans have been developedacross the Department to meet organisational needs.Individual needs are identified through the PerformanceDevelopment Program and corporate investment aretargeted and training data is captured for reporting andinforming future training priorities.

• The Department ensures that developmentopportunities are equitable and accessible to allemployees by providing information on the Intranet andencouraging employees to discuss their developmentas part of the Performance Development program.

• Training and development programs and strategies areevaluated to ensure all interventions remain aligned tothe corporate direction.

• A review of the DTUP Executive PerformanceManagement Framework, which includes the policy,principles and process for performance management,was undertaken in 2002–03, and also included a reviewof executive performance agreements. The Frameworkwas subsequently developed to incorporateperformance management requirements at seniormanagement levels to ensure a consistent approach toperformance management across DTUP that isintegrated with, and reflects government and agencystrategic priorities and activities. The resulting DTUPExecutive and Senior Manager PerformanceManagement Framework will be implemented in 2003–04.

• A leadership and management program for seniormanagers and employees was implemented acrossDTUP to improve the overall leadership andmanagement capability. Thirty six (36) employees arecurrently undertaking the program.

• An Accelerated Development Program was developedand implemented for senior managers to assist withmeeting workforce and succession planning needs inthe future (developing leadership potential for the future).

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PROTECTION OF MERIT AND EQUITY

Appoint and promote staff on merit, prevent nepotism andpatronage, use workforce diversity to advantage, preventunlawful discrimination, address grievances and treat allemployees fairly.

Systems are in place across the Department to ensurepeople’s rights are protected. Selection policies, proceduresand practices are continually reviewed to ensure thatselection decisions are based on merit. Examples of suchservices and initiatives are:

• HR Policies and Procedures have been developed toensure that selection decisions are based on properassessment of merit and that employees are treatedfairly, consistently and equitably. Recruitment processes are monitored by SeniorManagement and Human Resources to ensure qualityoutcomes and that no unlawful or unjustifiablediscrimination occurs. All employees are provided withopportunities for development and access to flexibleworking arrangements.

• An initiative was undertaken on behalf of the ChiefExecutive of DTUP to attain a better understanding ofthe needs of women across various classification levelswithin the Department and determine appropriatestrategies. Information was gathered through a survey,interviews and workshops. This initiative wasundertaken in conjunction with the 'Women inTransport Committee' that provides a strong supportrole for women to aspire to leadership andmanagement positions within the Department.

• Employees covered by the PSM Act participated in theCommissioner’s Workforce Perspective Survey 2003 togain a perspective on the people management systemsand practices operating in the Department.

• During 2002–03 special recruitment schemes toimprove employment outcomes for people fromdesignated groups were promoted within the Department.

• All training and consultancy tender briefs include therequirement for successful tenders to demonstratecommitment to equity and diversity.

• Employees are informed about how they may accessinternal and external grievance resolution mechanisms.Human Resource Management policies, processes andprocedures encourage resolution at the local levelwherever possible. Where formal grievances result,conciliation is entered into immediately to avoidprolonged formal processes wherever possible.

• A Discrimination, Harassment and Bullying Policy wasdeveloped and promoted outlining the Department’scommitment to, and the process involved for, theimplementation and ongoing management of ethicalconduct in the work environment. This wassupplemented through the provision of Discrimination,Harassment and Bullying training sessions forManagers and employees. Further sessions areplanned for 2003–04.

• Disability Action Plans have been developed across theDepartment to ensure that legislative requirements aremet and that unlawful discrimination does not occur.This has also included incorporating a key action andobjective to ensure that recruitment and selectionprocesses do not discriminate against people with disabilities.

• Enterprise Bargaining Wages Parity InformationSessions were made available for all employees andongoing human resource consultancy services areprovided on terms and conditions of employment.

• To assist with the implementation of a corporate sharedservice model, a Restructuring Policy was developed toprovide a consistent approach to the filling of allpositions and to ensure that the selection principles ofmerit, equity, respect and dignity were appliedconsistently throughout the process.

WORKFORCE DIVERSITY

The Department has a diverse workforce and activelypursues the Government’s diversity principles in selectionand recruitment by considering redeployees, accessingregisters of youth trainees, indigenous employees, peoplewith disabilities and then undertaking a meritorious processof selection.

The below diversity data has been reported to the extentthat it is readily available.

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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

CONTINUOUS IMPROVEMENT

Continuously review and improve human resourcemanagement structures, systems and processes so thatthey facilitate government directions, draw on best practice,work flexibility, and adapt quickly to changing needs.

Human Resource management policies and procedures areregularly reviewed and updated. PSM Act determinationsare distributed throughout agencies through a manageddistribution system. Examples of such services andinitiatives are:

• Strategic HR Plans are regularly reviewed to ensure theyreflect current agency and Government priorities.Policies and procedures, management systems andwork practices are continually reviewed foreffectiveness and areas for improvement are identifiedand implemented.

• The corporate Human Resource Management Manualpolicies and procedures are reviewed and updated onan ongoing basis to ensure that any changes inlegislative requirements (including the standardscontained in Part 2 of the PSM Act, the requirements ofthe PSM Act Determinations, and the best practiceguidelines in the Commissioner for PublicEmployment’s Guidelines) are reflected. In addition tothis ongoing review, current HR practice wasbenchmarked against best HR management practice inthe wider public service and private sector. As a resultthe corporate HR Management Manual policies andprocedures for PSM Act and Weekly Paid employeeswere updated to reflect best HR management practicesand improve the efficiency of the delivery of HRservices across the Department.

• PSM Act Determinations are distributed throughout theDepartment via a web-based system on the intranet.

• The DTUP intranet site has been redeveloped to ensurethe distribution of the HR Management Manuals in auser-friendly format. Information sessions are beingdeveloped for administrative staff and managers to beimplemented in 2003–04.

• The DTUP Public Sector Management Act Delegationsand Authorisations Framework was reviewed andupdated to ensure that the responsibilities for exercisingdelegated PSM Act authorities are assigned to anappropriate level within the organisation and adequatelyreflect the updated Human Resource ManagementManual policies and procedures.

• An internal audit was conducted of positionmanagement practices to determine compliance withthe legislative and Commissioner for PublicEmployment’s requirements. This audit has resulted inchanges to the delegations and authorisations beingimplemented and improved position managementpractices overall.

• Projects have been undertaken to:

> Review the DTUP recruitment and selection policy andprocess to improve the efficiency of the process;

> Develop a Training and Development Framework toprovide a consistent and planned approach to trainingand development and to ensure overall corporateinvestment is targeted and training data are captured forreporting and informing future training priorities;

> Develop an Executive and Senior Manager PerformanceManagement Framework, which includes the policy,principles and process for performance management, to ensure a consistent approach to performance management.

> Develop a Workforce Planning Guide to assist managerswith workforce planning, succession planning and skilldevelopment and retention to meet emerging business needs.

> Review of data on the Concept HRM System wasfinalised, and data cleansing undertaken in preparationfor the implementation of the CHRIS HRM System inAugust 2003.

• A Technical Refreshment and Sustainment Program wasdeveloped in TSA as a component of CorporateWorkforce Planning.

• A Leave Policy has been developed in accordance withthe issuing of the PSM Act Determination Number 6 – Leave, which reflects a more modern andflexible management approach. The policy has beenpublished and made available in the corporate HumanResource Management policies and procedures manual.

• The People Plan Workforce Strategy is used in corporateplanning processes within the Department.

• A committee has been established to identify innovationin human resource management across DTUP.

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MONITORING AND REPORTING

Regularly monitor human resource management practicesto identify trends and issues, and enable appropriatereporting and accountability.

Examples of such services and initiatives are:

• Monthly and quarterly human resource managementreports are submitted to the Chief Executive to enablethe overall monitoring of the workforce and to identifytrends and issues. The annual workforce informationcollection also contributes to the identification ofworkforce trends and issues across the Department.Significant effort has been contributed to designing theCHRIS Training and Development module.

• Reporting processes are continually reviewed to ensuremanagement is provided with relevant and timely information.

• The aim of the HR database is to record information onstaffing, recruitment processes and training anddevelopment. The database has improved reportingcapabilities and provides quick and easy access to arange of information.

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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

M F Total M F Total M F Total M F Total M F Total

ADMINISTRATIVE SERVICES

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

Managers Administrative ServicesMAS1 1 0 1 0 0 0 1 0 1MAS2 1 0 1 0 0 0 1 0 1MAS3 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 0OPS1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0OPS2 2 1 3 0 0 0 0 0 0 0 0 0 2 1 3OPS3 28 0 28 2 0 2 0 0 0 0 0 0 30 0 30OPS4 108 4 112 0 0 0 0 0 0 0 0 0 108 4 112OPS5 22 0 22 0 0 0 0 0 0 0 0 0 22 0 22OPS6 18 0 18 0 0 0 0 0 0 0 0 0 18 0 18OPS7 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




PROFESSIONAL SERVICES

Professional Services OfficersPSO1 18 10 28 7 3 10 0 0 0 0 0 0 25 13 38PSO2 44 6 50 1 0 1 0 0 0 0 1 0 45 6 51PSO3 37 3 40 0 0 0 0 0 0 0 0 0 37 3 40PSO4 43 1 44 0 0 0 0 0 0 0 0 0 43 1 44PSO5 8 0 8 0 0 0 0 0 0 0 0 0 8 0 8

Managers Professional ServicesMPS1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0MPS2 1 0 1 0 0 0 0 0 0 0 0 0 1 0 1MPS3 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.

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PUBLIC SECTOR MANAGEMENT ACT EMPLOYEES

BY STREAM, LEVEL, APPOINTMENT TYPE AND GENDER as at June 2003 (continued)




TECHNICAL SERVICES

TGO0 7 3 10 1 1 2 0 0 0 0 0 0 8 4 12TGO1 29 2 31 1 0 1 0 0 0 0 0 0 30 2 32TGO2 28 2 30 0 0 0 0 0 0 0 0 0 28 2 30TGO3 41 1 42 0 0 0 0 0 0 0 0 0 41 1 42TGO4 46 1 47 0 0 0 0 0 0 0 0 0 46 1 47TGO5 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 OfficersEL1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0EL2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0EL3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Level A 0 0 0 2 0 2 17 4 21 0 0 0 19 4 23Level B 0 0 0 4 0 4 4 1 5 0 0 0 8 1 9Level C 0 0 0 1 0 1 2 1 3 0 0 0 3 1 4Level D 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0Level E 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1Level F 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Executive Services 0 0 0 7 0 7 24 6 30 0 0 0 31 6 37




Other Executives

MLS 1P 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0MLS 2P 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0MLS 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0MLS 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0MLS 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0MLS 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Other Senior Officers 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Executives 0 0 0 7 0 7 24 6 30 0 0 0 31 6 37

Other Legal Officers 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0LEC 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

LOOKING FORWARD

The Department is working towards a corporate servicesstructure under a shared services model. The reorganisationwill be completed during 2003-04 to enable a more strategicand consistent approach to corporate services across the Department.

The Department will continually review its HR systems,policies and procedures to ensure that the performanceneeds are met within the perameters of the Department’sbusiness needs. Sharing of strategies, resources andinformation to streamline HR reporting across theDepartment will be a priority for 2003–04.

HUMAN RESOURCE DEVELOPMENT PERFORMANCE

INDICATORS

Performance Management within the Department ismanaged locally within individual agencies. This provides apersonal approach to performance development.Information in this report is provided on an agency levelwhere it is available.

1. Percentage of Employees with a DocumentedDevelopment Plan

As at 30 June 2003, 47 per cent of employees with thetransport agencies have individual performancedevelopment plans. The Office of Local Government has100 per cent of ASO2 to ASO4 employees withperformance development plans and 86 per cent of ASO6,71 per cent of ASO7, 67 per cent of ASO8 and 100 per centof MAS3 have performance development plans in place.100 per cent of Planning SA staff have performancedevelopment plans in place.

It is anticipated that once the implementation of the supportservices and functional reviews are completed, priority willbe given to ensuring employees have documented plans.

2. The Extent of Implementation of Accredited Training Packages

Throughout 2002–03, 136 employees from across theDepartment participated in accredited training. This included units from the Public Sector Training Package,predominantly Certificate 4 in Government, Diploma inGovernment and Workplace Trainer, as well as FrontlineManagement from the business training package.Participants ranged in classification from Trainee to Senior Managers.

Employees also participated in customised programs alignedto the Public Sector Training Packages. These includedOccupational, Health Safety & Welfare and ProjectManagement programs.

3. The Percentage of Training Expenditure Relative to TotalEmployee Remuneration Costs

The reported investment in training and developmentexpenditure is estimated to be 2.4 percent for the transportagencies, .7 percent in the Office of Local Government and.5 percent in Planning SA. While the figures represents thecosts in participation in programs and in some instancesprogram development, the figures do not include any salarycosts for employees while participating in training and development.

4. Leadership and Management Development Benchmark

The Department places priority on developing leadershipand management capability.

During 2002–03, 36 senior managers and employeescommenced a customised leadership and managementdevelopment program aimed at building organisationalcapability. In addition, agencies continued to sponsorprograms such as the Accelerated Development Programfor senior employees, Women in Leadership andManagement Development Program for aspiring and firstline managers. Employees were also supported toundertake various external programs at both a highereducation and tertiary level including Exceed, LeadershipSA, Public Sector Management Course, and the PublicSector Training Package.

Investment in Leadership and Management Development isestimated to be 1 percent.

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STATUTORY STATEMENTS

ACCOUNT PAYMENTPERFORMANCE

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

The Department has set itself a target to reach theaccepted best practice benchmark of 90 per cent ofaccounts being paid by their due date. The Department thisyear has exceeded this target.

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

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

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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%

BOARDS AND COMMITTEES

In accordance with the government’s goal of 50 per centrepresentation of women on government boards andcommittees, agencies are undertaking comprehensivereviews of present membership of all boards andcommittees to strive to achieve this goal.

Progress towards attaining it is reported at the Ministerialportfolio level, as not all boards and committees areattributable to administrative units. In line with this, the following is a summary of the numberof boards and committees and the respective genderbalance attributable to the Minister’s as at 30 June 2002.

The overall gender balance on boards and committees:

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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 0 0.00% 0.00% 100%

37 63.3%(av) 36.67%(av)

CONTRACTUALARRANGEMENTS

The following contractual arrangements entered into by theDepartment that exceed $4 million and continue beyondone year are detailed below.

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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

DISABILITY ACTION PLANS

The Department of Transport and Urban Planning continuesto support the initiative Promoting Independence –DisabilityAction Plans for South Australia."

Promoting Independence provides a framework foragencies to develop Disability Action Plans as a keystrategy in meeting the requirements for theCommonwealth Disability Discrimination Act 1992 and theSouth Australian Equal Opportunity Act 1984.

To achieve its objectives and vision the Departmentembraces the State Government’s social inclusion policiesand the Promoting Independence initiative.

Accordingly, each agency within the Department hasfinalised its own disability action plan. The plans arereported against and continually updated to ensure theDepartment meets its objectives.

The Department is progressing towards a whole portfolioapproach to Disability Action Plans which will provide acommon reporting framework for agencies.

The Department’s progress in achieving the specificoutcomes listed in Promoting Independence and details ofhow the policy has been incorporated into theDepartment’s planning process is provided below.

OUTCOME 1

Portfolios and their agencies ensure accessibility to theirservices for people with disabilities.

• All new buses comply with the provisions of theDisability Discrimination Act.

• When service delivery planning is undertakenaccessibility for people with disabilities is considered.For example there is a representative from a groupadvocating on behalf of people with disabilities on theExternal Reference Group for the SA Transport Plan.The State Government Reference Group for the SADraft Transport Plan includes a representative from theDepartment of Human Services.

• Building standards of the Policy Branch of Planning SAmaintain contact and consult with various disabilitygroups in relation to provisions for access to buildingsin legislation.

• The needs of all road users including pedestrians andthose with a disability are considered in thedevelopment of any operational instructions relating toinfrastructure standards. The Department hasdeveloped a feedback system, which enables the inputof all customers to be considered.

• Safe movement across new and maintained roadsincludes 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 activelyencouraged across the Department. Job and personspecifications are reviewed to ensure that unnecessaryrequirements are not stated which might tend toexclude people with disabilities.

• Active links are maintained through the Office of theCommissioner for Public Employment programs toprovide employment opportunities for people withdisabilities through traineeships and graduate.

• An audit for disability access for all Passenger Transportpremises, infrastructure and conveyances used in theprovision of metropolitan passenger transport serviceswill be completed over the next reporting period. ThePassenger Transport Board has called for expressionsof interest to conduct the audit.

• For major infrastructure projects, consultationprocesses enable the public to comment and provideinput into decisions pertaining to design, constructionand operation. All projects are required to meet theneeds of people with disabilities.

• All Customer Service Centres are accessible tocustomers and provide Disabled Persons Parkingfacilities. The Customer Service Centres are continuallyassessed to ensure ease of access for people with disabilities.

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OUTCOME 2

Portfolios and their agencies ensure information about theirservices and programs is inclusive of people withdisabilities.

• The Disability Discrimination Policy and agency DisabilityAction Plans are in place to ensure that people withdisabilities are treated equally and fairly. The processand medium for the dissemination of information,publications and programs to people with disabilities aretaken into consideration at all times.

• Strategies are in place to ensure information aboutservices and programs are inclusive of people withdisabilities and include the production of information inthe electronic media (radio and television), direct mailouts and provision of advice and information via theInternet to targeted interest groups. Information that ismade available on Internet sites is provided in plainEnglish and consistent formats.

• Vision impaired groups are consulted over destination signs.

• Audio-tapes are available for road rule information andoral testing facilities for learners permits are provided tocater for people with intellectual disabilities and clientswith literacy disabilities.

• Customer Service Centre Managers liaise with keygroups within the community to ensure informationabout the Department’s services are inclusive of peoplewith disabilities. Managers personally presentinformation to these key groups

OUTCOME 3

Portfolios and their Agencies deliver advice or services topeople with disabilities with awareness and understandingof issues affecting people with disabilities.

• The Department continues to provide a range ofeducation and awareness activities to increase staffawareness on access and participation issues related topeople with disabilities.

• Customer service centres provide a range ofmechanisms to ensure services are inclusive, for example:

> Language and sign interpreters to meet the needs ofhearing or language challenged customers;

> Ready and easy access for persons in wheelchairs orfor persons who are mobility disadvantaged includingramps, sliding doors, location of public phones andwriting tables at an accessible level to those inwheelchairs; and

> The provision of parking for people with disabilitieswhere possible.

• The Department includes the use of key stakeholderreference groups in its planning. Where appropriate,these reference groups include disability stakeholderrepresentatives from groups such as the Royal Societyfor the Blind and the Guide Dogs Association. Thesegroups are consulted during the development ofrelevant strategies, such as the walking strategy, priorto wider community consultation.

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OUTCOME 4

Portfolios and their agencies provide opportunities forconsultation with people with disabilities in decision-makingprocesses regarding service delivery and in theimplementation of complaints and grievance mechanisms.

• The Department has a range of consultation processesin place to ensure consultation occurs in relation toaccessibility in the implementation, operation andevaluation of transport facilities and infrastructure.

• Where consultation processes take place across theDepartment, the Department includes affected groupsin the consultation. Key documents are provided informats that are easily accessible and in a format thatis user friendly.

• Consultation was held with key stakeholders to identifyany amendments or additions to Transport SA’sDisability Action Plan to ensure that both internal andexternal customers and employees needs areconsidered in accordance with the Disability Discrimination Act.

• All key stakeholders are adequately engaged in anyprojects undertaken by the Department. If disabilitygroups are part of the identified group of stakeholders,then they are effectively included in the consultationprocess. For example Planning SA maintains contactand often consults with various disability groups toenhance provisions for access to buildings through legislation.

• Discrimination procedures which clearly outline thesupport mechanisms and options available toemployees in how to deal with complaints has beenpromoted to managers and employees of the Department.

• The Department provides opportunities for consultationwith people with disabilities in its decision-makingprocesses pertaining to service delivery and in theimplementation of complaints and grievance mechanisms.

OUTCOME 5

Each portfolio chief executive will ensure that their portfoliohas met the requirements of the Disability DiscriminationAct and the Equal Opportunity Act.

• The Department has been active in attending whole-of-government workshops and external forums to ensurethat Disability Action Plans meet the requirements ofthe Disability Discrimination Act.

• One of the strategic priorities for the Department is to‘Meet changing community expectations by providingaccessible, quality transaction options’. This priorityhas been achieved by providing accessible services tothe community, online registration renewals being an example.

• The impact of Disability Actions Plans has beenpositive. As a result of the implementation, staff areaware of their obligations as South AustralianGovernment employees and are more alert of theconsiderations which need to be taken into accountwhen planning business, providing services orevaluating policies and procedures.

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FREEDOM OF INFORMATIONSTATEMENT

INTRODUCTION

This statement is published in accordance with Section 9(2)of the Freedom of Information Act 1991.

Copies are available free from:

Freedom of Information OfficerDepartment of Transport and Urban PlanningLevel 12, Roma Mitchell House136 North TerraceADELAIDE SA 5000

STRUCTURE AND FUNCTIONS

The Department of Transport and Urban Planning isresponsible to four Ministers and is comprised of thefollowing agencies:

• The Passenger Transport Board, Transport Services andTransport Planning (Minister for Transport) – responsiblefor providing leadership in the development of theState’s transport policy and strategy, as well as themanagement of the transport system and its manyuses.

• Planning SA (Minister for Urban Development &Planning) – responsible for the facilitation of balanceddevelopment and enhancement of the State’scompetitive advantage through an integrated system ofstrategic planning, development policy and developmentassessment supported by strategic informationsystems.

• Office of the North (Minister for Urban Developmentand Planning) – responsible for the development, co-ordination and implementation of social, environmentaland economic initiatives.

• Office of Local Government (Minister for LocalGovernment) – responsible for providing advice andsupport to the Minister for Local Government in relationto the exercise of his statutory responsibilities for LocalGovernment under the legislation committed to theMinister.

• Office for the Southern Suburbs (Minister for theSouthern Suburbs) responsible for the development, co-ordination and implementation of social,environmental and economic initiatives.

The Departmental structure provides an effectiveadministrative means for integrating urban and regionaldevelopment, Local Government initiatives, and transportinfrastructure and service provision for South Australia, as well as promoting and encouraging participation ofdisadvantaged and community groups in decision-making forums.

The Department works in partnership with business, the

community and Local Government for the benefit of SouthAustralia. It has numerous customers in the areas of urbanand regional planning, transport, cultural development andLocal Government relations. DTUP’s customers andstakeholders are identified as:

• The South Australian Community

• The Ministers and Cabinet

• State and Commonwealth Government Agencies

• Local Government

• Professional bodies, peak industry groups and specialinterest groups representing the areas of :

> Planning and Development

> Local Government

> Transport> Community Groups

EFFECT OF THE AGENCY’S FUNCTIONS ON MEMBERS

OF THE PUBLIC

In accordance with the Government of South Australia’sstated agenda for open and accountable government, it isDTUP’s role to:

• Plan effectively to facilitate economic growth and socialwell being;

• Increase the effectiveness of public transport in termsof both patronage and social inclusion;

• Maximise the contribution of transport to the South Australian economy;

• Increase the effective working relationship betweenState and Local Government;

• Encourage environmental sustainability; and

• Encourage social inclusion initiatives throughout the Department.

The Department’s vision is to strive to enhance the qualityof life for South Australians, to consolidate Adelaide’sreputation as a clean, creative and vibrant city, and tosupport economic prosperity and jobs.

The mission of the Department is to be an energeticorganisation that achieves the vision by being flexible andresponsive to the needs of the community.

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ARRANGEMENTS FOR PUBLIC PARTICIPATION IN

POLICY FORMATION

DTUP involves the public in policy formation in a number ofways. Consultation occurs with consumer groups throughad-hoc community surveys, community liaison sessions,and agency promotional activities.

Agencies within the Department regularly consult withmembers of the public regarding a wide range of issuesrelating to the business roles of the entities.

DESCRIPTION OF THE KINDS OF DOCUMENTS HELD

BY THE DEPARTMENT

DTUP’s documents fall broadly into the followingcategories:

• Corporate files containing correspondence, memorandaand minutes etc on all aspects of the Department’s operations;

• Policies, procedures and guidelines prescribing the wayvarious activities are to be performed;

• Personnel files relating to DTUP’s employees;

• Plans and drawings detailing the infrastructuremaintained 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, upgradeetc);

• Records relating to development applications,environmental impact statements, plan amendment reports;

• Accounting and financial records relating to the runningof 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 implythat all documents falling into the categories are accessiblein full or in part under the Act.

ACCESS ARRANGEMENTS, PROCEDURES, AND

POINTS OF CONTACT

Applications under the Freedom of Information Act foraccess to documents in the possession of DTUP should bein writing and be accompanied by the prescribed applicationfee and directed to the Freedom of Information officer ofthe respective agency. A list of agencies and their contactdetails is provided in the back cover of this report.

A reduction in the fee payable may be applicable in certaincircumstances.

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OVERSEAS TRAVEL

During 2002–03, 13 officers from the Department were required to travel overseas as part of their employment at a total costof $108 579 to the Department. The reasons for travel are summarised below and are as diverse as the operations of theDepartment. 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 variousdegrees of assistance, offset by approximately $120 902 of other private and public sector contributions.

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No. of Destination Reason for Travel Total cost to

Employees the Department

1 Denmark, Germany, Participate in Asphalt Study Tour to Europe. $15 380The Netherlands, France, England

1 The Netherlands Attend meeting of World Road Association (PIARC) $7 007Technical Committee on road surface characteristics.

1 United Kingdom, Attend meeting of World Road Association (PIARC) $10 334France 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 133Technical Committee on Inter-urban Roads and Transport.

1 Nagoya, Japan To attend the 18th International Technical Conference $3 063on the Enhanced Safety of Vehicles.

1 Auckland, To market an Adelaide Auckland Air Service to New Zealand. $1 177New Zealand

1 Kuala Lumpur Guest Speaker at the Asia Pacific Food Safety and $2 220and 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

1 Brussels Attend International Programme Committee meeting $5 987and 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 723Copenhagen, 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 655and public/private partnerships.

ENERGY EFFICIENCY ACTIONPLAN REPORT

INTRODUCTION

In November 2001 Cabinet approved the GovernmentEnergy Efficiency Action Plan, a comprehensive whole-of-Government energy management program that willimprove energy efficiency and reduce costs across allsectors of the government’s operations. The plan wasofficially launched by the Premier on 3 May 2002.

Agencies are now accountable for managing their energyuse and are required to report on energy use and progressin meeting target reductions. The following reportaddresses the requirements of the action plan.

KEY RESULTS IN 2002–03 ON ENERGY USE

Electricity consumption (metered) for the 2002–03 year hasreduced by 6.9 per cent in comparison to the baseline yearof 2000–01. This reduction can be attributed to anincreased awareness of the need to manage our energyand due to proactive steps already taken with variousprojects and initiatives throughout the Department.

It is expected that the Energy Performance Contract atWalkerville and the Traffic Light Signal LED conversionproject, will further enhance our ability to reduce energyconsumption and contribute to further savings.

Expenditure on electricity has increased by 4.6 per cent inrelation to the baseline year; however, it has exceeded theDTUP target for electricity (2002–03 year) by $617 072 in abudget of $6 976 662.

A comparison of actual electricity expenditure between the2002–03 year and the previous reporting period (2001–02),after adjusting for agencies no longer in the portfolio (ArtsSA, Office for the Status of Women) shows a significantdecrease in annual expenditure of 9.3 per cent.

SIGNIFICANT ENERGY MANAGEMENT ACHIEVEMENTS

Energy Performance Contract (EPC)

• The Department is the first Government Department topilot EPC. The EPC is a contract in which the EnergyServices Company (ESCO) guarantee the energysavings resulting from the project. The ESCo is alsoresponsible for identifying the savings. The guaranteedsavings pay for the capital investment required to saveenergy. The ESCo is required to re-pay any savingsshortfall, should this occur.

• The EPC pilot project is being undertaken in theWalkerville building, which has an annual consumptionof approximately 3500 MWH per annum and an annualcost of $451 000.

• The EPC focused on heating, ventilation and air-conditioning system (HVAC), lighting, buildingmanagement system (BMS) and water. Three optionswere presented to management with varying costs andpayback periods. Option two was chosen, which has a

capital cost of $973 574 and a 5–7 year payback period.This option has guaranteed dollar savings of $183 039per annum (30 per cent reduction in cost) andguaranteed reductions in greenhouse gas emissions of1028 tonnes per annum (25 per cent reduction).

• The strongest benefit of Energy PerformanceContracting is the fact that the reduction in energycosts, greenhouse gas emissions and reduction inoperating costs, such as maintenance, are allguaranteed by the ESCO. Additionally, theimprovement in internal management processes shouldensure that the reductions are sustained over the long-term.

TSA Traffic Signals: Light Emitting Diode (LED) Program

• The Department has received funding of $3 million forthe 2003–04 financial year and $3.1 million for the2004–05 year to undertake its traffic signal lanternreplacement program.

• The Light Emitting Diode (LED) technology allowssustainable cost savings to be achieved by reducingenergy consumption by 80 per cent and reducinggreenhouse gasses by eight per cent or 3700 tonnesper annum.

• The program also contributes to a safer roadenvironment because LED lanterns are much brighter.

• In addition to energy consumption savings, there arealso anticipated savings from reduced maintenance asthe LED lantern has a longer life and requiresreplacement less often then the existing lanterns.

• The LED manufacturing industry is currently relativelyimmature and this project provides considerableopportunity to develop the industry. TSA will beworking in consultation with the Department ofIndustry and Trade as a part of the industrydevelopment process.

• Full replacement of the traffic signal lanterns isexpected to cost $6.1 million. This is part of a two-yearaccelerated replacement program.

Bus Acquisition Program

• TSA has entered into a five-year contract for the supplyand delivery of approximately 169 buses comprising amix of diesel (41 buses) and Compressed Natural Gas(CNG) (128 buses). The increased use of CNG buseswill contribute to Sustainable Adelaide initiatives.

• The Labor Government’s sustainable energy policy forSouth Australia, which links with the NationalGreenhouse Gas Strategy, supports the purchase ofCNG buses.

• By comparison to Diesel, CNG is the preferred fuel onthe basis that:

• Life cycle costs for CNG buses are clearly lower thanfor Diesel buses.

80

• A comparison of emissions from CNG and Dieselpowered buses, clearly shows significant advantages byusing CNG fuel.

• The Department has also applied to the AustralianGreenhouse Office (AGO) for a grant under theAlternative Fuels Grant Scheme for purchase of CNG buses.

• Diesel buses are being progressively upgraded to meetstrict environmental targets during the life of this contract,

OTHER ACHIEVEMENTS AGAINST THE ACTION PLAN

• The Department secured 40 engineering hours allocatedas part of the value added services for the whole-of-government contract with AGL. The engineering hours have been used to furtherexamine the recommendations and findings from aLevel 1 energy audit that was conducted at the WalkleyHeights (northern site). The engineering hours looked atpotential opportunities for saving money and reducinggreenhouse gas emissions through the air-conditioningsystems and lighting.

• The Department has opted to move from KILOWATTtariff to KVA tariff for the Walkerville building. Although this change was instigated in the 2002–03financial year, the conversion only commenced in July2003. The conversion should result in savings of $11 000 annually. This figure is over and above thesavings reported earlier with respect to the Energy Performance Contract.

• The Department has made savings of $5 280 byproviding funding for Energy SA’s Energy EfficiencyAdvisory Service for the provision of services renderedfor the following financial year. Under the requirementsof the Energy Efficiency Action Plan, agencies arerequired to monitor the operation of premises, identifyinefficiencies and to fund and implement appropriateremedial action. Additionally, agencies are required toundertake energy audits of all building assets wherecosts exceed $50 000 per annum, at least once everyfive years. By providing funding up front, we havesecured advisory services at the rate of $30 ph, insteadof the market rate of $140 ph.

• A Level 2 energy audit commenced at our Regency ParkSite. A Level 2 audit seeks clear recommendations forenergy and cost saving measures that identifies theassociated costs and benefits. The focus of the auditwas broad and covered the areas of:

> Office equipment;

> Lighting;

> Energy Management Practices;

> HVAC and hot water systems;

> Consideration of the building fabric, site services,their controls and major energy using processes.

STAFF AWARENESS AND

PORTFOLIO-WIDE PROGRAMS

• For Energy Action Week last year, an operational trafficlight display was set up in the front foyer of theWalkerville building, showing the difference betweenthe old traffic light lantern and the new LED lanterns.The display was also accompanied by a display boardshowing a map of current LED lanterns across metroAdelaide, and provided details on the potential reductionin greenhouse gases, capital costs and savings incurredby converting to LED lanterns.

• Posters and stickers on saving energy and promotingenergy awareness were distributed across theDepartment.

• Nominated energy officers across the Departmentcollect monthly energy data. The collection of monthlydata not only speeds up the end-of-year data collectionprocess, but also enables agencies to monitor their ownconsumption and thereby be proactive regarding theinitiation of energy reduction measures.

• TransAdelaide has had preliminary discussions withEnergy SA regarding the possibility of using bio-dieselon trains.

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ENERGY DATA AND OTHER ENERGY RELATED INFORMATION

The Department’s energy information is currently being recorded on the DTUP intranet site. The site records energyconsumption and dollar spend in spreadsheet form, for all sites consuming in excess of 160 MWH. Information is availablefor the last three financial years. The spreadsheet also shows a graphical representation of the same data and also how eachsite 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 andexpenditure (for sites in excess of 160 MWH’s) against the Treasury budget allocation for each site. This is also graphicallyrepresented 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,Full Retail Contestability, Links for Kids, Summer Energy Savers & other interesting articles.82

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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%

CORPORATE GOVERNANCE

While the Office of the Chief Executive maintains a high-level corporate governance role, the structure for decision-making within the Department requires its variousbusinesses to maintain effective corporate governancepolicies and processes. These arrangements supporteffective accountability at the executive level forperformance outcomes within the Department. During thereporting period significant organisational structural changestook place. These enable a more responsive approach tothe delivery of services. The changes have modifiedprevious accountability frameworks, as the Departmentmoves towards improved efficiencies in its operations and support services.

To meet public expectations and the Government’s policyfor a more transparent and accountable public sector, theDepartment has focused on the redesign andimplementation of more transparent and robust corporatesupport services and governance processes. Key elements include:

HUMAN RESOURCES MANAGEMENT

Following a review by Internal Audit the Department hasrevised its human resources policies and practices to bettermeet the requirements of the Commissioner for PublicEmployment. In addition, the delivery of human resourceservices has been updated and redesigned to provide end-to-end processing in support of the efficiencies identified inthe Project for Support Services.

RISK MANAGEMENT AND INFORMATION SECURITY

Formal and structured risk management processes havebeen adopted across key areas of the Department. The objective of these activities has been to integrate riskmanagement into the normal business of the Department.To facilitate these activities, comprehensive risk reviewshave been undertaken and the results documented. This approach has been used as a model by othergovernment agencies.

The Department has also instigated a steering committeeto oversee the application of the government’s InformationSecurity Management Framework. In line with thisinitiative, Internal Audit has commenced a formal riskassessment of systems and information across theDepartment.

CONTRACTING AND PROCUREMENT

A review of purchasing arrangements including credit cardusage has occurred in conjunction with Internal Audit. The Department is implementing an electronic E-procurement solution with the aim of improvingprocurement efficiencies, accountabilities and reporting. To support these initiatives, the agency has developed anextensive training program for its revised procurementpolicies and procedures.

POLICIES AND PROCEDURES

The Department has been working to consolidate policiesand procedures in a standard format that are easily availableto employees. This has meant adopting improvedtechnologies to strategically manage and make availableDepartmental documents. This has resulted in the greateruse of Internet based technology for the dissemination ofkey information and policies.

FINANCIAL MANAGEMENT

In line with Departmental structural changes, theDepartment is adopting improved practices to provideassurance that resources are being managed efficiently andeffectively. These include regular monitoring and reportingof progress against budgets and operational plans.

GOVERNANCE REVIEW

To complement the Department’s ongoing initiatives,assurance reviews of corporate governance processes andprocedures such as delegations and legislativerequirements are being undertaken. In line with the sharedservices approach, improvements and efficiencies flowingfrom these reviews have been promulgated to other agencies.

FRAUD DETECTION AND INTERNAL AUDIT

The Department maintains an Internal Audit resource toprovide assurance concerning the effectiveness of agencyinternal controls and support for risk management withinthe agency.

During 2002–03, the Internal Audit team received andinvestigated 35 separate reports concerning Whistle Blowercomplaints and other allegations. Audit investigation ofthese reports resulted in one matter being dealt with in aformal disciplinary inquiry and another matter being referredto the SA Police.

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NATIONAL COMPETITIONPOLICY

In April 1995, the Commonwealth and all State and Territorygovernments entered into three inter-governmentalagreements concerning National Competition Policy. Those agreements were the Conduct Code Agreement, theCompetition Principles Agreement and the agreement toImplement the National Competition Policy and Related Reforms.

The agreement to Implement the National CompetitionPolicy and Related Reforms provides for certain paymentsto be made to the States and Territories, on the conditionthat reforms set out in the agreement are implemented.

The Conduct Code agreement concerned the application ofthe Competition Code of Part IV of the Trade Practices Act1974 to all business activities. Previously, the Act exemptedState Government business activities. The necessarylegislation to implement this agreement was enacted byCommonwealth and State Governments in 1996.

The Competition Principles Agreement concerns policiesand principles affecting government business. This agreement requires review and, where appropriate,reform of legislation that restricts competition. Legislation that has been identified as restrictingcompetition has been reviewed or is currently under reviewand legislative reform, where appropriate, will follow.

The Competition Principles Agreement also requires theState Government to apply competitive neutrality policy andprinciples to its significant business activities. These principles were proclaimed under the GovernmentBusiness Enterprise (Competition) Act 1996 in May 1997 tobe corporatisation, tax equivalence, debt guarantee, privatesector equivalent regulation and cost effective pricing. The Department of the Premier and Cabinet was providedwith details of significant business activities and thecompetitive neutrality principles that are applied to them.

Further information of National Competition Policy can beaccessed from the National Competition Council website atwww.ncc.gov.au

The report to the National Competition Council –Implementation of National Competition Policy and RelatedReforms in SA – March 2002 is available at the Departmentof the Premier and Cabinet website atwww.premcab.sa.gov.au/html/natcomp1.html.

Competitive neutrality complaints should be directed to the:

Competition Complaints CommissionerDepartment of the Premier and CabinetLevel 14State Administration Centre200 Victoria SquareAdelaide SA 5000

Telephone: (08) 8226 0903Facsimile: (08) 8226 1111

85

RECONCILIATION

The Department of Transport and Urban Planning isproactive in its commitment to Reconciliation.The Department’s Reconciliation group has representativesfrom across the Department as well as receiving continuedsupport from the Office of the Status of Women and Arts SA.

The Chief Executive and Executive Directors of theDepartment have agreed to the direction of theReconciliation group and support has been given to manyinitiatives since the group’s inception. The group wasestablished to:

• Ensure Reconciliation activities and initiatives take ahigh priority in DTUP; and

• Develop a strategy which identifies priorities andachievable initiatives in line with the priorities identifiedacross the SA Government.

RECONCILIATION STATEMENT

The Chief Executive and Executive Directors of DTUPendorsed the Department’s Reconciliation statement. The statement was released to all staff duringReconciliation Week. The artwork for the statement hasbeen completed and the statement will be reproduced anddisplayed at all customer service areas across theDepartment.

ACKNOWLEDGEMENT OF COUNTRY

The DTUP acknowledgment of country document wasdeveloped in consultation with agencies and Aboriginalpeople throughout the Department. The document wasformally endorsed by the Chief Executive and ExecutiveDirectors and was also released during ReconciliationWeek. The acknowledgment of country will be a standardopening feature at all major meetings held throughoutDTUP.

EMPLOYMENT STRATEGY

During 2002 DTUP employed an Aboriginal project officer tocomplete research work to support an Aboriginalemployment strategy. Further work has been completedand the strategy and its outcomes have been aligned withthose of the whole-of-government employment strategy. HR practitioners are working on implementation issuesassociated with the strategy.

CULTURAL AWARENESS

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

WORKPLAN

The whole-of-government workplan has been adopted byDTUP, with many of the items for action being either

already undertaken within the Department or due tocommence.

RECONCILIATION WEEK

The Department, through financial support to theReconciliation conference, actively supported ReconciliationWeek. DTUP has contracted an Aboriginal businesspromoted at the conference to complete artwork andprinting for the reconciliation statement.

DTUP also displayed images of Aboriginal people andculture throughout the Roma Mitchell Building duringReconciliation week.

THE WAY FORWARD

The focus for reconciliation during the next reporting periodwill be the continued implementation of the whole-of-government workplan and employment strategy, togetherwith a greater emphasis on providing staff withopportunities to access cultural awareness training.

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CONSULTANCIES

The following tables display the Department’s expenditureon 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 tothe estimated value at the time of letting the consultancy.

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

The consultancies listed below reflect the aggregatenumber of consultancies, which payments were madeduring 2002–03 for the Department, including those madefrom the Planning and Development Fund. These have beenidentified for ease of reference back to the respective Notesto and Forming Part of the Financial Statements.

NOTE: The divisions used for reporting consultancies referto the estimated value at the time of letting the consultancy.Therefore, although the amount spent in the above $50kcategory is only $22k, at the time of letting theconsultancies, 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 andDevelopment Fund);and

• Office of Local Government.

87

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

88

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


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


KPMG Glenelg Tram Replacement.

PSI Consulting Port River Expressway-Probity Advice

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

Budget2002-03

$'000

Actual 2002-03

$'000

Actual2001-02

$'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 abnormal items

22 970 (59 493) (77 427)

Income Tax 3 310 2 446 (1 970)

Net Credit to an asset revaluation on revaluation of non-current assets

48 000 92 819 35 045

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

Budget2002-03

$'000

Actual 2002-03

$'000

Actual2001-02

$'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


SUMMARY STATEMENT OF CASH FLOWS FOR YEAR ENDED 30 JUNE 2003

Budget2002-03

Actual2002-03

Actual2001-02

$'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


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 $’000

2002$’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

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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 readilyapparent. 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/ Revalued

By Whom

Network

• Road Pavements, including small signs, drainage, pavement marking and median kerbing

30 June 2001 Spiros Dimas BE(Hons) MIE(Aust) CPEng (Civil)

• 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 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 OtherRevenue. For 2002-03, it has been disclosed separately in the Statement of Financial Performance.

14. OTHER REVENUES

Other Revenues included: 2003 $’000

2002$’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 $’000

2002$’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 ofWomen (OSW). This is summarised as follows:

OSW$’000

TOTAL$’000

Current Assets Cash 287 287Total Current Assets 287 287TOTAL ASSETS 287 287

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

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

NET ASSETS 101 101

17. ACCUMULATED SURPLUS

2003 $’000

2002$’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 NationalRailways 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 Buildings &

Facilities $’000

Plant & Equipment

$’000

Network Assets

$’000

2003Total

$’000Balance as at 1 July 63 255 3 913 1 119 747 1 186 915

Increment/(decrement) on revaluation: 9 842 24 82 953 92 819Balance as at 30 June 73 097 3 937 1 202 700 1 279 734

19. EQUITY CONTRIBUTIONS

2003 $’000

2002$’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 30 June were:

2003 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 Gross Value

$’000

2003AccumulatedDepreciation

$’000

2003Written

Down Value $’000

2002Gross Value

$’000

2002 AccumulatedDepreciation

$’000

2002Written Down

Value$’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

$’000

Land Under Roads $’000

Total

$’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 30 June:

2003 Gross Value

$’000


$’000

2003Written

Down Value $’000

2002Gross Value

$’000


$’000

2002Written Down

Value$’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 $’000

Total$’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 821Disposals (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 Facilities at 30 June:

2003 Gross Value

$’000


$’000

2003Written

Down Value $’000

2002Gross Value

$’000


$’000

2002Written

Down Value $’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 at 30 June:

2003 Gross Value

$’000


$’000

2003Written

Down Value $’000

2002Gross Value

$’000


$’000

2002Written

Down Value $’000

Plant & Equipment 329 640 235 928 93 712 357 206 258 142 99 064 Information Technology Equipment

2 373 1 036 1 336 1 947 752 1 195

Other Plant and Equipment

573 359 214 526 342 184

332 585 237 323 95 262 359 679 259 236 100 443

Plant and Equipment: Plant & Equipment

$’000

InformationTechnology Equipment

$’000

Other Plant and

Equipment $’000

Total

$’000

Gross carrying amount Balance as at 1 July 357 206 1 947 526 359 679Additions 9 866 504 95 10 465Disposals (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 236Additions - - - - Disposals (35 830) (71) (46) (35 947)Depreciation expense 14 450 357 63 14 870Other - (2) - (2) Net adjustments from revaluation increments/(decrements)

(834) - - (834)

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 262Balance as at 30 June 2002 99 064 1 195 184 100 443

Plant and Equipment as at 30 June:

2003 Gross Value

$’000


$’000

2003Written

Down Value $’000

2002Gross Value

$’000


$’000

2002Written Down

Value$’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 June:

2003 Gross Value

$’000


$’000

2003Written

Down Value $’000

2002Gross Value

$’000


$’000

2002Written Down

Value$’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 Lighting

263 628 192 849 70 779 263 165 184 671 78 494

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 Signs

$’000

Earthworks

$’000

Bridges/Culverts

$’000

Traffic Signals

and Road Lighting

$’000

Busway

$’000

Other

$’000

Works in Progress

(Note 3(i), 42)

$’000

Total

$’000

Gross carrying amount

Balance as at 1 July

4 318 194 1 669 192 986 993 263 165 62 801 11 256 395 750 7 707 351

Additions 65 591 3 691 577 463 - 4 548 111 198 186 068Disposals - - (817) - - (1 680) - (2 497)Net revaluation increments/(decrements)

258 544 100 146 62 039 - - 369 (158 106) 262 992

Work in Progress Expenditure (1)

- - - - - - (110 318) (110 318)

Adjustment to AccumulatedSurplus

- - - - - - (542) (542)

Transferred to Assets

- - - - - - (71 068) (71 068)

Balance as at 30 June

4 642 329 1 773 029 1 048 792 263 628 62 801 14 493 166 914 7 971 986

Accumulated Depreciation

Balance as at 1 July

2 436 233 - 434 549 184 671 16 684 5 798 - 3 077 935

Additions 69 - - - - 2 750 - 2 819Disposals - - (798) - - (105) - (903)Net adjustments from revaluation increments/(decrements)

152 538 - 27 494 - - 7 - 180 039

Depreciation Expense

99 334 - 14 233 8 178 912 171 - 122 828

Balance as at 30 June

2 688 174 - 475 478 192 849 17 596 8 621 - 3 382 718

Net Book Value Balance as at 30 June 2003

1 954 155 1 773 029 573 314 70 779 45 205 5 872 166 914 4 589 268

Balance as at 30 June 2002

1 881 961 1 669 192 552 444 78 494 46 117 5 458 395 750 4 629 416

Network Assets as at 30 June:

2003 Gross Value

$’000


$’000

2003Written

Down Value $’000

2002Gross Value

$’000


$’000

2002Written Down

Value$’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 $’000

2002$’000

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

52 814 57 012

2003 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 $’000

2002 $’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 $’000

2002$’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 $’000

2002$’000

Current Liabilities - - Non – Current Liabilities 47 760 47 760

47 760 47 760

29. COMMITMENTS

(a) Lease Commitments - Operating

Operating Lease Commitments 2003 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 $’000

2002$’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 fell within the following bands were:

2003Number

OfEmployees

$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 1Total 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:

Range: 2003

Number 2002

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$’000

Depots $’000

Total $’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 $’000

1-5 years $’000

> 5 years $’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

amount. Interest revenue is recorded on an accrual basis, with only certain funds held within the total cash balance being interest bearing.

Interest is calculated based on the average daily balances of the interest bearing funds. The interest bearing funds of the Department are the Transport Operating 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

to the Department less a provision for doubtful debts. They are recorded when works, goods or services have been supplied.

Receivables are due within 30 days.

Administered Items Cash assets Administered cash is recorded at its

nominal amount. This is measured as the amount held in separate accounts with the Department of Treasury and Finance on behalf of third parties.

Receivables Receivables are recorded at the amounts

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

Financial Liabilities Payables 26 Creditors are recorded at the agreed

amounts at which liabilities are to be settled. They are recorded when the works, goods and services have been provided.

Terms of payment are 30 days unless otherwise agreed in the terms and conditions of individual contracts.

Borrowings 28 Borrowings are recorded at the amounts

equal to proceeds received less repayments of principal made. Interest expense is recognised on an accrual basis.

Loans are carried at the amounts borrowed. Loans are drawn from the Department of Treasury and Finance and the interest rate 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

amounts at which the liabilities are to be settled.

Creditors are due in line with agreements for the Administered Items.

Borrowings Borrowings are recorded at the amounts

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

(b) Interest Rate Risk

FINANCIALINSTRUMENT

2003 Floating Interest

Rate%

2003 Interest Bearing

$’000

2003 Non-

Interest Bearing

$’000

2003Total

$’000

2002Floating Interest

Rate%

2002 InterestBearing

$’000

2002 Non-

InterestBearing

$’000

2002Total

$’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 2003Total Carrying

Amount$’000

2003Net

Fair Value$’000

2002 Total Carrying

Amount$’000

2002Net

Fair Value$’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 ofthose 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).

$’000 Total $’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 $'000

2002$'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 Accumulated Surplus

10(a) - 2 228

Net credit to an Asset Revaluation Reserve on revaluation of Non-Current Assets

10(b) 255 -

Total changes in equity other than those resulting from transactions with the State Government as owner

(505) (3 401)

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 $'000

2002$'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 466Total 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 $'000

2002 $'000

Inflows (Outflows)

Inflows (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 (including recognition criteria and measurement basis)

Nature of underlying instrument (including significant terms and conditions affecting the amount, timing and certainty of cash flows)

Financial Assets Cash 7(a) Deposits are recognised at their nominal

amounts. Interest is credited to revenue as it accrues.

Planning and Development Fund cash as that held in a special interest bearing 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 nominal amounts due less any provision for doubtful debts. Collectability of debts is reviewed at balance date. Amounts are recognised when services are provided.

Standard credit terms are net 30 days.

Financial Liabilities Payables 9 Creditors and accruals are recognised at

their nominal amounts. Liabilities are recognised to the extent that goods and services have been received.

Creditors are paid within 30 days.

Interest Rate Risk

Financial Instrument 2003 Weighted

Average Effective Interest

Rate%

2003Interest Bearing

$’000

2003Non-

Interest Bearing

$’000

2003 Total

$’000

2002Weighted Average EffectiveInterest

Rate%

2002 InterestBearing

$’000

2002Non-

InterestBearing

$’000

2002Total

$’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 amountof 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

93

AGENCY CONTACT DETAILS

DEPARTMENT FOR TRANSPORT

AND URBAN PLANNING

OFFICE OF THE CHIEF EXECUTIVE

Level 12, Roma Mitchell House

136 North Terrace

(PO Box 8197, Station Arcade)

ADELAIDE SA 5000

Telephone: (08) 8204 8200

Facsimile: (08) 8204 8216

www.dtupa.sa.gov.au

TRANSPORT SA

33-37 Warwick Street

(PO Box 1)

WALKERVILLE SA 5081

Telephone: (08) 8343 2222

Facsimile: (08) 8343 2585

www.transport.sa.gov.au

PLANNING SA


136 North Terrace

(GPO Box 1815)

ADELAIDE SA 5000

Telephone: (08) 8303 0600

Facsimile: (08) 8303 0782

www.planning.sa.gov.au

OFFICE OF LOCAL GOVERNMENT


North Terrace

(PO Box 8021, Station Arcade)

ADELAIDE SA 5000

Telephone: (08) 8204 8700

Facsimile: (08) 8204 8734

www.localgovt.sa.gov.au

PASSENGER TRANSPORT BOARD


136 North Terrace

(GPO Box 1998, Adelaide SA 5001)

ADELAIDE SA 5000

Telephone: (08) 8303 0822

Facsimile: (08) 8303 0828

www.adelaidemetro.com.au

TRANSPORT PLANNING


136 North Terrace

ADELAIDE SA 5000

(PO Box 1 Walkerville 5081)

Telephone 08 8204 8178

Facsimilie 08 8204 8740

TRANSADELAIDE

Adelaide Railway Station

North Terrace

ADELAIDE SA 5000

Telephone: (08) 8218 2200

Facsimile: (08) 8218 2206

Helpdesk: (08) 8218 2362

www.transadelaide.com.au

OFFICE FOR SOUTHERN SUBURBS

Suite 1, Ground Floor

Noarlunga House

(PO Box 519)

NOARLUNGA CENTRE SA 5168

Telephone: (08) 8207 3992

Facsimile: (08) 8207 3990

[email protected]

OFFICE OF THE NORTH

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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02>03ANNUAL REPORT

DEPARTMENT OF TRANSPORT AND URBAN PLANNING

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Annual Report 02/03 - Department of Transport and Urban …€¦ · ADELAIDE SA 5000 DX: 56509 PO...

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