Annual Report 2016–17

StatementSection AAgency purpose or roleObjectivesKey strategiesAgency programs/initiativesLegislation administered by the agency Organisation of the agencyRelated agenciesEmployment opportunity programsAgency performance management and development systemsOccupational health, safety and rehabilitation programs Fraud detected in the agencyWhistleblowers’ disclosure Executive employment in the agencyConsultantsFinancial performanceSection BAudited financial statements 2016–17

This annual report is presented to Parliament to meet the statutory reporting requirements of the Housing and Urban Development (Administrative Arrangements) (Riverbank Authority) Regulations 2014 and meets the requirements of Premier and Cabinet Circular PC013 Annual Reporting.

This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.

Submitted on behalf of the Riverbank Authority by:

Andrew McEvoy
Presiding Member, Board of Management
Riverbank Authority
19 September 2017

Section A

Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987

Agency purpose or role

Objectives

Key strategies

Key strategies and their relationship to SA Government objectives

Key strategy SA Government objective
To make a feature of the key destinations; including new major projects and existing buildings; to drive economic growth and positively transform the way the Adelaide Riverbank is used and perceived. Supports the Government’s Strategic Priority No 1: Creating a Vibrant City

Supports the South Australian Strategic Plan by contributing to Target 56: Strategic Infrastructure

Supports the Government’s Economic Priority 3: A destination of choice and Economic Priority 9: Vibrant Adelaide

Guided by The 30-Year Plan for Greater Adelaide

To establish the Adelaide Riverbank as the ‘go to’ destination in Adelaide, through delivery of a funded and coordinated program of activation and placemaking, leveraging off of existing investment and
activities (e.g. Adelaide Oval events) to ensure there is always something happening down by the River Torrens.
Supports the Government’s Strategic Priority No 1: Creating a Vibrant City

Supports the South Australian Strategic Plan by contributing to Target 56: Strategic infrastructure

Supports the Government’s Econoic Priority 3: A destination of choice and Economic Priority 9: Vibrant Adelaide

Guided by The 30-Year Plan for Greater Adelaide

A consistent and high standard of attractive public spaces throughout the Adelaide Riverbank precinct to ensure visitors’ experience of the area is optimised and that the significant investment in the space is enhanced. Supports the Government’s Strategic Priority No 1: Creating a Vibrant City

Supports the South Australian Strategic Plan by contributing to Target 56: Strategic infrastructure

Supports the Government’s Econoic Priority 3: A destination of choice and Economic Priority 9: Vibrant Adelaide

Guided by The 30-Year Plan for Greater Adelaide

Integrated connections linking visitors, pedestrians and cyclists to and through the Adelaide Riverbank precinct, by improving accessibility and movability for all. Supports the Government’s Strategic Priority No 1: Creating a Vibrant City

Supports the South Australian Strategic Plan by contributing to Target 56: Strategic infrastructure and Target 63: Use of public transport

Supports the Government’s Economic Priority 3: A destination of choice and Economic Priority 9: Vibrant Adelaide

Guided by The 30-Year Plan for Greater Adelaide

Agency programs/initiatives

Agency programs and initiatives and their effectiveness and efficiency

Program Indicators of performance/effectiveness/efficiency Comments
Placemaking and activation 145,000 visitors recorded at the Alpine Winter Village at Adelaide Riverbank over 25 days in July 2016

Received 68 submissions for the invitation for place activation ideas for the old Royal Adelaide Hospital site in January 2017

46,895 attendees at the Riverbank Palais and Parc Palais

A people-centred approach to developing public and non-public spaces, placemaking and activation discovers the needs and aspirations of those who live, work and play in a particular place, and creates a common vision for it.

The Urban Renewal Authority (trading as Renewal SA) builds on a community’s assets, their inspiration and participation, creating and shaping good spaces that promote people’s health, happiness and wellbeing.

Legislation administered by the agency

The Riverbank Authority administers no legislation.

Organisation of the agency

The State Government appointed Renewal SA as the lead agency responsible for providing operational and administrative services to support the Riverbank Authority.

To formalise this partnership, a Service Level Administrative Agreement (SLAA) between the two Authorities was entered into on 22 September 2015.

The Riverbank Project team sits within Renewal SA’s People and Place Management Division, headed by General Manager Georgina Vasilevski. As part of the SLAA, the Riverbank Authority approved an alignment of its policy framework to that of Renewal SA, to ensure operational efficiency and consistency.

The Board has adopted all Renewal SA policies except where specific activities are undertaken by the Riverbank Authority which warrant Riverbank Authority specific policies. Renewal SA continues to assist in this process.

Employment opportunity programs

Refer to the Urban Renewal Authority (trading as Renewal SA) 2016-17 annual report for employment opportunity programs.

Agency performance management and development systems

Refer to the Urban Renewal Authority (trading as Renewal SA) 2016-17 annual report for agency performance management and development systems.

Occupational health, safety and rehabilitation programs

Occupational health, safety and rehabilitation programs of the agency and their effectiveness

Refer to the Urban Renewal Authority (trading as Renewal SA) 2016-17 annual report for occupational health, safety and rehabilitation programs.

Fraud detected in the agency

There were no instances of alleged fraud identified during the 2016–17 financial year.

Whistleblowers’ disclosure

Consultants

Financial performance

The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2016–17 are available in the annual report PDF.

The Riverbank Authority reported an operating surplus of $3.1 million for the year ended 30 June 2017.

During 2016–17, the Authority received $4.9 million in additional funding to undertake various projects across the Riverbank Precinct. The full amount of this funding has been reported as income in the Statement of Comprehensive Income for the 2016–17 financial year and $1.8 million has been expended on projects during the financial year. The unspent funds are included in the Cash balances reported in the Statement of Financial Position. The delivery of these projects will continue into the 2017–18 financial year and as a consequence the Authority will report operating losses in that year as the remaining funds are spent on the delivery of projects.

The Riverbank Authority does not employ any staff to conduct administrative or operational activities. Instead, the Authority obtains administrative and project delivery support from the Urban Renewal Authority (trading as Renewal SA). The SLAA between the two bodies reflects the services to be provided to the Riverbank Authority by Renewal SA.

Other financial information

Nil to report.

Section B

Reporting of public complaints as requested by the Ombudsman

Audited financial statements 2016–17

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