Annual Report 2017–18

This annual report is to be 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:

Damian De Luca
A/Chief Executive
Urban Renewal Authority (trading as Renewal SA)

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

Established by the State Government in September 2014, the Riverbank Authority was given a mandate to set the direction for future development in the Adelaide Riverbank.

The Riverbank Authority was established to be the conduit through which Riverbank stakeholders can connect with each other, and to provide the lead voice in establishing the Adelaide Riverbank as an iconic destination.

The Adelaide Riverbank covers 380 hectares of land, stretching from Bowden in the west to Hackney in the east. Across this expanse are some of the State’s most important civic cultural institutions, destinations and community facilities.

Objectives

To give advice and make recommendations to Government about major infrastructure proposals and funding mechanisms for the development of land within the Adelaide Riverbank.
To oversee and be accountable for the delivery of the implementation plan for the Adelaide Riverbank (known as the Strategic Vision) and other master plans for the Adelaide Riverbank (including to oversee the preparation of other master plans).
To promote and encourage the involvement of the private sector in the development of key sites in the Adelaide Riverbank.
To facilitate appropriate State Government and Adelaide City Council involvement in the design and development of a consistent, safe and high quality public realm within the Adelaide Riverbank.

To plan, coordinate and carry out relevant marketing, communications and promotions within the Adelaide Riverbank.
To act as a referral authority for the purpose of giving advice on proposals that contain recommendations to Cabinet about development within the Riverbank.
To promote tourism in relation to the Adelaide Riverbank.
To promote recreational, social and cultural activities in relation to the Adelaide Riverbank.
To undertake event coordination and management within the Adelaide Riverbank.

To liaise with Adelaide City Council, the Adelaide Park Lands Authority and other persons or bodies with an interest in the Adelaide Riverbank.
To engage with persons and bodies referred to above in the planning and development of the Adelaide Riverbank.
To ensure community involvement in, and support for, the delivery of Strategic Vision.
To carry out any other functions conferred on the Riverbank Authority by the relevant Minister.

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

Program	Indicators of performance/effectiveness/efficiency	Comments
Placemaking and activation	40,000 visitors to the Urban Beach demonstration project on Pinky Flat over the period from 30 November 2017 to 28 January 2018. 130,000 recorded interactions with the ‘Art of Christmas’ Christmas Tree Trail throughout the Adelaide Riverbank during December 2017.	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 Riverbank Authority builds on a community’s assets, their inspiration and participation, creating and shaping good spaces that promote people’s health, happiness and wellbeing.

Program

Indicators of performance/effectiveness/efficiency

Comments

Placemaking and activation

40,000 visitors to the Urban Beach demonstration project on Pinky Flat over the period from 30 November 2017 to 28 January 2018.

130,000 recorded interactions with the ‘Art of Christmas’ Christmas Tree Trail throughout the Adelaide Riverbank during December 2017.

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 Riverbank Authority 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 doesn't administer any 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.

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 Adelaide Riverbank Board of Management adopted all Renewal SA policies except where specific activities are undertaken by the Riverbank Authority that warrant Riverbank Authority specific policies.

Related agencies

The Urban Renewal Authority (trading as Renewal SA) provides operational and administrative support to the Riverbank Authority.

Employment opportunity programs

Please refer to the Urban Renewal Authority 2017–18 annual report for employment opportunity programs.

Agency performance management and development systems

Refer to the Urban Renewal Authority 2017–18 annual report for agency performance management and development systems.

Work health, safety and return to work programs

Work health, safety and return to work programs of the agency and their effectiveness.

Please refer to Urban Renewal Authority 2017–18 annual report for work health, safety and return to work programs of the agency and their effectiveness.

Work health and safety and return to work performance

	2017–18	2016–17	% change (+ / -)
Workplace injury claims
Total new workplace injury claims	0	0	0
Fatalities	0	0	0
Seriously injured workers*	0	0	0
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE)	0	0	0
Work health and safety regulation
Number of notifiable incidents (WHS Act 2012, Part 3)	0	0	0
Number of provisional improvement, improvement and prohibition notices (WHS Act 2012 Sections 90, 191 and 195)	0	0	0
Return to work costs**
Total gross workers compensation expenditure ($)	0	0	0
Income support payments – gross ($)	0	0	0

*number of claimants assessed during the reporting period as having a whole person impairment of 30 per cent or more under the Return to Work Act 2014 (Part 2, Division 5)
**before third-party recovery

Work Health and Safety and Return to Work performance

Download the past five years of data

Fraud detected in the agency

There were no instances of alleged fraud identified during the 2017–18 financial year.

Strategies implemented to control and prevent fraud

Refer to the Urban Renewal Authority 2017–18 annual report for strategies implemented to control and prevent fraud.

Fraud

Download data for the past five years

Whistleblowers’ disclosure

There were no occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistleblowers’ Protection Act 1993.

Whistleblowers’ disclosure

Download data for the past five years

Executive employment in the agency

Refer to Urban Renewal Authority 2017–18 annual report for executive employment in the agency.

Consultants

The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.

Consultants	Purpose	Value (ex-GST)
Consultancies below $10,000 each
Bestec Pty Ltd	North Terrace Tree Lighting: electrical design	$3,071.43
Birdseye Studios	North Terrace Tree Lighting: design assessment	$7,850.00
Bestec Pty Ltd	North Terrace Tree Lighting: Electrical Design	$6,410.00
Consultancies above $10,000 each
Infraplan Pty Ltd	Riverbank Shared Path Study	$37,900.00
Hames Sharley	Adelaide Railway Station Retail Strategy Master Plan	$47,232.00
Arup Pty Ltd	Health and Biomedical Precinct Footbridge Study	$100,550.00
Subtotal		$185,682.00
Total all consultancies (six consultants engaged)		$203,013.43

Section B

Reporting required under any other act or regulation

Not applicable

Section C

Reporting of public complaints as requested by the Ombudsman

Data on complaints was not collated by the Riverbank Authority for the period 2017–18.

Complaint outcomes