Annual Report 2017–18

StatementSection AAgency purpose or roleObjectivesKey strategies and their relationship to SA Government objectivesAgency programs/initiativesLegislation administered by the agencyOrganisation of the agencyRelated agenciesEmployment opportunity programsAgency performance management and development systemsWork health, safety and return to work programsWork health and safety and return to work performanceFraud detected in the agency Whistleblowers’ disclosureExecutive employment in the agency ConsultantsSection BSection CAudited financial statements 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

Objectives

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.

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.

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

Fraud detected in the agency

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

Whistleblowers’ disclosure

Consultants

Section B

Reporting required under any other act or regulation

Not applicable

Section C

Reporting of public complaints as requested by the Ombudsman

Audited financial statements 2017–18

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