AnnualReport1997-1998

T h e C o r p o r a t i o n o f t h e C i t y o f A d e l a i d e

G o

Asset Management

City Living

Urban Design,Development,Heritage and Access

Community andCultural Vitality

From the Lord Mayor 2 From the Chief Executive Officer 3 Organisational Structure 6

VISION FOR THE CITY

“The City of Adelaide will be the community, civic and culturalheart of South Australia and a driving force in its prosperity.”

CONTENTS

This reflects a commitment to enhance the role of the Cityof Adelaide as:

• the State centre for business administration andservices, government and public administration;

• a welcoming, secure, attractive and accessible meetingplace for the people of metropolitan Adelaide and beyondfor leisure, entertainment, civic and cultural activity,speciality shopping, personal and community services;

• a focus for education and research;

• a supportive environment for development of newenterprises drawing on the cultural, educational,research, commercial and information technologystrengths of the city centre;

• a showcase for South Australia and gateway to theattractions of the State for overseas and interstate visitors;

• a City of unique character and style with great pride inits heritage, Park Lands, gardens and environmentalquality;

• a great place to live, with a growing diversity ofaccommodation for different incomes and lifestyles.

MISSION FOR THE CORPORATIONWe will excel in the provision of local government servicesfor the City of Adelaide to meet the needs of ratepayers,residents and visitors, and to support the role of the City inthe economic development of the State and the communityand cultural life of the people of South Australia, delivering:

• excellence in providing services to support the roleand responsibilities of the Council and the economic,environmental, cultural and social life of the City;

• efficient and effective management, maintenance anddevelopment of the public realm of the City for itsbroad community of users;

• customer service which continually exceeds customerexpectations, delivered through expert, committed,focussed employees with common goals and objectives.

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The Year In Review 7 Financial Statements 33

Environmental Quality

EconomicGrowth andInvestment

Local GovernmentExcellence

Civic LeadershipVALUESOur Vision for the City and Mission for theCorporation are supported by a number of basicvalues that describe and underpin the way inwhich we undertake our business and activities:

LeadershipWe will provide leadership through a clearlyarticulated vision and direction, and throughstated strategies and policies.

Consi.stencyWe will be consistent in our decision-making andbase decisions on factual information and soundanalysis.

Unity of PurposeWe will operate with a common sense of purposeand direction.

Service to the CommunityWe will work with purpose and creativity inservicing the needs of our community andcustomers.

Respect and TrustWe will respect the dignity and rights of people.

CommunicationsWe will communicate in an open and honestmanner.

AlliancesWe will work in partnership with stakeholders,other levels of Government and other Councils tothe benefit of the City.

This report made a number ofrecommendations including drafting aCity of Adelaide Bill as the vehicle for co-operation between the State Governmentand the Adelaide City Council inmanaging the Capital City responsibilities.

The Council played an integral role in theshaping of the City of Adelaide Bill whicheventually was passed by State Parliamentand proclaimed as the City of Adelaide Act,10 September 1998.

As a result the year ahead will be one ofcontinued change and progressive reform.

In preparing for this, the Councilthroughout 1997/98 focussed its attentionon programs designed to rejuvenate andrevitalise the City, as well as maintain ourenvironment and protect our heritage.

The West End was a focal point and inconjunction with local property owners, wetook the unique initiative of employing aRetail Street Manager to reintroduce amore balanced tenancy mix better suitedto a developing arts, education andentertainment precinct.

In addition the Council’s commitment to aWest End building improvement programresulted in a dramatic restoration of thefacade of the Plaza Hotel and thebeginning of work on West’s Coffee Palace.Over the next three years, $245 millionworth of development in and around theprecinct will occur.

Other successful strategies implementedduring the year included:• The Blighted Sites initiative which

targeted 32 long vacant underdevelopedsites around the City and fast-trackedprograms which would either visuallyimprove the site or lead to major re-development of the site.

• Rehabilitating the Torrens Lake toimprove water quality and amenity.

• Completing the three year upgrade ofthe Rundle Mall.

• Making a submission to the StateGovernment on shop trading hourswhich sought to protect the viability ofCity retailers and small business tradersin the State.

These programs, and many others, aimedto enhance the quality of life in the Cityand would not have been possible withoutthe support of elected Members whoworked strongly together on all challengesfor the good of the City, its residents andratepayers. Their efforts combined withthose of the Administration have ensuredthat the year ahead will be one which isfull of promise and reward.

DR. JANE LOMAX-SMITH

Lord Mayor

From the Lord MayorA N N U A L R E P O R T 1 9 9 7 - 1 9 9 8

The 1997-98 year will be remembered as a period of great changefor the Adelaide City Council. In this year the foundation was laidfor a dramatic change in the way the City of Adelaide is viewed,governed, and managed. One of the drivers of this change was theGovernance Review Advisory Group which was set up by thePremier in April 1997, jointly funded by the Council, and reportedin January 1998 on the Governance of the City of Adelaide.

DR. JANE LOMAX-SMITHLord Mayor

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From the Chief Executive OfficerA N N U A L R E P O R T 1 9 9 7 - 1 9 9 8

During September and October, last year,elected Members and Senior Managersworked together to identify and analyseareas of our operations that needed to beimproved. Our consultation techniques,our relationship with the media and ourinternal communications have beenaddressed as high priority areas forimprovement.

Much of the year was spent gearing up forchange and laying the groundwork tomeet future challenges facing theCorporation. In response to principaldrivers of change, the Corporationimplemented a significant restructuringprogram resulting in five new Divisions.

The restructure will more closely matchresources with our heightened role as aCapital City Council and bring a renewedfocus to customer service that includescommunity outreach, the creation of Citybusinesses, an expanded revenue base anda City Projects group dedicated todelivering quality capital works on timeand within budget.

The overall economic revitalisation ofSouth Australia lies very much in thehands of the private sector and the StateGovernment, but the Adelaide City Councilhas a part to play. To that end, Councilfirst set up Adelaide 21 and Adelaide CityMarketing, then instituted a five year

Economic Development Strategy for theCity. The strategy is targeted and based onprinciples of partnership with the all sectorsof the City and State including government,education, health, retail and tourism.

Underpinning the strategy is the realisationthat to be successful the Corporation mustwork on issues it can influence, and makethe best use of its finite resources. I ampleased to report that our rate revenue lastyear was exceeded by receipts from our Citybusinesses such as the Wingfield WasteManagement Centre, U-Park and propertyoperations including the Central Market.

One of the many ways in which theCorporation sought to put such partnershipsinto action was with the launch of theCityPride program, designed to reinforceour collective pride in Adelaide’s squaremile, as building owners, as officecommuters, as visitors and as residents.

Council’s ambitious, strategic and pro-active reform process, the ContestabilityProject, was substantially completed by theend of the financial year. Aimed atimproving the operational competitivenessof every area of Council’s internal andexternal service delivery, the project wasinitiated to provide better value for moneyservices to ratepayers, customers and clients.

I have sought to foster a “can do”approach within the Corporation and Iwould like to thank the Corporation stafffor their tremendous efforts over the last 12months. I am proud of our achievementsto date and look forward to an even morefocussed and productive year ahead.

JUDE MUNRO

Chief Executive Officer

After taking up my appointment as CEO of the AdelaideCity Council on 21 July, 1997, I spent the first threemonths getting to know the City and its administration,including elected Members, Council staff, peakassociations and community groups, business andpolitical leaders and I would like to acknowledge thewarm welcome I received.

JUDE MUNROChief Executive Officer

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Elected RepresentativesF O R T H E A D E L A I D E C I T Y C O U N C I L

COUNCIL AND COMMITTEES

For electoral purposes, the City of Adelaideis currently divided into five Wards. Eligiblevoters in each Ward elect two Councillorsto represent them. The Lord Mayor andAlderman, on the other hand, are electedby voters across all Wards and have aresponsibility to the City of Adelaide as awhole. All Council Members are elected fora three-year term of office. The lastCouncil election was held in May 1997.

The City of Adelaide Act proclaimed on 10September 1998 introduced changes toelected representation. These changes aredetailed in the Governance ReviewAdvisory Group section found on page 8.

Unlike Federal and StateParliamentarians, Alderman andCouncillors are not paid a salary butprovided with an annual allowance. Forthe year ended May 1998, this allowancewas $2,600. The Lord Mayor had access toa special allowance of $60,500 to assistwith expenses incurred in the performanceof civic duties. The Deputy Lord Mayorreceived an allowance of $4,100.

Council meets fortnightly on Mondaynights to consider the recommendations ofthree of its four permanent committees -Community and Development Services,Corporate Services and Urban Services, allof which meet on the same night asCouncil. The Development AssessmentCommittee meets on alternate Mondays toCouncil. This Committee exercisesdelegations pursuant to the DevelopmentAct in considering developmentapplications that come before the Council.

Council and committee meetings are opento the public and media except onoccasions when there is discussion of

confidential items relating to, for example,staff or legal matters. Meetings are held inthe Town Hall - Council meetings in theCouncil Chamber and Committee meetingsin the Colonel Light Room. Council andcommittee agenda papers are availablefrom the Customer Centre, 25 Pirie Streeton the Thursday preceding the meeting.Minutes are available the following Fridayor within five days of the meeting.

CHAIR AND DEPUTY CHAIR OFPERMANENT COMMITTEES

Community andDevelopment Services

• Councillor Creston Magasdi• Councillor Leonie Ebert (Deputy)

Corporate Services

• Alderman Graham Inns(from May 97 to June 1998)

• Councillor John Bowman(Deputy, then Chair from June 1998)

• Alderman Alfred Huang(Deputy from June 1998)

Urban Services

• Councillor Elbert Brooks• Councillor Debra Mewett (Deputy)

Development Assessment

• Alderman Chris Douglas• Alderman Bob Angove (Deputy)

Grants and Sponsorship

• Councillor Bert Taylor• Councillor Leonie Ebert (Deputy)

RETIRED MEMBER

Henry Ninio

Council Member for 14 years. Was firstelected in February 1983 as a Councillorfor Gawler Ward. Elected as a Councillorfor Hindmarsh Ward in May 1985.Deputy Lord Mayor 1987/88 and 1991/92.Elected Lord Mayor in May 1993. ElectedAlderman in May 1997.Retired in October 1997 due to ill health.

The Adelaide City Council is comprised of 16 elected Members -a Lord Mayor, five Alderman and ten Councillors.

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JOHN ROWLEY

Hindmarsh and Gawler Ward

DAVID WONG

Grey Ward

DEBRA MEWETT

Young Ward

CRESTON MAGASDIMBBS, MRACGP

Robe Ward

LEONIE EBERTBSc, M Ed Admin

MacDonnell Ward

JOHN MELVILLEBEc, LLB

Hindmarsh and Gawler Ward

JOHN BOWMAN

Grey Ward

BERT TAYLORJP

Young Ward

ANNE MORANBA, DipEd

Robe Ward

ELBERT BROOKSBA, LLB

MacDonnell Ward

JANE LOMAX-SMITHB Sc (Hons), MBBS, Phd, FRCPA

C O U N C I L L O R S

A L D E R M E N

L O R D M A Y O R

CHRIS DOUGLAS BOB ANGOVEBEc

GRAHAM INNSM Comm, BA

ROGER ROWSEALFRED HUANGM EngSC, MBA, FIE AUST

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CIVIC AND EXECUTIVE SERVICESDIVISION

Provides support for Council’s many civicresponsibilities and executive functions.Its roles are:• Lord Mayor and Chief Executive Officer

Support• Civic and elected Member Support• Committee Secretariat• Corporate Communications• Internal Audit• Customer Service

COMMUNITY AND DEVELOPMENTSERVICES DIVISION

Covers a wide range of functions, including:• Strategic Planning• On-Street and Off-Street Parking• Library Services• Heritage Services• Development Approvals• Building Control and Fire Safety• Environmental Health• Social, Recreational, Health and

Welfare Services• Adelaide Aquatic Centre Controlling

Authority• Sister Cities Controlling Authority• City of Adelaide Golf Links

CORPORATE SERVICES DIVISION

Is mainly responsible for internal services:• Financial Management• Human Resources• Legal Services• Information Technology• Rundle Mall Management• Central Market Controlling Authority• Adelaide Town Hall Function Centre• Property Services• Archives and Records Management• Civic Collection

URBAN SERVICES DIVISION

Provides a focus on all aspects of thedevelopment and management of the publicareas of the City. Its responsibilities include:• Development and management of the

public areas of the City, such as streets,footpaths, squares and Park Lands

• Urban design, including engineering,traffic, landscape and architecture

• Development and maintenance ofpublic facilities

• Survey and land information

• Rubbish collection and cleaning of the City• Permits and licences• Wingfield Solid Waste Landfill Depot

NEW ORGANISATIONAL STRUCTURE

During the year extensive developmentalwork went into the planning of asignificant restructuring of the Council.

The restructuring, which was implementedon 24 August 1998, was designed toproduce a more effective, efficient andresponsive administrative body bettersuited to meet the community andbusiness needs of the 21st Century.

It recognises that in an era of increasedcompetition, growing external legislativepressure, expanding demand for more andmore service, and rapidly developingcommunications systems, the way theCouncil carried out its responsibilities andduties in the past was hampered by anoutdated administrative framework.

During the financial year, many Driversfor Change in the way the Counciloperated emerged. These included:• The new draft Local Government Act,

which states regulatory services must beseparated from service delivery.

• The National Competition policy whichforces us to effectively compete with theprivate sector in our business operations.

• The Governance Review which requiresthe Council to act more like a boardand take a more strategic approach andmonitor more closely theadministration’s performance.

• The State Government’s Capital City policywhich requires a commitment from theCouncil to not only rejuvenate, but alsodeliver on our capital works programs.

The new structure was arrived at afterextensive consultation commencing inApril 1998 with the staff and managers,and consists of five divisions:• City Strategy• City Projects• City Businesses• Civic and Corporate Services• Organisational Development

These new divisions will enable the Councilto deliver the raft of program goals and keystrategies in the five year Corporate Plan,while also enabling the Council to concentrateand provide a focus on important areas.

Organisational Structure for 1997/98

Council’s administrativeorganisational structure isdesigned to meet thedemands of its variedcustomer groups in aresponsive and efficientmanner. There are fourdivisions, each headed bya General Managerresponsible to the ChiefExecutive Officer.

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CITY PRIDE

The high-profile CityPride program,aimed at improving the quality andappearance of the built environment andenhancing the natural environment of theCity, was launched on 10 December 1997.The campaign calls on the public andprivate sectors - including property ownersand residents - to unite and actively supportthe City and its surroundings throughimproved maintenance, the upgradingand restoration of buildings, gardens andmonuments and better lighting.

The principles and goals of CityPrideunderpinned many of Council’s decisionson capital works, maintenance and majorprojects throughout the year. A number ofinitiatives were undertaken to promote andcelebrate civic pride in the City’s qualities.These included:

• working with property owners on therejuvenation of blighted sitesthroughout the City;

• streetscaping of Hutt, Gouger andMelbourne Streets and Unley Road;

• installation of improved lighting tocomplement streetscape themes;

• the introduction of decorative lighting,street furniture, art works, banners and“butt out bins” for cigarette butts;

• streetscape initiatives such as treeplantings, the reduction of parkingsigns, improved paving and lighting forpedestrians and, where possible, theremoval of overhead power andcommunication cables;

• planning for Millennium celebrations;• improved cleaning programs and

removal of graffiti;• active support for City events and

celebrations.

Rundle Mall upgrade

Council’s extensive $7 million upgrade ofRundle Mall, the City’s “heart” of retailshopping, is an important component ofthe CityPride project. The 1997/98financial year represented the final stagein the three-year program and saw theconstruction of a solid glass and steelcanopy over the intersection of RundleMall and Gawler Place. This $700,000structure provides an ideal all-weatherarea for entertainment and other activities.

GOAL 1. Civic Leadership

The Council will providecivic leadership, including:providing policy direction andvision for the City; mobilising theCity’s resources in partnershipwith other levels of governmentand the private sector; achievingharmony in planning amongststakeholders; and representingthe community of the City ofAdelaide and its interests.

As part of the Council’s CityPride initiative Melbourne

Street at North Adelaide hasbeen upgraded resulting in

the rejuvenation of thestreetscape.

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Completed in August 1998, the upgradewill increase both shopping and pedestrianactivity and is certain to increase theoverall atmosphere of Rundle Mall.

Another feature of this revitalisation, was anational sculpture competition whichattracted 126 entries from aroundAustralia. A sculpture of bronze pigs wascommissioned as a result of thiscompetition and is scheduled forinstallation in the Mall by Christmas 1998.

Restoration of Beehive Corner

Preservation of the City’s heritage is alsoan important feature of CityPride. In linewith this, Council allocated $680,000 tofinance the façade restoration of one of theCity’s greatest landmarks, the BeehiveCorner. This funding included a $370,385grant and loans totalling $284,445 to thefive owners of the building.

Artwork in the form of the Beehive bee,was incorporated into the hoarding andscaffolding of the site. The prominentpromotion of the Beehive’s restorationfurther raised the profile of the project andthe CityPride program. The project will becompleted in November 1998.

The report explored the roles andresponsibilities of Council and the StateGovernment in managing Adelaide. Inline with this, it recommended:• the introduction of a City of Adelaide

(Capital City) Bill;• the preparation of a Capital City Policy

by the State Government;• the collaborative preparation of a City

Centre Strategy by the State Governmentand Council;

• the creation of a Capital CityCommission for a limited period,subject to review.

The report stated that while provisions ofthe Local Government Act should continueto govern the Adelaide City Council, specialprovision should be made for the capitalcity role under the proposed City ofAdelaide (Capital City) legislation.

The key electoral reforms that the AdvisoryGroup proposed include:• establishment of a smaller Council of

no more than 10 elected Members,including the Lord Mayor;

• clarification of the powers, functionsand responsibilities of elected Members,including the Lord Mayor, withreference to the dual capital city andmunicipal roles of Council;

• recognition of the position of LordMayor as the equivalent of full-time andremunerated appropriately;

• removal of the entitlement of anynatural person to vote in more than onecapacity in Council elections;

• a requirement for all electors in the Cityof Adelaide to vote;

• election of Council at large.

After the tabling of this report, publicforums were held across the City byCouncil to enable public discussion of therecommendations.

In May 1998 the State Government issuedthe preliminary draft of the proposedCapital City Bill in which it rejected theestablishment of a Capital CityCommission and, instead, opted to set up aCapital City Committee in line with aresolution passed by Council.

The preliminary draft of the Bill alsocontained a number of otherrecommendations which afterconsultation and discussion with theCouncil were modified. The subsequentCapital City Bill was passed in Parliamentand proclaimed as the City of Adelaide Acton 10 September 1998.

The State Government on 8 May 1998,released the Capital City DevelopmentProgram that provides a clear outline of thepreferred future for the City, and its role andfunction within the metropolitan area andthe wider South Australian community.

The Capital City Development Programlinks Council’s five-year Corporate Planwith the State Government’s five-yearStrategic Plan with the aim ofmaintaining the City as a vibrant, vitalhub for all South Australians.

CONTROLLING AUTHORITY -SISTER CITIES

The bonds between Adelaide and its fourSister Cities were further strengthenedduring 1997/98.

Austin, Texas

To develop real benefits for both cities, theAdelaide-Austin Sister City Strategic Planwas developed and launched at the FestivalTheatre in April 1998. The plan aims tobuild on the relationship between the twocities to provide tangible trade and tourismbenefits. Held in conjunction with theAmerican Chamber of Commerce, thefunction was well attended by more than100 people from both the public and privatesector and was addressed by the UnitedStates Consul General, Mr Tex Harris.

Christchurch, New Zealand

Early 1998 witnessed an exciting milestonewith the 25th anniversary of the Sister Cityrelationship between Adelaide andChristchurch.

As part of the celebrations, a trade delegationfrom Christchurch came to Adelaide for asymbolic exchange of local artwork. Adelaidewas presented with an Oamaru sculptureand, in return, the Lord Mayor presentedChristchurch with a South AustralianBlack Murrini hand-made glass form.

The trade delegation consisted of a mix oflocal government and private sectorrepresentatives with whom individualbusiness matching programs weredeveloped. The group’s visit to Adelaideresulted in the development of $4 millionworth of business contracts.

Visiting Adelaide with the delegation werefour sculptors from Christchurch whoexhibited their work in Rundle Park as anattraction of the Fringe Festival. Workingwith two Adelaide artists, the fourparticipated in a public “stone symposium”that saw the creation of several sculpturesmade from New Zealand limestone.

GOVERNANCE REVIEWADVISORY GROUP

The final report of the Governance ReviewAdvisory Group was released in January1998, after extensive consultation withstakeholders. This report, which included adetailed submission from the Council, wasjointly funded by Council and the StateGovernment and recommended a numberof options to reform and revitalise the City.

These included the establishment of a CapitalCity strategy and formalisation of therelationship between the State and Council.

The Beehive’s crowning gloryis lowered into position.

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Himeji, Japan

Japanese business delegations and studentexchanges continue to be a major focus ofthe relationship with Himeji. During1997/98 this included visits by the Mayorsof Himeji and Ota.

Georgetown, Penang

A visit was scheduled from George TownPenang in October 1997. Unfortunatelythis visit was deferred due to the bushfiresin Indonesia and the Asian Economic Crisis.

Sister Cities Controlling Authority

1997-98 1997-98ACTUAL BUDGET

($000) ($000)

Revenue 1 0

Less Operating Expenses 177 176

Surplus/(Deficit) (176) (176)

PUBLIC FORUMS

Public forums were introduced as part ofCouncil’s regular meetings, providingmembers of the public with theopportunity to voice their opinions, askquestions and contribute policysuggestions on a wide range of issues.

This new initiative was utilised by 22members of the public who tookadvantage of this forum, providing themwith the opportunity to discuss a widevariety of topics and put forward theiropinions. Issues ranging from VictoriaSquare, heritage, the Park Lands and thenew By-Laws were raised.

EVENTS AND CORPORATESPONSORSHIP

Council again was a prominent supporterof a broad range of events during the yearthat provided economic benefit to the Cityand State, allocating $1.4 million incorporate sponsorship.

Many of these sponsored events are nowregulars on Adelaide’s entertainment calendarand include: Gardens Alive in the BotanicPark; the Schutzenfest, Carnevale and Glendimulticultural festivals; the Adelaide Festivaland Fringe Festival; and the AustralianRose Festival and the Christmas Pageant.

Council also supported the High BeamFestival for artists with a disability, LocalGovernment Week, Tourism SA’s Stateconference and the World Solar CycleChallenge.

Two first-time national events held during1997/98 included the City of Adelaide’sFeast for the Senses, as part of TastingAustralia, and the Adelaide InternationalHorse Trials. Council contributed $60,000to Feast for the Senses, which offered thepublic the opportunity to try and buy foodand wine from throughout Australia. Morethan 40,000 people attended the event,including the world’s food media, chefs,caterers, food and wine producers.

The Adelaide International Horse Trials -the first-ever equestrian event staged onthe edge of a Central Business District -featured the City of Adelaide’s CrossCountry Phase. The trials attracted morethan 80 riders and their horses fromthroughout the world and were attendedby 60,000 people.

Adelaide saw its largest parade since WorldWar II on 3 October 1997, when a tickertape parade organised by the Council washeld for 1997AFL Premiers, the Adelaide

Crows. More than 120,000 people lined theCity’s streets to see the motorcade travelalong King William Street to the Town Hallwhere the team was presented with the Keyto the City of Adelaide. The Lord Mayor andPremier hosted a joint reception for theplayers and their families at the Town Hall.

South Australia’s continuing sportingsuccess also was celebrated with theAdelaide Quit Lightning women’sbasketball team being presented with theKey to the City in recognition of winningthe 1998 Women’s National BasketballLeague (NBL) grand final and four out ofthe last five national titles.

The Adelaide 36ers basketball team, winnersof the men’s NBL premiership, was alsopresented with the Key to the City of Adelaide.

Senior Citizens’ Concerts continued toattract “full houses” and the City ofAdelaide New Years’ Eve Street Partyprovided family entertainment in analcohol free environment.

The Adelaide Crows’Football Team Parade andthe City of Adelaide CrossCountry Phase of theAdelaide InternationalHorse Trials were twohighlights on the Council’sevents calendar.

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CONTESTABILITY

Council’s ambitious, strategic and pro-active reform process, the Contestabilityproject, was substantially completed by theend of the financial year. With the aim ofimproving the operational competitivenessof every area of Council’s internal andexternal service delivery, the project wasinitiated to provide better value for moneyservices to ratepayers, customers and clients.

The Contestability project has led to directmeasurable financial benefits estimated at$2.5 million, while allowing Council tostructure services that are directly focusedon customer needs. Other benefits include:• establishment of regular customer

surveys to continually monitorfeedback, allowing for a range of qualityservices based on customer needs;

• increased value-adding: includingincreased service levels and standards

for the same cost, reduced service costs,introduction of new services and theremoval of redundant services;

• increased revenues due to improvedcustomer awareness of services, growthin Council’s competitive ability andgrowth in service focus;

• identification of issues that haveinfluenced Council’s future planningand strategies, organisation restructureand other projects of corporatesignificance. This includes: identifyingthe need for the development of acorporate records management system;redesign of the capital works program;review of regulatory services;development of business unitsstructures; and rescoping of services;

• strengthened relationships with othergroups, including major metropolitancouncils, capital city councils and theprivate sector.

CUSTOMER SERVICEACHIEVEMENTS

The opening of the “one-stop shop”Customer Centre in February 1997 hasenabled Council to improve its level ofcustomer service to the public. Surveysduring 1997/98 indicate an overallcustomer satisfaction rating of 88 per cent.

Excellence in customerservice - both internal andexternal - is a key aim ofthe Council.

The Corporation will build areputation for excellence in

administering local governmentservices earned through a focus

on customer service, fairnessin administration, effective

asset management andapplication of best practice in

service delivery.

GOAL 2. Local Government Excellence

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A survey of Council customers has shown a25 per cent increase in satisfaction withCouncil services and facilities over the pastfive years. The survey, of 200 residents and100 businesses within the City, indicatedthat more than 80 per cent of respondentswere satisfied, compared with 65 per centin 1993.

A Customer Service Strategy has beendeveloped to further progress the customerservice focus by ensuring a consistentapproach to service quality is deliveredacross Council. This Strategy also willextend the range of customer services thatare available from a single, easilyaccessible location.

Following feedback from customers,elected Members, and staff - as well asbenchmarking with local government andprivate industry - the Customer ServiceStrategy has identified 10 elements to beimplemented over a 12 month periodwhich include:• A ‘one-stop shop’ customer and call

centre will provide an easily accessibleand highly visible centre where theCouncil’s services will be provided in aprofessional, friendly and timely way.The centre aims to satisfy 90 per cent ofcustomer enquiries at the first contact.

• Integration of services will coordinateappropriate customer service activitiesin the “one-stop-shop” Customer Centrefor the benefit of external and internalcustomers.

• Measurement and monitoring willincrease customer satisfaction bycontinually measuring customer serviceperformance and comparing resultsagainst corporate standards andbenchmarking partners.

• Standards and policies that are clear,measurable and realistic will beestablished resulting in consistent levelsof customer service being deliveredacross the Council.

• Promotion and awareness of Council’sinitiatives in customer service willencourage a sense of achievement anddirection in the minds of all employeesand increase community understandingof the Council’s role.

• Public consultation will ensure all ofthe Council’s activities and serviceinitiatives are communicated to thebroader community and whereappropriate will include effectiveconsultation.

• Training and development will provideemployees at all levels with the skillsand knowledge to provide qualitycustomer service.

• Rewards and recognition programs willfocus equally in internal and externalcustomer service initiatives andaccomplishments, resulting in a highfocus on customer service with positivecustomer service behaviours beingrepeated.

• Information technology will be furtherdeveloped to facilitate customer serviceand will support changing trends inexternal and internal communication.For example Internet and e-mail access.

• Quality principles will encourage issuesand opportunities to be raised andactioned so that customer serviceimprovement becomes an ongoingprocess.

A Customer Charter will be developed thatwill document Council’s commitment tocustomers and recognise their role asstakeholders in the future of the City.

BY-LAWS

A review of Council’s By-laws resulted inthe replacement of those which werearchaic and redundant. This has seen areduction in the total number of By-lawsfrom 30 to 10.

The new By-laws are designed to promotea positive social and aesthetic environmentfor the City thus contributing to itsatmosphere. The By-laws are written inplain English and prohibit conduct whichis dangerous or contrary to the publicinterest. They also have been reviewed inlight of National Competition Policyrequirements. The By-laws providedsupport for the CityPride campaign andcover Street and Public Places, StreetTraders, Park Lands and Public Squares,the Central Market, Lodging Houses,Nuisances, Health and Safety, andMoveable Signs.

CONTRACT MANAGEMENT

A Contract and Contractor ManagementDevelopment Program has been developedthat will provide a high level ofprofessionalism in the management ofcontracts and contractors. This hasinvolved a review of standard contractdocumentation, a review of processes,identification of the needs for theintroduction of a code of tendering, a

contracts manual and appropriatetraining for staff. In addition, aninformation technology system is to bedeveloped to assist with tracking andmanagement of contracts.

INFORMATION TECHNOLOGY - INFO 21

The fourth year of Council’s five-yearinformation technology plan, Info 21, wassuccessfully implemented during 1997/98.The plan continued with its mission toprovide our staff and customers with thecapability to access timely and accurateinformation to support the Councilbusiness in the application of appropriatetechnology.

Benefits have been derived from the fourkey areas of the strategy:

People Development

Council continues to upgrade the computercompetency of staff and to provideopportunities for staff development, as wellas supporting staff in their acceptance ofchange as part of our corporate culture.

Application Portfolio

Selection of “Best of Breed” off-the-shelfpackaged solutions continues, providingnew services and facilities to ratepayerswithout the need to increase staff.

Using technology, changes have beenmade to business processes and workpractices which would otherwise not havebeen possible, with the added bonus ofmoving towards Year 2000 compliance.

Council’s most significant achievementhas been the implementation of a newProperty Information Management Systemcalled “Pathway”. Supplied by StoweComputing Australia, the system has nowbeen substantially completed to supportrating, voting, parking expiations anddevelopment approval requirements.Although a packaged application, theimplementation of this product in aHewlett Packard Unix environment,supported on an Oracle database systemhas led to enquiries from localgovernment authorities around Australia.

Expansion of the Geographic InformationSystem has led to improved access toinformation through faster response andautomated work flows.

Use of multimedia, Internet and Intranettechnologies in Council’s daily businessdealings has increased, with presentationstandards upgraded and implemented.

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Public Internet access has been provided atthe library as well as Internet access onevery desktop and a new Internet web pagepublished.

Selection of a Records and ElectronicDocument Management System calledTRIM has now readied us forimplementation in year five of a corporatewide records management system.

A pilot mobile communications projectproved successful, with further deploymentplanned for 1998/99. This enabledbuilding inspectors, to access the Council’sdatabase via their mobile phones and PCswhile onsite, allowing them to giveimmediate advice and significantlyimprove customer service.

Data Management

Systems like GIS and Pathway haveprovided better data quality and improvedaccess to information, which led to betterdecision making and the ability toundertake previously impossible analysis.

Similarly interfaces between these twosystems has made sharing data and easieraccess for users a reality.

Some of this year’s projects have involvedconverting data from the old legacysystems to the new. The integrity of thatdata and elimination of duplicate data hasbeen paramount in this process.

Infrastructure

Consistent with its strategy, Council hascontinued to purchase industry standardhardware that is robust and in pace withthe rapid changes that take place withinformation technology. Due to this,Council is now well placed to takeadvantage of technologies such as onlineinformation services, Internet transactions,imaging and advanced workflow facilities.

For example, the Geographic InformationSpatial (GIS) System maps are nowavailable via the Intranet infrastructureinstalled this year.

Council’s network continues to beupgraded in the most cost effective way toprovide the data processing power andconnectivity for the line of businesssystems and electronic office.

HUMAN RESOURCES

A number of developmental and culturalchange programs have been initiated toequip Council’s workforce for competitiveand innovative service delivery. These include:

• Development of a Youth EmploymentStrategy. This strategy will provideopportunities for youths living in theCity to obtain employment experienceand develop work skills either withinCouncil or in skilled-based businesses.

• Development of a Graduate ScholarshipProgram. This program has beendeveloped to strengthen the relationshipbetween Council and various tertiaryinstitutions, while ensuring essentialresearch is conducted on topics thateffect the City generally.

• The introduction of an Equity andDiversity Program to assist Council todevelop solutions to the diverseproblems faced by them, for the benefitof both employees and the community.

• Establishment of the Front Line ManagersDevelopment Program which encouragesstaff to view leadership as a tool thatenables each individual to haveresponsibility for their own actions, andstrives to influence those around themin an effective and appropriate manner.

• Expansion of the Management andLeadership Development Strategy,recognising that demands placed onmanagers and leaders both now and inthe future may be significantly differentfrom those of the past.

All of these initiatives are an essential part inthe overall strategy for Council to be a leaderin local government excellence. This canonly be achieved through a highly skilledand committed workforce that is preparedto use those skills to influence change.

Council’s many human resource innovationswere rewarded with a National Award forExcellence in Human Resource Managementfrom the Australian Human ResourcesInstitute, as well as an Equal EmploymentOpportunity Best Practice Award from theEqual Opportunities Commission.

FINANCIAL MANAGEMENT

The Council sought a credit rating fromStandard and Poor’s during 1997/98. Thisaction was taken only as an independentassessment of the financial health andmanagement of the Council, and not withany fund raising objective.

Standard and Poor’s have assigned a verycredible long term rating of “AA stable”and a short term rating of A1+ indicatingits strong budgetary position, low debtburden and strong capacity to meetfinancial commitments. The AA ratingcompares favourably with other largeAustralian and New Zealand Councils.

Council Rating

Auckland City AA

Brisbane City AA+

Christchurch City AA

Dunedin City AA

Hutt City AA-

Source: Standard & Poor’s report C100;July 27, 1998; page 12

In 1997/98 rate revenue receiptsrepresented only 42.3 per cent of operatingrevenue, compared to 44.9 per cent in1996/97. Total operating receipts, otherthan rate revenue, increased by $4.4million or 9.9 per cent compared with arate revenue decrease of 1.4 per cent.General rate receipts have now declined by14 per cent in real terms since 1992/93.

No matter where you are,the Council can respond.

12

91-9

2

92-9

3

93-9

4

94-9

5

95-9

6

96-9

7

97-9

8

Interest Expense $000’s

0

1000

2000

3000

4000

5000

6000

7000

8000

4719

6250

4991

2684

2270

1409

1739

Capital Investment continued to be a keyfocus with cash payments on capital itemsreaching $20.3 million, or 57.2 per cent ofrate revenue, compared to 51.7 per cent in1996/97.

The operating surplus, being $1.9 millionbefore capital grants, was in line with thebudgeted position. Cash flows from operationswere up substantially to $20.1 million,compared to $17.3 million in 1996/97.

6.7% 0.7%2.4%

47.9%42.3%

Income by category

User Charges 47.9%

Rates Income 42.3%

Statutory Charges 6.7%

Grants & Subsidies 2.4%

Other Income 0.7%

Non-current, long term loan liabilitieswere reduced from $19.4 million to $17.1million. As a result, finance chargesreduced to $1.4 million from $1.7 millionand down from $6.2 million in 1992/93.Finance charges now represent 1.7 percent of total operating expenditurecompared to 8.2 per cent in 1992/93. Thereduced requirement for funding financecharges continues to be a key contributorto increasing capital investment.

NATIONAL COMPETITION POLICY

All compliance requirements of theNational Competition Policy were met,including the production of financialstatements that met the principles of fullcost and tax equivalence of allcommercial activities. No complaints werereceived by the Council in relation to non-compliance with the Policy.

FREEDOM OF INFORMATION

Three applications for the provision ofinformation under the Freedom ofInformation legislation were received andsatisfied during the year. In accordancewith Sub Section 42a(1a) of the LocalGovernment Act, notice is hereby giventhat no Council Certificates were issuedunder Section 65zy in the 12 months to 30June 1998.

We provide the colour,the people provide themovement - it’s a real buzzworking in the corporateheart of the City.Tanya Collin, Alyssiums Florist

“”

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CONTROLLING AUTHORITY -ADELAIDE CITY MARKETING

Adelaide City Marketing was established asa Controlling Authority in August 1997 asan umbrella marketing body to assist withthe coordination and promotion of Citymarketing initiatives.

A Board, representing a range of senior Citystakeholders and organisations, providesdirection for the marketing body. In 1997/98,Council provided $700,000 in funding,which was supplemented by seed fundingof $300,000 from the State Government.

Adelaide City Marketing’s goal is to add to theprosperity of City stakeholders by marketingthe City of Adelaide as the cultural, retailand entertainment heart of the State.

To achieve this goal, Adelaide CityMarketing has:• introduced CityScene in May 1998, an

integrated marketing campaign thatincludes a monthly brochure detailingthe range of activities and events thatthe City offers, a television mini-magazine, a mix of print and radioadvertising and a popular media guide;

• undertaken a number of promotions inpartnership with a range of Cityorganisations. Partnerships include theState Library for the opening of TheBradman Collection, Carclew for the Offthe Couch festival, The Advertiser andtheir City Living supplement, GougerStreet Traders and the Chinese Chamberof Commerce for Lunar New Yearfestivities, and Arts SA and Council forthe Adelaide Faces information program;

• developed a sponsorship program toprovide support for City Marketinginitiatives. This program has supportedseveral successful events including theO’Connell Street Traders’ Autumn Food& Wine Affair, the High Beam Festivaland Melbourne Street Traders’ buskingcompetition;

• undertaken a successful Christmasprogram of events;

• introduced the popular artisticbillboards that serve as an effectivepromotional mechanism for City eventsand activities;

• established City and Rundle Mallmarketing operations;

• prepared a Strategic Plan inNovember 1997.

In addition, and on behalf of Rundle Mall,Adelaide City Marketing has:• undertaken the annual Sidewalk Sale;• developed a regular program of

entertainment;

The Council will aim tostrengthen the contribution

of the city centre to the Stateeconomy as the central focus

for enterprise, businesssupport services, specialtyretailing, arts, culture andentertainment, education,public administration and

tourism.

The Central Market has anew face with theinstallation of a combinedlift well and clock tower.

GOAL 3. Economic Growth and Investment

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• supported many community groups’utilisation of the Mall;

• initiated and prepared a marketing plan;• commenced a regular advertising

program;• encouraged utilisation of the Mall as a

major stage for launching andpromoting City events.

Adelaide City MarketingControlling Authority

1997-98 1997-98ACTUAL BUDGET

($000) ($000)

Revenue 1,000 1,000

Less Operating Expenses 773 974

Surplus/(Deficit) 227 26

CONTROLLING AUTHORITY -CENTRAL MARKET

The main focus for Council throughoutthe financial year has been the provisionof a unique fresh produce market for thepeople of Adelaide. This can only beachieved through the efforts of stall-holders.

Extensive refurbishment works wereundertaken at the Central Market during1997/98. This has involved an upgrade toplumbing infrastructure and theconsolidation of waste management andstorage into a new facility at the GroteStreet end of the Market. This allowed formajor refurbishment of the Gouger Streetfrontage to be undertaken. Due to becompleted by September 1998, thisrefurbishment includes a new feature glasslift servicing both floors of the CentralMarket car park, new paving to theentrances and stairs, and the removal ofthe old lift structure, which has obstructedthe Eastern Roadway for many years.

Council, through the Central MarketAuthority, worked closely throughout1997/98 to control expenditure andmaximise revenue. As a result of thisprudent financial management, revenuefor the year totalled $2.012 million(exceeding the original budget by$37,000), while there were $1.270 millionin expenses. The Market provided anoperating surplus of $742,000.

Central MarketControlling Authority

1997-98 1997-98ACTUAL BUDGET

($000) ($000)

Revenue 2,012 1,975

Less Operating Expenses 1,270 1,279

Surplus/(Deficit) 742 696

ECONOMIC DEVELOPMENTSTRATEGY

Recognising the importance of economicdevelopment to the City, Council endorseda five-year Economic DevelopmentStrategy and Implementation Plan. Thestrategy is the first for the City and detailsobjectives and actions to act on thesignificant economic developmentpotential in Adelaide.

Implementation of the strategy will focuson the priority industries for the City:education; arts and tourism; informationtechnology; business services; health; andretail and will become a key policyplatform for Council.

The strategy recognises that the City has asignificant role to play in the State’soverall economic development, and thatthe injection of people and economicactivity into the City will assist the rest ofthe State reach its economic potential.

The detailed report was prepared inconsultation with more than 250stakeholders and represents a continuationof the work and strategies started byAdelaide 21. The strategy contains a strongcommitment to not only build on thiswork but to add value to the economicdevelopment initiative of the State andCommonwealth Governments.

CITY CENTRE VITAL FUND

Council took on a new economicdevelopment role during 1997/98, agreeing tohandle the management and administrationof the State Government’s $1.5 million CityCentre Vital Fund. Established in March1998, the Fund aims to stimulateeconomic growth by creating an improvedbusiness environment, and attracting andsupporting new business in the City.

The Fund provides one-off grants of up to$50,000 to help establish new andinnovative businesses relocating fromoutside the State to Adelaide, new localbusiness start-ups or expansion of existingoperations with the City.

RATE REBATES - RESIDENTIALINCENTIVES

The 1997/98 financial year saw theintroduction of a five-year rate rebatespackage for desired forms of developmentwithin the City.

The package is aimed at promoting arenewal of both residential andcommercial investment in Adelaide.

The rebate is effectively a freeze on therateable improvements on properties.During the financial year, five residentialprojects with a total of more than 170dwellings, and a student housing proposalwere granted the new incentive.

The rate rebate incentives complement theCouncil’s existing rebate for residentialratepayers, as well as other programsdesigned to increase the residentialpopulation of the City and North Adelaide.

The rate rebates apply to developmentsthat were started in 1997/98 or will beunder way in 1998/99, rolling through to2002/03. These include:

• new building or conversiondevelopments that cater for residential,visitor or student accommodation on asite with a previous commercial use;

• conversion of commercial buildings foreducational, medical or community use;

• development or conversion of acommercial site for a major visitorattraction, museum or educationalfacility;

• development for organisationscontributing to the State’s informationtechnology capacity.

The State Government Stamp Duty Rebatefor new dwellings in Adelaide has operatedfor three years and was reviewed during1997/98. In a positive step for future Cityresidential growth, the State Governmentdecided to continue the scheme.

CITY DEVELOPMENT

Council was involved in numerous majorCity development projects during the 1997/98 financial year, many of whichrepresented an exciting opportunity toenhance both the aesthetics and facilitiesof the CBD. Council’s role primarilyinvolved liaison with developers,stakeholders and government agencies,and preparation of various plans andassessments. These projects include:

Victoria Square Dine Out

During 1997/98 work progressed on thedesign and construction of Victoria SquareDine Out, a 400-seat outdoor restaurant inthe north-west quadrant of Victoria Squarethat will provide a unique dining experiencefor visitors to and residents of Adelaide.

As part of the project, Council has providedpaving, drainage, lighting, street furniture,services and landscaping.

15

The restaurant will have a stage area forlive entertainment and an array of low-volume speakers to provide ambientmusic. Computer cabling and poweroutlets have been provided, creating aflexible space which will be able to cater toa range of outdoor dining formats. Thecomplex is due to open in September 1998.

YMCA/ Hotel/Car Park Proposal

A proposal was put forward to develop theYMCA site on Flinders Street into a multi-storey YMCA, hotel and car park. Councilstaff liaised with the developers regardingtheir plans and gained in principleendorsement from Council. Work isprogressing on the development.

OPPORTUNITY SITES

During the year Council embarked on anew initiative to rid the City of blightedsites. The Opportunity Sites Initiativecomprises three components:the redevelopment or visual improvementof 32 blighted or underdeveloped sites; theidentification and facilitation of majorredevelopment opportunities; andencouragement to lease vacant office floorspace in the CBD.

As a result of this initiative, progressalready has been made on 16 of the 32identified sites. The 1997/98 financial yearsaw the commencement of constructionon two sites and the lodgment or approvalof development applications for theredevelopment of a further five sites.Improvements have been completed at asite on North Terrace and a pocket parksoon will be created on a site in KingWilliam Street.

Concept plans have been completed for thevisual improvement of an additional fivesites. The owners of two of these sites haveagreed to undertake improvements to theirland, whilst two other owners have beenapproached to allow the establishment ofcommunity gardens on their land inassociation with Urban Ecology Australia.

Feasibility studies, which were funded byCouncil, were completed for four potentialredevelopment sites, including theredevelopment of Leigh Street. In associationwith Ipoh Pty Ltd - the new owners ofLeigh Street - major improvements to thissite are scheduled for 1998/99.

A property register of 101 office buildingswith vacant floor space to let in the CBDhas been established in association withAdelaide’s major office leasing firms.

This data will be invaluable when moredemand is generated for officeaccommodation as the City Centre VitalFund comes into effect in 1998/99.

RETAIL SHOPPING HOURS

In June 1998 the three-year moratoriumon shop trading hours ended and the StateGovernment called for submissions ontrading hours prior to its formal review.

At its meeting on 23 March 1998, Councilresolved to make a formal submission tothe Shopping Hours Trade Review. Inresponse to this, Council prepared adetailed 35-page report after extensiveconsultation with stakeholders andaffected parties. The report reinforced theimportance of retailing to the economicwell-being of the City, to the communitylife of the State and to Adelaide’s appeal asa visitor destination.

In its submission, Council highlighted thefact that Sunday and late night tradingshopping in the City contributes to thecombined strategies of the StateGovernment and Council to revitalise theCity and promote South Australia and itscapital as a desirable location forinvestment and tourism.

It was also stressed that allowing regionalshopping centres to trade on Sundayswould further erode the viability of theCity’s retailing area and detract generallyfrom activity levels within the City.

Recognising the need for trading hours thatmore closely mirror the changing lifestyledemands of City and metropolitan shoppers,Council suggested that retailers should begiven the choice of the hours in which theyare allowed to trade, while maintainingthe current level of shopping hours.

Council believes any changes to shoptrading hours should be accompanied bythe drafting of a definitive policy on furtherregional centre development and expansion,as well as the formulation of retailindicators that can monitor City and Stateretailing performance to assist in futuredecision-making on shop trading hours.

WEST END URBAN RENEWAL

The West End Urban Development Strategywas adopted by Council in July 1996 torevitalise the City’s West End throughcollaboration with property owners,business and government agencies tocreate a new cultural precinct thatcombines arts, education, entertainmentand tourism industries.

Projects within the West End that havebeen completed during 1997/98, or will becompleted in the next two years, amountto more than $245 million. These include:

• EDS building - $70 million;• Radission Playford Hotel - $40 million;• Adelaide Institute of TAFE’s Centre for

Performing and Visual Arts - $26 million;• Leigh Street upgrade - $8 million;• Riverbank Precinct development around

the Festival Centre and ASER complex -$100 million;

• Capital works of $1 million per annumby Council.

Council, in conjunction with the AdelaideWest End Association, has produced sixreports as part of the West End Strategy,each of which seeks to enhance keyfundamental aspects of the precinct. Theimplementation of the recommendationsin these reports is allowing for thecoordination of the upgrade of the publicand private realm, achieving a bettertenancy mix and enhancing the touristand arts industries:

Hindley Street & Light SquareUrban Design Concept Plan

This concept plan will integrate HindleyStreet with the broader West End, whilealso refurbishing heritage icons. The reportwas adopted by Council in August 1997.

Hindley Street East Tenancy Plan

The tenancy plan has a focus on fourmarket sectors - office workers, students,artists and tourists. As a result of the plan,a Retail Street Management Agency hasbeen engaged to lease vacant space.Property owners and Council have equallycontributed funds for the Agency. The reportwas adopted by Council in August 1997.

West End Boarding and RoomingHouse Strategy

This strategy examined ways of re-housingpeople currently in short-termaccommodation and who are likely to beaffected by redevelopment proposals in theprecinct. A joint-venture rooming houseproject is under discussion with the SouthAustralian Housing Trust. The report wasadopted by Council in August 1997.

West End Tourism Business Plan

This plan highlights the tourism potentialof the precinct through the combination ofa major entertainment role with thehosting of 3000 hotel beds. Marketingpackages are now being developed tocapitalize on this potential.

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West’s Coffee Palace hasbeen extensively restored.

West End Crime Prevention Report

Addressing real and perceived crime isfundamental to the revitalisation of theWest End. Reported crime in the AdelaidePolice Division, including the HindleyStreet Collection District, is on a steadydownward trend. However, the continuedimplementation of an integrated crimeprevention initiative is essential tomaintain this trend.

Creating A Precinct for Artists

The Minister for the Arts, Ms Diana Laidlawand the Lord Mayor, Dr Jane Lomax-Smithlaunched the West End Arts Co-locationProject at the Jam Factory on 10 July 1998.

The “Creating A Precinct for Artists” reportprovides the framework to build on thealready existing arts presence that exists inthe West End and centers around the LionArts Centre, and will lead towards thecreation of a precinct for artists. TheAdelaide Institute of TAFE’s new Centre forthe Performing and Visual Arts, and theUniversity of South Australia’s Faculty of Art,Architecture and Design also are importantin the consolidation of this critical mass.

LOCAL AREA DEVELOPMENTPROGRAM

The Local Area Development Programassists communities within the City’straditional shopping, business and leisureprecincts to participate in economicdevelopment. Council’s capital worksprojects support the program, reflectingthe interests of the community andcontributing to the improvement of theseprecincts through streetscaping works.

The program recognises the benefits to theCity of coordinated business developmentstrategies, implemented by local tradersassociations. Council directly contributesto these groups’ operating costs and providesadministrative and professional support.

The City West and the Hindley StreetAssociations amalgamated during the1997/98 financial year to form theAdelaide West End Association. Thisassociation has been a significant playerin the delivery of Council’s West EndUrban Development Strategy.

Precinct groups held several successful majorevents during the year that have providedpotential economic benefits, as well ascontributing to the City’s lifestyle. TheO’Connell Street precinct held a very

The Council-led revitalisationof the West End Precinct andinvestment by major companieshas given the area a new leaseof life.

17

successful Food and Wine Affaire inWellington Square, the Hutt Street groupheld its second Great Hutt Street Race Day,and Melbourne Street combined with theAdelaide Fringe to present a buskers’competition. The Central Market precinct wasa hive of activity during Tasting Australia.

CITY PARKING

U-Park’s high-profile marketing strategywithin the City enabled it to maintain itsdominant market share of the casual,reserved and early-bird sectors of the market.

The creation of a marketing relationshipbetween U-Park and Adelaide CityMarketing has enabled U-Park tomaintain its high-profile promotionalactivities, as well as supporting some keymarketing initiatives in the City. Theseincluded: the City Cross City Card customerloyalty promotion; the Easter in the Citypromotion; and various voucher parkingschemes in conjunction with businesses inthe City, such as the Central Market andGouger Street traders.

U-Park maintained its highly effectivecustomer service activities and was able toincrease its customer satisfaction rating to94 per cent, a 3 per cent increase insatisfaction levels from 1996/97. A separateU-Park Certified Agreement was negotiatedwith employees, which will ensure greaterflexibility within the workplace, and theability to implement a more effective,customer focussed structure.

Three staff from the Department’s On-Street Parking Section were activelyinvolved in the City Faces promotion,

installed at Topham car park. While beinga far more convenient system for parkers,the chips are re-usable making them moreenvironmentally friendly and cost-effective.

TOWN HALL FUNCTION CENTRE

The financial position of the Centre hasdramatically improved over the past fiveyears and only a small financial loss wasrecorded for 1997/98, representing a 38 percent profitability improvement during thepast five years.

With more than 1,100 functions heldduring the year, the Centre again playedan important part in the cultural andcommunity life of the City, offering a widerange of events that attracted participantsand performers from South Australia,interstate and overseas.

Highlights of the year included severalAdelaide Festival concerts, lectures byinternational authors for Writers’ Week,the Olympic Journey Launch and severalhundred corporate and private events andcelebrations, including 33 weddings.

The ornate Banqueting Room proved asuccessful alternative to the larger TownHall Auditorium for a series of very wellpatronised chamber music concerts.

In February 1998 the Centre won anational Award for Excellence from theMeetings Industry Association of Australia.The award was in the Specialty Venuecategory, which recognises venues withoutaccommodation that are able to stage awide range of events “with imaginationand flair”.

undertaken in conjunction with the CityMarketing Authority and State Governmentagencies to support the various activities ofthe 1998 Adelaide Festival and Fringe. Staffinvolved provided a mobile informationservice to thousands of tourists and visitorsto the City, as well as Festival patrons.

New technology was utilised by U-Park.Computerised entry/exit equipment, whichuses electronic chips for casual parkingaccess instead of paper tickets, was

At Topham U-ParkI can always find a park,it’s very convenient andthe night rates arecheaper.Kerry Lawson, U-Park Patron

“”

Wellington Square at NorthAdelaide provided a perfecthub for the Autumn Foodand Wine Affair.

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AGENDA 21

Following the successful launch of theAgenda 21 Environmental ManagementPlan in 1996/97, the plan received anAward of Excellence from the RoyalAustralian Planning Institute (RAPI) inthe Community Planning category of itsannual awards.

Staff throughout Council have continuedto embrace the principles of Agenda 21 aspart of their daily activities. TheOperations Department, as an example,has increased its use of recycled productsin road and footpath maintenance andconstruction, reduced the number ofherbicide and pesticides used and providedfacilities for the recycling or disposal ofhazardous materials.

Council also joined the Cities for ClimateProtection program during 1997/98, aninternational local government initiativeinvolving the collection of greenhouse gasemission data and the adoption ofstrategies to combat this majorenvironmental problem.

World Environment Day 5 June 1998 alsosaw the launch of the City of AdelaideGreen Map, the first of its type in Australia.This map links all of the environmentalresources in the City and was developed inassistance with Urban Ecology Australia

and the Department of Environment,Heritage and Aboriginal Affairs.

TORRENS LAKE ALGAL BLOOM

Council closed the Torrens Lake in January1998 following an outbreak of toxic blue-green algae. The algae was able to developfollowing many days of warm, windlessconditions that are ideal for its growth. Asa result of the health risk associated withthe algae, use of the lake, includingrecreational boating, was prohibited.

The situation was monitored for severaldays and Council worked closely with theTorrens Catchment Water ManagementBoard, the SA Health Commission and theAustralian Water Quality Centre to addressthe problem. A boom was installed to try tocontain the algal bloom while it was hopedfavourable weather conditions, includingwind and rain, would assist the problem.

After being closed for 12 days, the TorrensLake was flushed with 600 megalitres ofwater from Kangaroo Creek Reservoir to ridit of the toxic algae. This move resulted in

The Council will maintain aclean and healthy Cityenvironment, controllingliquid, solid, visual andnoise pollution withinacceptable levels.It will also ensure thatdevelopment is not at thelong-term degradation ofthe environment.

GOAL 4. Environmental Quality

A comprehensive publicinformation campaign

accompanied the rehabilitationof the Torrens Lake - a major

joint venture between theCouncil, State Governmentand the Torrens CatchmentWater Management Board.

19

a significant drop in algae numbers withina day and allowed the lake to be reopened.

A comprehensive monitoring program wasconducted throughout the remainder ofthe summer. A similar program will beimplemented in summer 1998/99 toensure an equally quick and thoroughresponse should the problem reoccur.

TORRENS LAKE REHABILITATION

A $2.2 million rehabilitation of the TorrensLake was completed as a joint initiative ofCouncil, the Torrens Catchment WaterManagement Board and the Department ofthe Environment and Heritage.

Extensive consultation with thecommunity and stakeholders wasundertaken. This consultation processcommenced with a planning andfeasibility stage carried out in 1996.

In order to actively inform the communityof the dredging process, a high levelinformation campaign was held whichincluded fact sheets and lake signage.These signs which were placed around

Torrens Lake, incorporated the interestingdesigns of fish, swans and the Lake Monster.

To increase community awareness aboutthe project, the Torrens Lake dredge waspainted with the ‘Lake Monster’ and acompetition held to find a name for thiscreature. The winning entry was “Crunch‘n’ Munch”, with the winner receiving abike for their imaginative title.

The key issues that were consideredincluded: the concerns of the many usersof the lake and adjoining Park Landsduring the project; the sensitivity of thewildlife inhabitants and manicuredgardens; the inconvenience to visitors andcommercial outlets; and the monitoringand control of environmental concerns.

The Torrens Lake Rehabilitation Projectwon the 1998 South Australian Case EarthAward for its category and is now in therunning for the National Awards inNovember. These awards are presentedannually to honour the best environmentalmanagement practices in the state.

BUILDING ASSESSMENT

The new performance-based BuildingCode of Australia came into effect,providing building owners and designerswith more freedom in the development ofinnovative buildings in the City.

Staff were fully trained in the details of thenew Code, providing Council with theexpertise to deal with the new fireengineering requirements for alternativebuilding designs.

DEVELOPMENT ENFORCEMENT

Enforcement inspections were increased by30 per cent in 1997/98 to achieve greatercontrol over development work,particularly in residential areas.

Council’s private property graffiti removalprogram increased from 186 instances in1996/97 to 229 in 1997/98. The programalso was expanded to include the repaintingof buildings under the CityPride campaign.

ENVIRONMENTAL HEALTH

A greater emphasis has been placed on thedevelopment of environment and publichealth policies in conjunction with StateGovernment and other stakeholders.

The Torrens Lake isintegral to the ambienceof our City - we’verehabilitated it and givenit a fresh start - now wehave to keep it that way.Lord Mayor Jane Lomax-Smith

A cutter suction dredgeworked its way along the

Torrens Lake removingmore than 48,000 cubic

metres of sediment.

“

”

A key component of this project was thedredging of the sediment, which hadaccumulated over many years and wasimpacting on the Lake’s amenity. Due tothe location of the lake within the CBDand the sensitivity of its location, aninnovative approach was required toundertake the removal of the sediment. Atotal of 48,000 cubic metres ofaccumulated sediment was dredged,resulting in a Lake depth of two metresand the removal of unsightly mudbanks.

20

For the first time, a survey of residents inthe City was carried out to ascertain theirperceptions of the general health of theCity and the significant issues impactingon their health. This information willprove useful in identifying and developingkey environmental health strategies. Asurvey of youths in Hindley Streetregarding the use of hypodermic syringesalso was conducted. The Lord Mayor’sDrugs Advisory Committee will use thefeedback from this survey to develop anumber of drug-related strategies.

Recognising the importance ofimmunisation in creating a healthycommunity, an Immunisation Plan hasbeen adopted by Council that identifies thevarious vaccination requirements ofpeople in the City and establishes strategiesfor meeting these needs.

Participation with the police and LiquorLicensing Commission helped to facilitatethe development of a voluntary accord forlicensed premises in Hindley Street tocounteract the negative public perceptionthat the area is unsafe.

LAND CONTAMINATION RISKMANAGEMENT

A joint research project was undertaken withthe University of Adelaide during 1997/98to develop a risk management frameworkfor dealing with land contamination issuesin the City. The framework is based onrecognised international standards forEnvironmental Management Systems andwork is now proceeding on implementingthe framework throughout Council for allenvironmental issues.

A detailed investigation and audit programto determine the environmental conditionof five potential development sites wasundertaken.

WINGFIELD WASTEMANAGEMENT CENTRE

Formerly known as the Wingfield SolidWaste Landfill Depot, the Wingfield WasteManagement Centre experienced a 40 percent rise in the amount of domestic wastereceived following the closure of severallandfills sites in the northern regions.

The number of loads to Wingfieldincreased from 105,000 in 1996/97 to116,000 in the 1997/1998 financial year.

The shortage of landfills in metropolitanAdelaide is a considerable concern to local

government, which is seeking to managewaste resources responsibly. Council’sWingfield Waste Management Centre playsa major part in the local industry and anumber of resource recovery options arebeing considered to reduce the amount ofwaste or potential resources being buriedin landfill.

Around 7,000 tonnes of green waste -including pallets, packing crates, trees,shrubs and timber - was diverted fromlandfill and processed into mulch for usein rehabilitation plantings or bio-remediation.In addition, 15,000 tonnes of concrete waspulverised and recycled for use in roadconstruction and other special projects.

The Wingfield Waste Management Centreoperates in accordance with an EPAapproved Environment Improvement Plan(EIP). The EIP establishes performanceindicators and corrective action plans forthe following areas:

• Community Relations;• Development of an Environment

Management System;• Protection of Water Resources;• Landfill Gas Management;• Control of Litter, Dust, Noise, Pests;• Geotechnical Stability;• Monitoring of Weather Conditions in

Relation to Site Operation Performance;• Control of Incoming Waste;• Traffic Management.

The EIP also addresses the areas oflandscaping and post closure management.

In accordance with the Centre’s EIP, anextensive groundwater monitoringprogram has been established. In all, 43groundwater bores have been constructedin and around the site and are monitoredon a six monthly basis.

The Centre’s methane gas extractionsystem, owned and managed by EnergyDevelopments Limited, continues toproduce electricity which is fed back intoETSA Corporation’s power grid. In the1997/1998 financial year enough powerfor between 3,000 and 4,000 houses wasfed into the grid.

KESAB were engaged as independentauditors of the Centre’s litter controlprogram. They conduct audits on afortnightly basis to ensure that littercontrol measures are adequate. All areaswithin a 1.5 km radius of the site entranceare monitored and cleaned, includingroads leading in to the site.

Stage 1 of the Centre’s rehabilitationplanting program was completed with theplanting of more than 100,000 nativeplants. Stage 2 commenced in May 1998and when complete in August 1998 willinvolve the planting of an additional of30,000 native plants.

ENERGY MANAGEMENT

Detailed audits were conducted on theTown Hall, Colonel Light Centre, RundleStreet car park and Aquatic Centre toidentify potential energy cost savings.Combined savings of $145,000 a year wereidentified as a result of the audit, with animplementation cost of around $376,000.Opportunities for immediate savings of$33,000 a year - with no associatedimplementation costs - have been introduced.

The development and installation of anenergy management database in 1998/99will enable improvements in energymanagement by the recording, monitoringand reporting of energy consumption, costand greenhouse gas emissions fromCouncil-owned buildings.

The Council is committed tomaintaining and protectingthe natural environment, suchas existing wetlands.In line with this, the WingfieldWaste Management Centre hasstrict operational proceduresand extensive monitoringprograms in place.

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The Council will plan, developand coordinate the equitable

provision of community servicesfor residents and visitors to the

City; seek to ensure that personswith low incomes and special

needs have the opportunity forfull participation in City life; andsupport cultural and recreational

initiatives that enrich thecommunity life of the City.

A flag-raising ceremony atthe Town Hall was part ofCouncil’s continuing supportfor NAIDOC activities.

ABORIGINAL DEVELOPMENT

On 22 May 1998 the Lord Mayor, on behalf ofall elected Members, signed an Adelaide CityCouncil National Sorry Day Acknowledgment.Council also hosted a National Sorry DayReception on 26 May 1998.

The Lord Mayor hosted a Native Titleinformation breakfast, addressed by ATSICChairperson, Mr Gatjil Djerrkura.

A working party, comprised ofrepresentation from all major inner-city

Aboriginal community organisations, wasconvened to assist Council with Aboriginaldevelopment and reconciliation work andto provide Council with advice on keyreconciliation issues and matters ofconcern to the Aboriginal community.

A jointly-funded Aboriginal health projectwith the SA Health Commission involvedintensive consultation with Aboriginalvisitors to Victoria Square and other partsof the City, providing much needed health-related services to this group. A report

GOAL 5. Community and Cultural Vitality

outlining their health needs andrecommending necessary improvements toservice systems in the City will bepublished in 1998/99.

As in previous years, Council providedfinancial and staff support to NAIDOCactivities, hosting an Aboriginal and TorresStrait Islander Flag Raising Ceremony andReception on 6 July 1997.

CITY OF ADELAIDE LIBRARY SERVICE

The City of Adelaide Library Service continuesto be a popular Council facility withcustomers accessing the service throughthe City of Adelaide Lending Library andthe North Adelaide Public Library.The 1997/98 financial year saw a rise inthe number of library visits at bothlibraries and an increase in the amount ofstock available for loan.

The interior of the North Adelaide Libraryhas been redesigned to reflect the style of abookshop, featuring prominent displays ofvideos, bestsellers, CDs and paperbacks,together with a comfortable reading lounge.

Public Internet access, including e-mailand the World Wide Web, now is availableat both libraries. This service has provedparticularly popular with visitors to Adelaidewho use the Internet to keep in touch withfriends and family while they travel.

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The Local Government Association andDisability Action Inc presented Councilwith a Recognition Award for its role inpromoting services for the disabled.

HOMELESS AGENCIES

Council supports most key City homelessassistance agencies with grant funding ofbetween $5,000 and $40,000. To furthersupport these agencies, Council alsoprovided research, policy andadministrative support, especially to cross-sector projects such as the Multi-AgencyCommunity Housing Association and theCity Homeless Mental Health Team.

Council convenes the Inner CityAdministrators Group (ICAG), whichincludes 11 major welfare/homelessagencies in the City, encouraging them towork together for the purposes of servicecoordination, research and policydevelopment. In the past year the groupworked to address the problems homelesspeople in the City face when trying toaccess mental health services. The groupalso made a significant number ofrecommendations to the StateGovernment’s Enquiry into the Delivery ofMental Health Services.

During the year, ICAG continued tosupport the mental health team, CityHomelessness Assessment & Support Team

Popular activities including monthlybookclub meetings and children’sprograms were attended by more than2,300 children.

The Library Service experienced an increasein circulations, daily visits and enquiriesduring 1997/98. This is, in part, due to thefact that the Libraries cater more for theinterests and needs of customers. Whilecustomers have a comparatively smallcollection from which to borrow, they havetended to borrow extensively from whatcould be considered “non-traditional” stock.

Key Statistics

DESCRIPTION 1996/97 1997/98

Membership 66,651 51,727

Collection size 115,044 126,396

Circulations 723,153 736,778

Enquiries 87,977 83,952

Annual visits 484,051 518,539

SOCIAL PLANNING

Following an extensive consultationprocess Council’s first Social DevelopmentStrategy for the Corporation wasdeveloped. This strategy will guideCouncil’s social policy work and improveits capacity to assess the social impact ofits operations on the local community.

DISABILITY ACCESS

Considerable work was done on thedevelopment of a comprehensive DisabilityAccess Action Plan, involving capitalworks, building refurbishment,community services and staff training toimprove the accessibility of the City forpeople with disabilities, as well as the aged.

A copy of the draft plan was circulated to89 selected stakeholders for comment.Their responses had a significant impacton the final contents of the plan and alertedCouncil to a range of immediateimprovements that could be made to Council’sday-to-day work practices to improveaccessibility. Now completed, the planidentifies Council’s commitment to goingbeyond minimum requirements to makeAdelaide the most accessible city in Australia.

An Access Map and Directory wasdeveloped during the year for distributionto tourists and visitors to Adelaide with aphysical or sensory disability.

I come here because it’smy local library and it givesme the chance to learn moreabout the Internet.Markiam May and his Uncle Peter,North Adelaide Library Patrons

“”

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Chunky Custard was one ofthe many popular acts

featured in the Council-sponsored ‘MusicalSquares’ program.

(CHAST), while Council provided supportto the Welfare Rights Centre to evaluatethe impact on City dwellers of changes toCommonwealth Government incomesecurity legislation and policies.

ARTS AND CULTURALDEVELOPMENT

City Arts Strategy

A comprehensive City Arts Strategy, endorsedby Council in May 1998, outlines the roleof Council in the arts, the principles thatshould underpin its efforts and outlines anagenda of practical action. The strategyprovides future direction in key areas ofCouncil’s work in the arts, including:festivals and major events; expression oflocal creativity; arts industry development,partnerships and collaborations; andmarketing and promotions.

Cultural Development Program

As well as providing extensive grants tomajor arts organisations and events,Council also seeks to provide culturalopportunities for communities withlimited access to mainstream arts.In 1997/98 there was a particularemphasis on arts for young people, peoplewith a disability, multiculturalcommunities and people disadvantaged bylow income. These events included:

• the Sickfest weekly youth musicinitiative for inner-city youth and youngand emerging artists;

• a didgeridoo vigil in Victoria Square tocommemorate National Sorry Dayactivities;

• establishment of a Poster Park to providelocal artists with an area for legallyadvertising their activities at no cost;

• lantern making workshops for youngpeople to participate in the High Beamarts and disability festival;

• design and development of acommunity mural for a daycare centre;

• a National Aboriginal Dance Conferencegala performance in Rymill Park;

• High Beam arts and disability festival.

Arts grants program

Arts and Culture Quick Response Grantswere allocated to individuals andorganisations throughout 1997/98 forprojects that arose at short notice. Priorityprojects include those that reflect acommitment to community participation,projects or activities that creatively transformand enliven City spaces or increaseopportunities for artists to reach Cityaudiences. The $31,000 grant fund supportedmore than 26 arts and cultural projects.

On the Streets

The On the Streets performance programwas developed to provide new opportunitiesfor arts and cultural groups, and studentsto present arts experiences to City visitors.A combination of traditional street theatre,student works, celebratory events andexperimental activities were presentedthroughout the City and Park Lands.Performances and commissions supportedby this $50,000 strategic initiative included:

• traditional small-scale street theatreand processional events presented bylocal theatre groups;

• works by performing arts students;• a 10-day program of works performed

by people with a disability during theinaugural High Beam Festival andLighting the Way procession;

• the commissioning of individual artistsand small collectives to incorporateelements of new technologies into high-tech performances as well as small-scalecommissions.

Public Art

The distinctive character of the City wasdeveloped and enhanced through theplacement of public artworks. Theseincluded a mosaic bench on Rundle Street,establishment of the poster park on

Hindley Street, bike racks at variouslocations and the updating of the “WhenI’m 64" mural on Frome Road.

Musical Squares

Beginning in Summer, City visitors andworkers were treated to a wide range ofmusical acts as Adelaide’s public squaresbecame lunchtime entertainment venues.

Bands such as Chunky Custard, Fruit, theKym Purling Trio and the Borderers,provided free entertainment to passers-by.

This program, part of the Council’scontinuing commitment to City’s culturalcommunity, was also a showcase for up-and-coming local musicians.

COMMUNITY GRANTS

Council has the largest community grantsprogram of any local governmentorganisation in the State. During the1997/98 financial year, Council allocated atotal of $766,309 to more than 100 Cityorganisations. This included:

• $506,373 for community assistanceprojects;

• $134,370 for performing arts andculture projects;

• $506,373 for recreation and tourismprojects;

• $91,360 for subsidised properties in theCity, mainly for homeless and child-care agencies.

Community service grants ranged from$500 to $81,000 and this funding assistedin the development and maintenance ofhigh-quality, innovative programs toenable residents and visitors - especiallythose on low incomes, the homeless andpersons with disabilities - to fullyparticipate in City life. City schools alsoreceived grants. A strict assessment andmonitoring process ensures that projectswhich are most beneficial to the Citycommunity receive priority funding.

Performing arts and culture, as well asrecreation and tourism grants, areprovided to enhance City vitality as thisfunding encourages the Adelaidecommunity and visitors to enjoy thediverse cultural events the City has to offer.Funded activities and events reflect acommitment to increasing opportunitiesfor participation and access for families,people with a disability, young people orthose disadvantaged by low income.24

Street art in keeping withthe cafe culture of GougerStreet has been installed. 25

NEIGHBOURHOOD DEVELOPMENT

Major restoration and renovation of theNorth Adelaide Institute was completedduring 1997/98 to ensure the building’ssuitability for community use. A major grantwas made available to the North AdelaideCommunity Centre Management Committee,made up of North Adelaide residents, andCouncil has worked with the group toestablish a first-class community centre.

HOME AND COMMUNITY CARESERVICES

Isolated City residents are supported intheir home by the Friendly VisitingProgram, supported by Coglin StreetCommunity Centre staff and volunteers,who visit elderly residents to providecompany and assist in small tasks aroundthe house.

The Lunch Club, a joint project betweenCouncil and the Helping Hand Centre,continued to provide respite and socialopportunities once a week for residents oflocal rest homes.

CRIME PREVENTION

Council developed comprehensivedocumentation of current crimeprevention strategies, research and crimestatistics for the West End precinct ofAdelaide during 1997/98. A report based onthis has been endorsed by the West EndStrategic Task Force and provides guidanceto Council, the State Government, policeand traders for future collaboration oncrime prevention. This “West End CrimePrevention” report was released in June 1998.

The closed circuit television system, whichmonitors key sites within the City, has beenevaluated to assess the system’s capacity tomeet crime prevention, community safetyand enhanced policing response objectives.The evaluation - being jointly conductedby Council, police and the Hindley StreetAction Project - provides a basis fordecisions on the future application of thesystem in Adelaide.

Navigator Project

The Navigator project is an ongoing crimeprevention program that provides access topublic transport for travel to a safe place.The project targets young people identifiedto be at risk by remaining in the City andthis unique program has been recognisedas producing excellent outcomes for youngpeople stranded in the City.

Police/Youth Protocol

Facilitated by Council, youth servicesagencies and police in the City developed aprotocol to ensure continuing best practicein inter-agency collaboration. Theprotocol, a first in Australia, is a keyachievement in youth crime prevention.

Bicycle Theft Strategy

The implementation of Council’s BicycleTheft Strategy has led to the constructionof a safe bicycle parking facility in theCentral Market, while bicycle lockers havebeen introduced at U-Park car parks on atrial basis.

YOUTH DEVELOPMENT

Initiatives by Council during 1997/98 toencourage positive participation by youngpeople in the City included:

• SAYNXPRESS Radio Program. Thissuccessful program, now in its thirdyear, provides young people with theopportunity to host their own radioshow, which includes youth serviceinformation, opinion polls, informationon employment opportunities andupcoming events. SAYNXPRESS goes toair every Friday from 7.30pm to 8.30pmon Radio 5UV.

• CD Project. More than 50 young peoplefrom a wide range of culturalbackgrounds have participated in songwriting and music productionworkshops to produce a compact disc,Reality in a D’verse City. This innovativeyouth reconciliation project has beennominated for a national localgovernment award.

• Youth Week Banner Project. More than100 young people created 12 colourfulbanners that showcased young people’sactivities, issues and local talent in theCity. The banners were exhibited inRundle Mall during Youth Week inSeptember 1997 and also can be seen inthe Council-produced Youthful Dates1998 calendar.

• Fast Track pop-up map. For youngpeople who need help in the City,Council has produced the secondedition of the popular Fast Track pop-upmap. It provides details of more than 40services in an easy-to-use guide.

• Multi-cultural music and dance. InOctober 1997, more than 200 youngpeople attended Culture Station, amulticultural music and danceperformance shop organised by Councilto showcase young people’s talents andpromote reconciliation.

• Youth Skate Park. Council secured amajor grant from the Department ofSport and Recreation to match its ownfinancial contribution toward theestablishment of a comprehensive skatefacility of international competitionstandard. This is due to open late in 1998.

PARK LANDS

Historically, the Park Lands and Squaresare important and form a significant partof Adelaide and its identity. ColonelWilliam Light dedicated the Park Lands“to the healthful recreation of theinhabitants of the city”.

During 1997/98 work began on thepreparation of a comprehensive ParkLands Management Strategy that willunderpin future decisions regarding thisunique asset. The study, whichincorporates an extensive consultativeapproach, is progressing in two stages.The first stage - Situation Appraisal, Issues& Direction - which began in November1997, will be completed in August 1998.The second stage - Strategies, Actions &Implementation Program - will be carriedout from September 1998 to April 1999.

The management plan will address thecultural, historic, environmental,economic, social, land use, physical designand operational aspects of the Park Lands.It also will determine how the Park Landsidentify and support Adelaide as the capitalof South Australia, and as the leisure,recreational and cultural hub of theAdelaide metropolitan area.

ALCOHOL MANAGEMENT PLAN

Council initiated the development a City-wide Alcohol Management Plan during the1997/98 financial year to address the issueof alcohol abuse in the community.In developing the plan, Council hasrecognised that alcohol abuse occurs inmany parts of the City and that there is anurgent need to develop principles andpolicies on how to manage the cause andeffects of alcohol abuse.

PUBLIC COMMUNICATION ANDCONSULTATION PROJECT

The Council is committed to improvingthe way it communicates and consults.In line with this, Council endorsed aproject brief in April 1998 and establishedthe Public Communication andConsultation Committee.

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The project’s goal is: “To establish broadagreement on a ‘communications andconsultation charter’ and a model thatdescribes approaches for different contexts(based on best practice principles)”.

Background work was initiated on theproject in June. This involved focus groupswith those who have an interest in theCouncil’s approach to communicationand consultation and also a best practicereview.

Early next financial year a draft Charterand Model will be developed. There will bea process of extensive public consultationon these drafts prior to their considerationby Council.

CONTROLLING AUTHORITY -ADELAIDE AQUATIC CENTRE

The Adelaide Aquatic Centre is a publicaquatic facility owned and operated byCouncil. The Centre caters for a wide varietyof users and provides a venue for regionaland State aquatic activities. Over 800,000people visited the Centre in 1997/98.

The upgraded dive tower isthe focal point of theAdelaide Aquatic Centreinterior refurbishment.

A $1.2 million upgrade of the Centre wasapproved by Council during 1997/98,enabling high-priority risk managementissues identified in a recent building audit tobe addressed. These improvements included:

• the installation of two, 14-personconcrete spas;

• upgraded dive tower access;• refurbishment of the front foyer ceiling;• upgrades to plant pipework;• repainting of the external roof.

The implementation of an ultra-violetdisinfection system in the leisure and spapools, and the installation of automaticdosing equipment into all pools and spasalso allowed the Centre to produce waterquality of a high standard that meets alllegislative requirements.

During the year Council endorsed, inprinciple, the need for a $24 million majorupgrade of the Centre, encompassing sixpackages of works. Council is now seekingState Government support to carry out theupgrade in recognition of the important rolethe Centre plays in State aquatic activities.

The Centre again hosted high-profile aquaticevents at a State and national level including:

• the National League Water Polo Series;• the National Age Swimming Championships;• the National Tip Top Training Camp;• the National League Swimming Series.

Centre Usage

DESCRIPTION 1996/97 1997-98

Adult Memberships 34,942 30,957

Student/ConcessionMemberships 58,168 59,217

Gym Visit Passes 102,130 na

Multi-Visit Passes na 115,174

Casual Adults 147,001 110,817

Casual Student/Concession 157,843 140,542

Casual Family 47,876 41,884

Casual Gym 9,904 8,318

Visitors with Passes 10,953 9,196

Swim School Lessons/Private Lessons 40,142 38,956

Education Department 45,660 38,074

Birthday Parties/Tours 2,479 1,508

Carnivals/Special Events 64,962 63,700

Other Visitors 183,616 169,830

TOTAL 905,676 828,173

Adelaide Aquatic CentreControlling Authority

1997-98 1997-98ACTUAL BUDGET

($000) ($000)

Revenue 2,399 2,596

Less Operating Expenses 2,649 2,576

Surplus/(Deficit)Before Depreciation (250) 20

Less Depreciation 587 571

Surplus/(Deficit) (837) (551)

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The Council will enhance thestreets, public spaces and ParkLands of the City; seek buildingdevelopment that reinforces thedistinctive character and appeal

of the City; support conservationof its unique built heritage, andseek to provide ease and safety

of access and movement.

Inner City living has beenboosted through Councilsupport for residentialprojects like Franklin Central.

Innovative solar lighting hasbeen trialled around the City.

DEVELOPMENT PLAN REVIEW

A review of the Adelaide City DevelopmentPlan commenced during 1997/98 toensure its continued relevance to changingeconomic, social and environmentaltrends. The review responds to issues raisedduring initial consultation withcommunity and business groups and tothe findings of the Adelaide 21 City CentreStrategy, as well as a range of Council’smajor strategic planning studies.

Proposed changes aim to:

• promote economic activity, communitylife and cultural vitality consistent withthe Adelaide 21 City Centre Strategy;

• assist in giving effect to Council’sEnvironmental Management Plan -Local Agenda 21;

• provide protection and increasedamenity to the residential district;

• ensure greater consistency with the StateDevelopment Plan;

• provide a clear and easy-to-readDevelopment Plan.

Government agencies have been consultedon the initial draft of the revised plan thatwill proceed to full public consultation in1998/99.

HERITAGE

The preservation of the City’s heritagecontinues to be integral to themaintenance of Adelaide’s character.Testimony to this was the Civic Trust’spresentation of an award to Council on the10th anniversary of the inception of theHeritage Incentives Scheme. The awardwas in recognition of the high regard inwhich Council’s initiative is held by thecommunity, as well as the manyprominent heritage projects that Councilhas financially supported.

As part of the statutory review of the City ofAdelaide Plan during 1997/98, theHeritage Incentives Scheme was expanded.

During the 1997/98 financial year anumber of significant projects werecompleted and planning for furtherprojects commenced. These included:

• redevelopment of the former GeorgeStreet Sawmill into six luxurytownhouses. Council provided initialfunding assistance to exploreredevelopment options, as well as afurther $34,539 towards the cost ofmasonry and other repairs;

GOAL 6. Urban Design, Development, Heritage & Access

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• upgrading of the former St Mary’sDominican Convent in Franklin Street;

• repairs to the structurally-distressedspire of St Dominic’s Priory College inNorth Adelaide;

• repairs to other heritage buildings,including the Bray House wall frontingHutt Street, a balcony on the NewmarketHotel, a verandah and balcony on theOld Lion Hotel, paint removal andmasonry repairs to two houses inHalifax Street, and the repainting of theAdelaide Arcade.

Thorough planning is crucial to thesuccess of any proposed conservation work.Of particular note during 1997/98 wasCouncil’s contribution to the coordinationof conservation planning anddocumentation of all properties on LeighStreet. Conservation documentation hasbeen completed for Bray House in HuttStreet, the exterior of the ANZ bankbuilding on the corner of Currie and KingWilliam Streets, and the nationallysignificant former MLC building inVictoria Square. Fire upgrading worksrecommended for the MLC building arebeing implemented with a $120,000funding contribution by Council.

Prominent Local Heritage listed propertiesalso have benefited from Council’s fundingassistance. This work included upgradingof the Crown and Anchor Hotel’s balconyin Grenfell Street and stabilisation andreuse of a two-storey former shop inRegent Street. Considerable assistance wasprovided towards the cost of externalconservation work to the former SouthernFarmers building on the corner ofBentham and Franklin Streets, now knownas Franklin Central.

TRAFFIC MANAGEMENT STRATEGY

The Corporation is developing andimplementing strategies dealing with themovement of vehicles, pedestrians andbicycles throughout our City.

Sound traffic management is vital to thesuccess and viability of any capital city.During 1997/98, significant advances weremade in the development of Council’sTraffic Management Strategy.

Council endorsed Stage 1 of the strategy inJanuary 1998 following extensivecommunity consultation, providing acomprehensive framework for managingCity transport issues. Strategy objectives

include improved pedestrian safety,reduced speed zoning in residential streets,greening the City and improving thedesign and lighting of streets. Stage 2 wasdeveloped during the past 12 months andwill be considered by Council in the 1998/99 financial year.

STRATEGIC BICYCLE PLAN

The City of Adelaide Strategic Bicycle Planwas adopted by Council in 1995. The Planproposed a five year program of works andinitiatives, to increase the use of bicycles,improve the safety and comfort of cyclistsin the City.

In 1997/1998 a number of projects fromthe five-year program were successfullycompleted. These included:

• the completion of a bicycle/pedestrianpath in the west Park Lands: and

• the construction of several bicycle/pedestrian paths in the north Park Lands.

STREET AND PARK FURNITURE

The 1997/98 financial year saw thecreation and early installation of a uniquesuite of street furniture that soon will

become major features of the City’s streets.A reference group of elected Members andCouncil staff worked with consultants indesigning the furniture.

Once completed, this range will include abench seat, drinking fountain (providingfiltered water), cigarette bin, tree guard,removable bollard, planter boxes, ParkLands gate, power/utility outlet bollard andpedestrian crossing button support post.

Adding to the inner-cityatmosphere, the Council has

been involved in theredevelopment of various

residential street scapes. Onesuch project was the conversion

of the George Street Sawmillinto luxury townhouses.

I love the atmosphere andthe convenience - I’m just astep away from restaurantsand entertainment venues.Glen Gully, North Adelaide Resident

“”

The design of the furniture reflects thecharacter of Adelaide and meets thefunctional and amenity requirements ofresidents and visitors. Simple and elegantin form, the furniture has been manufacturedusing robust, quality materials. It is hopedthe street furniture will become Adelaideicons and easily identifiable with the City.

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NEW RESIDENTIAL DEVELOPMENTS

During the year substantial progress wasmade on several key residentialdevelopments, providing a further influxof people wishing to make their home inthe City. The larger developmentscompleted include: the Angas RegentApartments, launched in December by thePremier; the Magarey Apartments atGarden East; and The Vines Apartments inNorth Adelaide.

Changes in City housing stock andresident population continue a growthtrend. Between 1991-98 the number ofprivate dwellings increased by 701, whilethe resident population increased by 1,509or 13 per cent.

The level of dwelling completions varyannually, with the average beingapproximately 120 per year since 1990.Completions for 1997 were lower thanaverage at 92 dwellings, while 1998 isexpected to record some 250 additionaldwellings.

HALIFAX STREET SITE

Facilitating the residential development ofCouncil landholdings is a key focus andreal progress was made on the rehabilitationof the former Halifax Street depot siteduring 1997/98. The former Council Depotwas closed by Council in 1992 to makeway for residential development. At almost2.2 hectares, the site covers nearly a wholeblock, and is thought to be the largestresidential development opportunity of itstype in Australia.

A major task has been to managecontamination from past site activities.A comprehensive environmentalassessment was completed during the yearand remediation work is due to commencein October 1998.

This project is of strategic importance to theCity, particularly for the future prosperityof the City South precinct. Council’sprimary aim for the site is to optimise thepotential for an innovative, environmentally-sustainable development consistent withthe City of Adelaide Plan, that will:

• substantially increase the residentpopulation;

• increase business activity and communityfacilities in the City South precinct;

• act as a showcase project at aninternational level.

GOAL 7. City Living

The Council will enhance thequality of residential precinctswithin the City, encourage an

increasing component ofresidential and visitor

accommodation within thecity centre, promote the

lifestyle opportunities for“city living” and facilitateprojects to meet specific

accommodation needs.

The number of residents hasincreased in line with thegrowth of a range of Cityaccommodation options.

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LOW INCOME HOUSING PROJECTS

During the 1997/98 financial year a reviewof housing needs was undertaken. This isthe third such review, previous studies wereconducted in 1988 and 1993. Therecommendations from this project willguide Council’s future decisions onhousing policy and programs.

Frail Aged Housing Project

Council undertook a joint venture todevelop a 16-dwelling community housingproject off Frome Street, designed to meetthe needs of City residents who are frailaged and formerly homeless. Councilcontributed a valuable site and otherresources and was instrumental inbringing together the various housing andsupport providers. The project is due forcompletion early in 1999.

Stanford Court Housing Project

This collaborative project was initiated tohouse disadvantaged students andmembers of a wheelchair users housingassociation, with Council providing thedevelopment site and other valuableassistance. This project demonstrates howwell housing developments can beestablished for low income tenants withspecific needs.

Other Housing Projects

Council made major financial and in-kindcontributions to two other housing projectsin 1997/98. These included the Pirie StreetRed Shield Housing Associationdevelopment for low-income families andsingle men. Containing 25 units, this isthe largest community housingdevelopment in South Australia. Assistancealso was provided with the 293 MorphettStreet development that combinesprotection for a key heritage building withthe provision of housing for homeless andlow-income tenants.

Joint Rooming HouseFeasibility Study

Council is jointly funding and managinga feasibility project with the SouthAustralian Housing Trust (SAHT) torespond to the ongoing demand forrooming house accommodation in theinner-city. This study will provide anoutline of options for specific projects andidentify the needs of particular groups, aswell as linkages with appropriate ancillaryservices for residents.

I live in the heart ofthe City, but on weekendsit’s more peaceful than thesuburbs, with only thesounds of birds and thechiming of cathedral bells.Mark Williams, City Resident

Innovation and diversity isat home in the city as

represented by the MerzHousing Cooperative

development.

“

”RESIDENTIAL PROJECT AWARDS

City residential projects have attractednumerous awards in recent years andthese achievements continued in 1997/98.

The Adelaide Prize for excellence in thefield of architecture was awarded to thearchitect of an innovative low-costhousing project. Dieter Sczesny receivedthe Adelaide Prize for his design of theMerz Housing Cooperative that comprises18 three-storey, high-density, low-cost townhouses for the disadvantaged. The AdelaidePrize was awarded to Dieter in recognitionof the outstanding design and engineeringelements, and positive contribution theproject provides to public space.

Another City development was recognisedat these awards, with architect PaulGillett’s two-storey Carrington Streetterrace house receiving a Commendation

in the Residential Category, and an Awardof Merit in the Art and Architecture Category.

Also during 1997/98, the Garden Eastdevelopment was named Adelaide’s besturban redevelopment by judges of theUrban Development Institute of Australia.

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GOAL 8. Asset Management

CAPITAL WORKS

The 1997/98 financial year saw a newrecord of expenditure on urbaninfrastructure capital work.The expenditure of $13 million during theyear included the following major projects:

• the paving of footpaths in the firstsection of King William Street usingMintaro slate pavers at a cost of$500,000. Paving of the King WilliamStreet footpaths between North Terraceand Victoria Square will continue instages. Completion is anticipated withinthe next three years;

• significant work on the restoration ofthe heritage listed Albert Bridge acrossthe Torrens. This project will continueinto 1998/99;

• construction of two new pedestrianbridges providing access to the RymillPark island at a total cost of $160,000;

• $1.1 million on the reconstruction ofPort Road to provide an appropriateentry into the City from the north-west;

• the streetscaping of Marion Street, GoverPlace and Mackinnon Parade at a totalcost of $540,000.

In total, 140 individual capital projectswere undertaken in 1997/98, ranging fromroad resurfacing works and footpathpaving to new bridge construction and

playground improvements. As a result ofthis expenditure, the City’s publicinfrastructure is being improved to betterservice the needs of the community.

ASSET MANAGEMENT

Through the assets of the Council, anarray of services are provided to thecommunity. It is Council policy that themanagement of these assets must considerthe sustainability of the built and naturalenvironment, while ensuring cost effectivedelivery of services.

A computer-based corporate assetmanagement system was implementedduring 1996/97 to better manage Council’s$800 million asset portfolio. Following onfrom this, 1997/98 saw considerable workbeing carried out on the introduction ofnew practices associated with the system toensure Council makes full use of itspotential.

During 1997/98, Total Asset ManagementPlans (TAMPs) were prepared for most ofCouncil’s asset groups. These plans provideboth short-term and long-term forecastsfor the operation, maintenance andcapital expenditure requirements for allassets. These estimates have beendetermined based on the need to fulfildefined service standards.

The plans also provide generalinformation about the City’s assets as wellas significant issues associated with theirmanagement. The plans will be producedannually and, as Council’s systems andpractices improve, the level ofsophistication and confidence in the assetprograms and forecasts also will improve.

For City residents,the Park Lands are theirbackyard - the Rymill ParkKiosk is a much-lovedelement which makes themeven more appealing.Arni Rossis, Rymill ParkKiosk Operator

“

”

The Council will optimise theprovision, management and

disposal of assets at the leastwhole-of-life costs so that the

service delivery strategiesthat they support meet their

defined levels of service.

The million-dollarrestoration of the historicAlbert Bridge representsCouncil’s commitment tomaintaining and enhancingthe City’s heritage.

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THE CORPORATION OFTHE CITY OF ADELAIDE

GPO BOX 2252, ADELAIDE SA 5001

TELEPHONE (08) 8203 7777

FACSIMILE (08) 8203 7575

EMAIL city@adelaide.sa.gov.au

WEB SITE http://www.adelaide.sa.gov.au