COUNCIL PLAN The plan for the next four years ... - City of Playford

ContentsTHE NEXT FOUR YEARS ......................................................................................................................... 1EXECUTIVE SUMMARY .......................................................................................................................... 3STRATEGIC PLANNING ARCHITECTURE ......................................................................................... 5SERVICE REVIEW..................................................................................................................................... 6COMMUNITY ENGAGEMENT................................................................................................................ 6LONG TERM FINANCIAL PLAN ............................................................................................................ 7INFRASTRUCTURE AND ASSET MANAGEMENT PLANS (IAMPS)............................................... 7CORPORATE GOVERNANCE COMMITTEE....................................................................................... 8GOAL COMMITTEES................................................................................................................................ 9COMMUNITY WELLBEING GOAL CHAPTER ................................................................................. 10GOAL AND OBJECTIVES............................................................................................................................. 10COUNCIL PRIORITIES & KEY ACTIVITIES .................................................................................................. 10SHORT TERM INITIATIVES ......................................................................................................................... 20LONG TERM INITIATIVES VIA CAPITAL WORKS......................................................................................... 21LONG TERM INITIATIVES - ONGOING SERVICES ........................................................................................ 23ANNUAL STATEMENT PERFORMANCE MEASURES..................................................................................... 24ECONOMIC PROSPERITY GOAL CHAPTER.................................................................................... 26GOAL AND OBJECTIVES............................................................................................................................. 26COUNCIL PRIORITIES & KEY ACTIVITIES .................................................................................................. 26SHORT TERM INITIATIVES ......................................................................................................................... 35LONG TERM INITIATIVES VIA CAPITAL WORKS......................................................................................... 36LONG TERM INITIATIVES - ONGOING SERVICES ........................................................................................ 38ANNUAL STATEMENT PERFORMANCE MEASURES..................................................................................... 39ENVIRONMENTAL CARE GOAL CHAPTER..................................................................................... 40GOAL AND OBJECTIVES............................................................................................................................. 40COUNCIL PRIORITIES & KEY ACTIVITIES .................................................................................................. 40SHORT TERM INITIATIVES ......................................................................................................................... 49LONG TERM INITIATIVES VIA CAPITAL WORKS......................................................................................... 50LONG TERM INITIATIVES - ONGOING SERVICES ........................................................................................ 51ANNUAL STATEMENT PERFORMANCE MEASURES..................................................................................... 52ORGANISATIONAL EXCELLENCE GOAL CHAPTER.................................................................... 53GOAL AND OBJECTIVES............................................................................................................................. 53COUNCIL PRIORITIES & KEY ACTIVITIES .................................................................................................. 53SHORT TERM INITIATIVES ......................................................................................................................... 62LONG TERM INITIATIVES VIA CAPITAL WORKS......................................................................................... 63LONG TERM INITIATIVES - ONGOING SERVICES ........................................................................................ 65ANNUAL STATEMENT PERFORMANCE MEASURES..................................................................................... 66ANNUAL BUDGET 2009/10 ..................................................................................................................... 68ANNUAL BUDGET CONTEXT...................................................................................................................... 69LINKS TO THE LONG TERM FINANCIAL PLAN............................................................................................ 69SHORT TERM INITIATIVES ......................................................................................................................... 72LONG TERM INITIATIVES........................................................................................................................... 73PLAYFORD ALIVE...................................................................................................................................... 73WHAT DOES THIS MEAN FOR RATES .......................................................................................................... 74ANALYSIS OF INCOME STATEMENT ........................................................................................................... 80LOANS AND FINANCE LEASES ................................................................................................................... 86RATING SUMMARY ............................................................................................................................. 89RATING POLICY STATEMENT 2009/2010.......................................................................................... 94Council Plan 2009/10 – 2012/13 2 21/07/2009

THE NEXT FOUR YEARSThe next four years are very difficult to predict. We will either emerge from the global financialcrisis or continue in a period of recession or depression. The Federal Government hasalready indicated that it will be in budget deficit for six years.On the positive side this has provided a unique opportunity to improve communityinfrastructure as a result of unprecedented investment by the Federal and State Governmentsas they attempt to maintain and stimulate business and employment.The recently released draft Plan for Greater Adelaide will shape how our City develops overthe next 30 years. In response the Council will develop its position on what our City shouldlook like when it is fully developed. In all probability it will provide for quite significantexpansion of our townships which will require comprehensive master planning of theseexpanded urban communities. It will also require significant investment in communityinfrastructure over the next 15 years.While significant parts of the urban area have been recently master planned to accommodatean extra 30,000 people, many of the older suburbs require significant redevelopment. Thisprovides an opportunity to put an innovative proposal to the Federal and State Governmentson how this might happen.Even with the economy slowing we will continue to experience significant urban growth withPlayford Alive, Blakes Crossing and the proposed Buckland Park development. It isanticipated that over the next four years our population will increase by 6,000 people.The next Council elections will be held in November 2010. The review of our electoralarrangements (known as the community representative review) is nearing completion. We willover the next 18 months promote the value of running for office and of people exercising theirright to vote. Following the election we need to provide a comprehensive induction process fornew Elected Members.The Emission Trading Scheme being proposed by the Federal Government will in allprobability be introduced during the life of the plan. We need to prepare for the direct andindirect impact of this. Regardless of the statutory imposition, we should be minimising theimpact of our operations on the environment.Over the last 12 months we have scrutinised our services to ensure we are providing the rightmix to the community at a cost the community is willing to pay, and in a manner that can besustained for future generations. While the first major decisions will be made over the next sixmonths this will be an ongoing process over the next four years.Our property taxation (rates) system has been under review for some time, however, the next12 months will see us decide if it needs to change and, if so, how it would be phased in tominimise the impact.The ensuing four years will see us prepare for our next phase of improving efficiency, but toachieve this we must invest in it.Our volunteer numbers have increased from about 200 five years ago to over 500 now. Ourkey challenge will be to better integrate our volunteers and employees.It is proposed during the period to transition our workplace to something that more resemblesa community so that our employees have a greater say on how it is run. Consequently ouremployees will be both citizens and workers.Council Plan 2009/10 – 2012/13 1 21/07/2009

In developing this plan, a joint planning process was fostered between elected members andCouncil staff. This has been the catalyst for cultural change within the organisation,particularly around how elected members and staff relate and work together. It hasencouraged cooperation and partnership which has increased the organisation’s confidence inachieving outcomes for maximum community benefit.The engagement of our community early in the preparation of the next Council Plan is a keypriority as is the general engagement of our community over the next four years.Martin LindsellMAYORTim JacksonCHIEF EXECUTIVE OFFICERCouncil Plan 2009/10 – 2012/13 2 21/07/2009

EXECUTIVE SUMMARYWhat is the Council Plan?The Council Plan is Council’s primary strategic management plan, articulating Council’spriorities over the next four years. An Annual Business Plan and Budget is contained within,which identifies the key funded activities to be implemented in the first year of the Plan, andhow they will be funded.The Council Plan paves the way forward for the organisation, providing a strategic frameworkfor dealing with our four goals of community wellbeing, economic prosperity, environmentalcare and organisational excellence.What does it say?This Council Plan is a good news story. In a time of economic uncertainty across the world,our debt is manageable. We’re maintaining existing service levels, delivering a significantcapital works program by local government standards and introducing around $630,000 worthof new or enhanced services that the Council has deemed essential for moving forward.Council continues to work in partnership with government agencies, community serviceorganisations, education and the private sector to develop and deliver relevant services andprograms and drive policy change.We are strongly focused on the delivery of health and wellbeing initiatives across ourcommunity. Recognising the important role sport and recreation play in healthy communities,Council is increasing its focus on recreation and developing a strategy to ensure we aremeeting community needs in this area. With the new Aquadome and other recreationalfacilities being upgraded, we seek to ensure that our facilities deliver agreed communityoutcomes.With all the planned urban growth, Council must strongly position itself as a key partner andadvocate, ensuring the best outcomes for our community. We will continue to maintain astrategic overview of key developments and work with the Land Management Corporation andprivate developers to ensure that training opportunities provided to our community, lead toemployment outcomes.Our investment in open space is significant, requiring smart and sustainable management.We are implementing the open space strategy and framework which will support broaderplanning and decision making and drive maintenance schedules. Water or the lack there of,is a significant concern for Council and while the Waterproofing Playford Project will captureenough water to keep our parks and open spaces green, the sustainable development andmaintenance of our open space, including verges, is a priority. We are also implementing anumber of key initiatives to drive the organisation’s response to climate change.We will continue to work together with the community to plan our communities moving forward.We will work with the townships to determine their vision for how their community will look intothe future. In 2009, we are embarking upon an exciting program whereby community andother stakeholders are engaged early in developing the next Council Plan, helping Councilreview its priorities and assist with setting performance measures.Council Plan 2009/10 – 2012/13 3 21/07/2009

Council is making a significant investment in building a sustainable and green community,where active, healthy citizens, are engaged in learning and are serviced by civil infrastructureand community facilities that meet their needs in their work and personal lives.All of this is underpinned by our strong commitment to service sustainability and prudentfinancial management.What is it costing?Council is budgeting to deliver a total of $89.3 million in services to the Playford communityduring the 2009/10 financial year; includinga) $58.8 million to ensure existing services are maintained at current service levels;b) $0.6m in short term operating initiatives to provide key strategic services to thecommunity; andc) $29.9 million in delivering services through long term initiatives.The 2009/10 annual budget shows an improvement to Council’s Operating Result from a $0.5million Operating Deficit forecast for 2008/09 to a budgeted Operating Surplus of $0.3 millionin 2009/10.Council’s income from rates will increase by $3.2 million (9.0%), from $36.7 million in 2008/09to $39.9 million in 2009/10. This increase is as a result of a rate increase for the averageresidential ratepayer of 5.8%, growth from new properties and additional income fromCouncil’s rating agreement.Loans will increase by $11.4 million (to $54.1 million) in line with our Long Term FinancialPlan, however less than five cents in every dollar of income goes to pay interest on theseloans.How do we know if we’re doing a good job?To help us reflect on our performance, a set of annual statement measures have beendeveloped for this Plan which relate to each of our Council Plan priorities. Progress, projectedand actual results will be reported quarterly through our organisational performance report.These reports will also detail significant achievements during each quarter.As part of this Council Plan, we will review our organisational performance measurementframework. This review will produce key performance measures for each of our services,performance objectives for all staff and a set of strategic measures to be captured in theannual statement.Council Plan 2009/10 – 2012/13 4 21/07/2009

STRATEGIC PLANNING ARCHITECTURECouncil Plan 2009/10 – 2012/13 5 21/07/2009

SERVICE REVIEWA service review undertakes a process of assessment and review to determine the service mixthat Council should be providing to the community. Whilst the Long Term Financial Planquantifies the total amount of funds that Council needs to reach financial sustainability, theService Review process ensures the mix of services achieves the Council’s strategicobjectives.When reviewing Council’s service mix, consideration is given to Council’s role in funding anddelivery, whether it is within Council’s core responsibility and expertise and what the mosteffective use of available funds is. Council needs to ensure that its capacity to provide coreservices to the community is not eroded through ongoing pressure to allocate its limitedresources to pick up the service gaps sometimes left by the state and federal governments.To date the Council has identified and quantified the current services provided andcategorised these in terms of the strategic objectives. The Council has also identified a list ofnew or enhanced services it would like to introduce in the coming year.As part of this Council Plan, Elected Members have decided to commence a number of new orenhanced services from 1 July 2009. These services include $0.67 million in net Operatingexpenditure and $1.4 million in Capital expenditure. However, these additional services areunfunded for the 2009/10 financial year, meaning that the additional costs have not been offsetby additional income or reduced services elsewhere.Elected Members have committed to determining how these additional services will be fundedin the future - either through additional rate increases, other service reductions or by acombination of both. Council will continue to improve our definitions of the services weprovide and critically review which services, due to changing priorities, should be reduced.COMMUNITY ENGAGEMENTCouncil is committed to working together with the community to plan what we want ourcommunity and organisation to be and how we want it to develop and grow.Over the past year, we have involved the community in determining how it is represented(through engagement on the Representation Review), and consulted on how Council managesits finances, our plan for maintaining community assets and the review of the rating policy.Community views shared within these and other engagement processes, have informed thedecisions made so far in relation to setting the priorities and developing key activities, outlinedin this Council Plan.The community had an opportunity to provide direct feedback on this Plan as part of thelegislatively prescribed consultation process.The engagement of the community earlier in the next Council Plan is a key priority. In 2009,we will embark upon an exciting program whereby community and other stakeholders areengaged early in developing the Plan, and helping Council review its priorities and setperformance measures.The level of community involvement in the next Council Plan will be an important measure ofthe success of the process.Council Plan 2009/10 – 2012/13 6 21/07/2009

LONG TERM FINANCIAL PLANThe Long Term Financial Plan sets the high level financial parameters that will ensure thatplanned long term service levels can be met without unplanned increases in rates or cuts toservices.To achieve this purpose the Long Term Financial Plan 2008/09 was developed using the mostrecently audited financial statements (2007/08) and the 2008/09 budget. This baseinformation was built upon and projected forward over the next 10 years using informationfrom: Asset management plans Desired future services and service levels (includes income & expenses) Future rates strategiesFuture efficiency gains to be realisedA series of assumptions for economic indicators such as Consumer Price Index (CPI),growth of the Council and other cost increases.The Long Term Financial Plan 2008/09 was adopted in April 2009 with year 2 of this plan usedas the starting point for the preparation of the 2009/10 Annual Budget within this Council Plan.This information was then updated to reflect a more detailed approach required for an AnnualBudget and latest expectations for Council’s finances in 2009/10. The final Annual Budget for2009/10 is presented within this plan from page 68.The Long Term Financial Plan has been developed in conjunction with Council’s independentCorporate Governance Committee.INFRASTRUCTURE AND ASSET MANAGEMENTPLANS (IAMPS)Council has many millions of dollars worth of community assets including roads, kerbs,drainage, footpaths, playgrounds, irrigation systems, clubrooms, libraries, community halls,recreational facilities and the list goes on. These assets have been developed over a 50 yearperiod as the City of Playford has experienced significant growth as a satellite city on theurban fringe of Adelaide.To maintain these assets in a sustainable fashion (most of these assets must serve theirpurpose for many generations) Council must allocate enough funds annually to cover theplanned refurbishment and eventual replacement as the assets wear out. Asset Managementis the complex business of ensuring the condition of over 50,000 assets does not deteriorateto a level that affects the service level to the community. The appropriate maintenance andrefurbishment intervals must be managed for each asset and the funding required iscoordinated by Council's Long Term Financial Plan which balances the peaks and troughs ofasset expenditure requirements.The IAMPs determine and schedule Council's various works programs on the assets listedabove and one of our key performance indicators is the actual delivery of these programsversus the forecast delivery.Council Plan 2009/10 – 2012/13 7 21/07/2009

CORPORATE GOVERNANCE COMMITTEEIn 2007, Council established its Corporate Governance Committee in response to thelegislative requirements of the Local Government Act 1999. The purpose of the Committee isto review the development of principles, policies and practices of corporate governance, inaddition to Council's risk management framework and system of internal control. To this end,the Committee has actively participated in reviewing the Long Term Financial Plan and itsfinancial assumptions and indicators, endorsing these as a sound basis for the Plan.The Corporate Governance Committee is comprised of the following membership:Independent membersMr Tony Higginbottom (Chair 2008-2009)Mr Phil Plummer (Chair 2007-2008)Mr Martin WhiteElected Council MembersMayor Martin LindsellDeputy Mayor Glenn DochertyIt is supported by a General Manager and the Group Manager of Finance, Risk andProcurement, with Council's external auditor reporting to it annually regarding significantfinancial, accounting and reporting issues.Its Terms of Reference include over-viewing the financial reporting of Council, review ofCouncil's external audit and auditor; review of Council's framework for identifying monitoringand managing significant business risk and reviewing and providing information relevant toCouncil's strategic management plans and annual business plan.Council Plan 2009/10 – 2012/13 8 21/07/2009

GOAL COMMITTEESThe four Goal Committees each focused specifically on one of the Council’s strategic goals ofCommunity Wellbeing, Economic Prosperity, Environmental Care and OrganisationalExcellence.The Goal Committees were instrumental in the development of this plan. They reviewed andconfirmed the key strategic priorities that will guide Council’s efforts and resources over thenext four-year period. They recommended to Council, the initiatives that support these keypriorities. This resulted in the development of the next section of the Council Plan – the GoalChapters.The table below outlines the membership of the Goal Committees.CommunityWellbeingEconomicProsperityEnvironmentalCareOrganisationalExcellenceElected Members Elected Members Elected Members Elected MembersCr Dennis Ryan Cr Duncan MacMillan Cr Iris Shaw Cr Joe FedericoCr Don Levitt Cr Dino Musolino Cr Max O’Rielly Cr Nick CavaCr Julie NorrisCr Coral GooleyDeputy Mayor GlennDochertyCr Andrew CraigCr Geoff BoundyCr Gay Smallwood-SmithCr Kerree HamiltonMayor Martin LindsellManagement Management Management ManagementMr Michael White Mr Ken Daniel Dr Leonie Scriven Mr Peter OyeMr Tim Jackson Mr Greg Pattinson Ms Cate Atkinson Mr Matthew PearsMs Rachael SiddallMr Mark TemmeMr Richard AnningMs Jodi WrightMr Shaun KennedyMs Rachael SiddallWith support from:Ms Kristen MansonMs Cathie GrahamWith support from:Mr Chris HannafordWith support from:Ms Megan ZwiersenWith support from:Ms Lilly BukvaThe following Goal Chapters include a:Description of the goal and its objectivesDiscussion of strategic priorities and key focus areasSummary of key activitiesTables with financial information relating to short term and long term initiativesAnnual Performance StatementCouncil Plan 2009/10 – 2012/13 9 21/07/2009

COMMUNITY WELLBEING GOAL CHAPTERCommunity Wellbeing refers to the social and community issues affecting people now and inthe future.The Vision for Community Wellbeing is:A vibrant, prosperous and just community that is diverse, active, creative, strong, safe andhealthy – proud of its past and present achievements and confident about the future.Goal and ObjectivesGoalTo improve and support the wellbeing, health and safety of the Playford communityObjectives1. A strong, cohesive and connected community.2. A safe community.3. A socially inclusive community.4. A liveable environment.5. A healthy community.6. A community engaged in lifelong learning and employment.Council Priorities & Key ActivitiesThe Community Wellbeing Goal Plan provides Council with clear direction for what could bedone to enhance community wellbeing across Playford. Given its limited resources, Council,through this Council Plan, prioritises which parts of the Goal Plan needs to be implementednow.Based on comprehensive and ongoing discussions between Elected Members, Staff and theCommunity the following strategic priorities have been identified for Community Wellbeing:HEALTH & WELLBEINGCOMMUNITY SAFETYLIVEABLE COMMUNITIESLIFELONG LEARNINGThe following section summarises the priorities and explores why these are major challengesfor Playford. Each priority will be addressed individually with a summary of key focus areasand key activities for 2009/10 provided at the end of each section.Council Plan 2009/10 – 2012/13 10 21/07/2009

Health & WellbeingHealth is a complete state of physical, mental and social wellbeing, not merely the absence ofdisease or infirmity. (World Health Organisation)There are many factors which affect health and wellbeing. Individuals may have some controlover certain factors and others may be harder to influence. Income and employment statusare significant determinants of our wellbeing. Other influencing factors include education,physical environment, culture, social support networks, early life factors, individual behavioursand lifestyle factors, access to services and biological factors including genetic inheritance.Why is Health and Wellbeing a Strategic Priority?State and Federal governments as well as non-government organisations have the keyresponsibilities for health and wellbeing in South Australia. Council provides communityservices and development programs to improve health and wellbeing. Local government alsohas an important role in advocating for and facilitating approaches to community wellbeingissues such as; planning, development and leadership to improve health and wellbeing andbuilding community capacity.Many health and wellbeing issues are worse in Playford due to disadvantage: Physical health – lower life expectancy (e.g. five years less than in Mitcham), highnumbers of people self-report poor health, less people exercising and more physicallyinactive than in wealthier areas of Adelaide. Food and nutrition – access to affordable, healthy food; and lack of knowledge ofnutritious food and food preparation.Mental health – higher rates of people with psychological distress, increasing mentalhealth issues for children and young people and social isolation. Determinants of health – higher rates of disadvantage, poverty, unemployment etcwhich influence health – e.g. SEIFA – Socio-Economic Index for Areas (ABS 2006)ranks Playford as the most disadvantaged area in metropolitan Adelaide.Life skills – disadvantaged people may have limited skills and experience in keepinghealthy – e.g. healthy food choices and cooking, home care and budgeting.Social isolation – many people are less connected to their neighbours, feel less of asense of community and trust people less than in some areas of Adelaide.Council’s key focus areas for Health and Wellbeing are:Physical health & activity: Early intervention and prevention are crucial and localgovernment can create and maintain opportunities for physical activity, leisure andrecreation.Healthy & nutritious food: Food security – providing access to and information abouthealthy and nutritious food and building skills in food preparation.Mental health & wellbeing: Information and advocacy; prevention through socialconnections to reduce social isolation and build skills.Poverty – capacity & life skills: Building skills and connections in the community toreduce poverty.Social capital – links in community: Encouraging participation in community, such assport, learning and volunteering. Reducing social isolation and encouraging people toconnect with their community. Providing facilities and spaces for people to connectand participate.Council Plan 2009/10 – 2012/13 11 21/07/2009

Key Health and Wellbeing Activities in 2009/10 Continue to deliver relevant services to frail older people and people with disabilitiesthat fall within Home and Community Care (HACC) target criteria. Continue to implement the Healthy Ageing Strategy. Continual development of social connection, activities, health programs and services atJohn McVeity Centre for people over 50 including HACC target group. Work with community agencies to facilitate their presence in the Playford Alive - urbanregeneration project area. Work with local schools to facilitate an edible class room program in the Playford Aliveproject area to encourage food security. Develop a community recreation precinct position paper to explore opportunities for acommunity recreation precinct within the Peachey Belt, Playford Alive project area. In partnership with Anglicare, continue to run the 426 program which provides youthrecreation activities in the Peachey Belt. In partnership with Anglicare, develop and deliver a range of programs for families andchildren in the Peachey Belt. The intent is to develop models which the AustralianGovernment could apply to other disadvantaged regions throughout the country. Liaise with the outsourced operational management of the recreation facilities such asThe Aquadome, John McVeity Centre and Golf Course to ensure corporate andcommunity outcomes as detailed in management agreements are achieved. In partnership with the Australian Veterinarian Association (AVA) facilitate Pet PeP, aschool-based education program. This program aims to enhance primary school agedchildren's understandings of animals and teach them about responsible pet ownership. Implement the Volunteer Strategy, ensuring a strong focus on developing andpromoting volunteering across the City of Playford Develop a Recreation Strategy to ensure we are meeting the needs of the communityin terms of sport and recreation activities and facilities. Disability Discrimination Act (DDA) Access Audit - Identity, audit and prioritise Councilpolicies, procedures, community use buildings and facilities, including those in the ruraltownships, to identify challenges and barriers to access for people with a disability anddiverse needs to determine any works that may need to be undertaken to ensure DDAcompliance. DDA Action Plan– Progressively implement the DDA Action Plan. DDA Works on Buildings – Progressively implement the DDA Action Plan on Councilowned community buildings. Prepare a strategic direction and develop a "Cultural Diversity” position paper forPlayford and utilise appropriate funding opportunities. Early Childhood & Youth Health (OPAL) - Facilitate the OPAL Project, a five year(subject to a 12 month trial) community based health initiative to change social normsaround healthy eating and physical activity and thereby reduce obesity levelsparticularly in children 0 to 16 years of age. Early Childhood Resource Website - Compile, update, launch and promote a virtualEarly Childhood Centre on the existing City of Playford website. Health Education Forums - Coordinate forums that address specific health issues andbring a number of health service providers together to provide information to thecommunity. Forums include Community Health & Wellbeing Expo, Carnival in theNorth, Carers Expo, Tickle Your Tastebuds, Active Ageing and Dementia Forums. TheSciWorld Sunday event provides an insight to learning and career opportunities foryounger people. Talking Library Mental Health Community Education Project -Partnership with MentalIllness Fellowship of South Australia (MIFSA) and Club 84, coordinate the TalkingLibrary project which trains and supports people with mental illness to provideinformation and health education to the community about mental illness.Council Plan 2009/10 – 2012/13 12 21/07/2009

Youth Initiatives - Deliver a range of youth initiatives that encourage youth participationsuch as Youth Week, Youth Advisory Committee (YAC) and holiday activity programs.Develop and run a Youth Forum in August 2009, which will provide up to 100 youngpeople in Playford the opportunity to engage, participate and contribute to theircommunity.Event management and delivery of Elizapalooza, an annual, one-day musical festivalthat celebrates and focuses the creative energies and talents of the people in the north.Fund a part-time officer: to redevelop and action the marketing plan for Elizapalooza;seek and secure sponsorship, grants and in-kind support for the event.Elizabeth Oval Grandstand - Refurbish the grandstand structure to ensure it continuesto meet the aesthetic and DDA requirements of an elite sporting facility.Renewal of Recreation Infrastructure - Renew or replace various assets including parkfurniture, park structure, playground, reseal of playing courts and sporting oval towers.This will ensure the sustainable provision of built and natural assets that contribute to aliveable community.Council Plan 2009/10 – 2012/13 13 21/07/2009

Community SafetyCommunity Safety can be defined as measures that aim to address perceptions of crime andrisk of crime which negatively impact on people’s quality of life. Crime reduction in thecommunity and a sense of safety are important for wellbeing.Why is Community Safety a Strategic Priority in the Council Plan?Local government plays a key role in community safety: providing safe streets, lighting andfootpaths; supporting and maintaining safe environments through CPTED (Crime Preventionthrough Environmental Design); removal and prevention of graffiti; education and preventionprograms; and youth engagement activities and facilities. In addition to these programs, theCity of Playford, Town of Gawler, and State Emergency Agencies have worked in partnershipto develop a Community Emergency Risk Management plan which aims to create a safercommunity, reduce risk and minimise damage in the event of an emergency.There are a number of relevant statistics relating to crime and safety in the City of Playford: High rates for offences involving apprehension are concentrated in Playford – WestCentral, with 262.1 offences per 1000 population aged 10 years and over – the highestrate in metropolitan Adelaide (Inequality in SA, 2004).Worsening rates of domestic violence: a study undertaken at the Lyell McEwin Hospitalfound that more than 50% of women interviewed in emergency had experienceddomestic violence (Generational Health Review). Child Abuse rates in Playford are more than twice the SA average and worsening –closely following the pattern of socio-economic disadvantage across Adelaide(Inequality in SA, 2004).Lack of State Government funding for crime prevention to local government leading toa lack of dedicated staff and a reliance on grant funding.Anecdotally other issues include hoon driving causing stress and disturbance; graffiti,resulting in fear and frustration; and a perceived fear of crime in the community and onpublic transport.In Playford over recent years, the highest incidences of reported crime have occurredin the following categories: property thefts - break and enter to home and building sites,motor vehicle theft and damage; property damage in schools; drug offences anddomestic/family violence.Council’s key focus areas for Community Safety are:Early intervention: Focus on children and young people, e.g. drug prevention,engaging young people through sport, music (Northern Sound System) and youthactivities.Safer communities: Provide safe environments through urban design and CrimePrevention through Environmental Design (CPTED) including lighting, CCTV andsignage. Work in partnership with SA Police and relevant agencies to address theperception of community safety, reduce crime and implement programs and projectsincluding, education and prevention programs; and youth engagement activities.Family violence: Child abuse prevention through provision of child-friendlyenvironments such as playgrounds, family supports, community connections, domesticviolence, elder abuse prevention through partnerships with services, information andsupporting connections in the community.Council Plan 2009/10 – 2012/13 14 21/07/2009

Key Community Safety Activities in 2009/10. Prepare a strategic direction for crime prevention and utilise funding opportunities. Working in partnership with the Elizabeth Shopping Centre and Anglicare, continue toplan, program and implement the Shop, Skate, Create (early intervention) project. Undertake a review of graffiti management in Playford. Continue work and build relationships with Federal, State and Local agencies to ensureeffective emergency management for our region. Coordinate the District Bushfire Prevention Committee and ensure day to dayimplementation of the requirements of the Bushfire Prevention Act Continue to engage young people in early intervention and skill development projectsthrough Northern Sound System Continue to work in partnership with relevant agencies to prevent child abuse anddomestic violence North on Target - Provide support to the North on Target Project, which is acontinuation of an established early intervention project, based on a peer educationmodel for children aged 8-12 years in schools, to reduce and prevent drug use.Council Plan 2009/10 – 2012/13 15 21/07/2009

Liveable CommunitiesLiveable Communities is about creating and maintaining communities which are safe,walkable, cycleable and sustainable with shared spaces for community connections and withservices, employment and learning opportunities nearby. In the coming years, Council needsto ensure a balance in meeting the needs of communities today and planning for the needs offuture communities.Why is Liveable Communities a Strategic Priority in the Council Plan?Local government has a key role in creating and maintaining liveable communities. Councilresponsibilities include provision of open space, parks and recreation/leisure facilities such asthe Aquadome and playgrounds; regulation of planning and development; development andmaintenance of roads, footpaths and bike-paths; collaborative approaches with developersand government; arts and cultural activities; and advocacy and partnering regarding issuessuch as affordable housing.There are a number of relevant issues for the City of Playford:Ensuring communities, both new and existing, have facilities and infrastructure to meetresidents’ needs and promote health, wellbeing and connectedness.Existing disadvantaged communities – renewal is needed.Community pride and promoting a positive Playford image.Creating opportunities for people to be active – e.g. walking paths, parks, bike-paths,recreation and sporting facilities.Affordable housing – compared to Adelaide averages, housing is still of lower price inPlayford, but purchasing a home can still be unattainable for low income earners.Urban growth that is sustainable and well-managed, with opportunities for communitystrengthening.Council’s key focus areas for Liveable Communities are:Neighbourhood renewal: Improving existing disadvantaged communities andimproving transport.Urban growth: Ensuring growth is sustainable and co-ordinated, with opportunities forcommunity strengthening.Housing: Providing a strategic approach to housing, to ensure diversity of housingtypes and a balanced community.Community pride: An engaged and connected community, with pride in homes,neighbourhoods and the Playford area.Community facilities and places: Providing places for the community to connectsuch as open space with facilities which encourage community connections andparticipation.Council Plan 2009/10 – 2012/13 16 21/07/2009

Key Liveable Communities Activities in 2009/10 Develop a Community Pride project – focussing on engagement of residents incommunity initiatives such as neighbourhood clean-up projects. Progress the Community Centres’ research and with Council determine the mostappropriate model for the future in terms of community space and facilities. Continue to work with Department for Families and Community (DFC), Housing SA,key agencies and community members in the Elizabeth Park Community RenewalProject. Develop a 2009/10 to 2012/13 Business Plan for Northern Sound System (NSS), andwith Council, determine a long-term approach to young people, arts and music at theNSS. Work with Lutheran Community Care (LCC) to support the Burundian Community tohave a service access point in the Playford Alive project area. Increase after hours activities targeting baby boomers in the Grenville Centre. Facilitate the Playford Alive Community Fund, whereby developers contribute 1% ofgross revenue of blocks of land sales to be available for community organisations toapply for. Continue the Imagine Peachey initiative that includes Y Drive and the YouthCommittee, and undertake evaluation of all programs. Coordinate the Community Fun Day to be held in November in the Peachey Belt. Deliver strategies in both libraries that enhance reading and basic literacy outcomeswhile consolidating community partnerships.In partnership with Arts SA and other Councils, deliver the Out of the Square programat the Shedley Theatre. The program includes an 11 matinee series, two kidsprograms, four comedy nights and four special events. In partnership with other Councils and Arts SA, coordinate a visual arts program towhere venue winners participate in a touring circuit around Adelaide, Regional SA andinterstate. Increase focus on drawing culturally diverse shows and activities to the FunctionCentre and Shedley Theatre.Feasibility Review of Elizabeth Suburbs - Conduct a feasibility project into the potentialreview of the suburbs of Elizabeth for a comprehensive urban renewal project. Transport Advocate - Establish a transport advocacy program that identifies needs.Liaise with government and transport authorities to improve services. Community Infrastructure Fund: Community Facilities – undertake capital works,utilising Commonwealth Funding, in various community facilities across Playford. Theatre Minor Equipment Replacement - Replace damaged kitchen items andpurchase table linen and chair covers to provide a more cost effective service to venuehirers.Progress the Grenville Community Connections Hub planning process to identify themost appropriate model/location to respond to the growing needs of older people in theCity of Playford.Progress the Library Services planning process to identify the most appropriate servicedelivery models for the present and future needs of the Playford community.Council Plan 2009/10 – 2012/13 17 21/07/2009

Lifelong LearningLifelong learning can be broadly defined as opportunities for the community to engage inlearning to enable their achievement of well-being and social connectedness.Why is Learning & Employment a Strategic Priority in the Council Plan?Local government has a key role as the driver for lifelong learning to identify strategy, engageother agencies and provide the necessary infrastructure to support service delivery. Councilworks with other levels of government and agencies through programs such as PlayfordPathways, which develop and implement better models for achieving viable communityparticipation and learning outcomes for community members.There are a number of relevant issues for the City of Playford:Early childhood is crucial in setting the foundations – e.g. children growing up withoutbooks and stories may have poor literacy outcomes in school.Learning provides opportunities to build skills for life and to enable work-readiness.Volunteering builds skills to enable pathways to work and builds social connections.Learning opportunities foster community/social connections and improved wellbeing.Learning promotes positive ageing and mental health through social connections andintellectual challenges.Council’s key focus areas for Lifelong Learning are:Early years: Early childhood is crucial for learning, e.g. building skills in literacy,resilience, etc; support for parents to encourage and promote learning in the earlyyears.Learning pathways: Developing skills for life and work readiness; linking learning toemployment outcomes and creating opportunities for social connections. Influencingstrategic decision making for improved educational facilities and services in Playford.Volunteering: Creating pathways to paid work; opportunities for civic participation andbeing involved in community life; building social connectedness and improvingwellbeing.Key Lifelong Learning Activities in 2009/10 Continue to deliver and evaluate relevant training and informal learning programs atthe Northern Sound System. Continue to support volunteer development across Council programs. Family Links Project to continue working with children’s services to build and developskills, to optimise children’s learning opportunities. Develop a 2009/10 to 2012/13 Business Plan for Northern Sound System, and withCouncil, determine a long-term approach to young people, arts and music. Enhance the community hub focus for the child care centre to better connect familiesand offer more services such as infant massage, parent programs and Let's ReadProgram with The Smith Family next year Deliver strategies in both libraries that enhance reading and basic literacy outcomesand consolidate community partnerships. Continue to raise profile of the learning and developmental needs of 0-5 year oldsthrough working closely with DECS in the development of four state governmentCouncil Plan 2009/10 – 2012/13 18 21/07/2009

children's early learning centres in the City. Council will continue to work with the ParaWest Adult Campus (PWAC) faculty of family learning in delivery of expandedprograms to young mums and children.As the chair of ICAN, Council will continue its long standing contribution to improvedlearning outcomes for young people at risk working with all public schools in the regionand the Social Inclusion Unit.Adaptive Technology Suite of Resources - Provide a suite of resources such as largePC screen, oversize trackball and keyboards and screen reader software that willenable the Library Service to support those members of the community with disabilitiesto access the online environment.Library Contributed Assets – Purchase of new book collections.Council Plan 2009/10 – 2012/13 19 21/07/2009

Short Term InitiativesInitiative NameDepartment /ManagerStrategicPriorityIncome2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12Adaptive TechnologySuite of ResourcesDDA Access AuditEarly Childhood &Youth Health (OPAL)LifelongLearningCommunityStrategy &RenewalLifelongLearningLifelongLearningHealth andWellbeingHealth andWellbeing$5,000 $5,000 $0 $0$15,000 $15,000 $7,500 $7,500 $0$50,000 $62,000 $12,000 $50,000 $62,000 $12,000 $50,000 $62,000 $12,000Early ChildhoodResource WebsiteLifelongLearningHealth andWellbeing$5,000 $5,000 $0 $0Feasibility Review ofElizabeth SuburbsCityManagementLiveableCommunities$0 $25,000 $25,000 $0Health EducationForumsNorth on TargetTalking Library MentalHealth CommunityEducation ProjectTransport AdvocateYouth InitiativesCommunityStrategy &RenewalCommunityStrategy &RenewalCommunityStrategy &RenewalCommunityStrategy &RenewalCommunityStrategy &RenewalHealth andWellbeingCommunitySafetyHealth andWellbeingLiveableCommunitiesHealth andWellbeing$19,000 $19,000 $0 $0$8,000 $8,000 $8,000 $8,000 $8,000 $8,000$5,000 $5,000 $5,000 $5,000 $5,000 $5,000$20,000 $20,000 $20,000 $20,000 $20,000 $20,000$4,500 $41,500 $37,000 $10,000 $10,000 $0Total $54,500 $180,500 $126,000 $50,000 $137,500 $87,500 $50,000 $95,000 $45,000Please note: 20010/11 and 2011/12 Short Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 20 21/07/2009

Long Term Initiatives via Capital WorksInitiative NameGroupStrategicPriorityCapitalCode*Income2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12CommunityInfrastructure Fund- CommunityFacilitiesCommunityInfrastructure Fund- Kitchen UpgradesCommunityInfrastructure Fund- Northern SoundSystemCommunityInfrastructure Fund- Northside BoxingClubCommunityInfrastructure Fund- PlaygroundsCommunityInfrastructure Fund- VirginiaCommunity CentreAssetStrategyAssetStrategyAssetStrategyAssetStrategyAssetStrategyAssetStrategyLiveableCommunitiesLiveableCommunitiesLiveableCommunitiesLiveableCommunitiesLiveableCommunitiesLiveableCommunitiesN $524,000 $524,000 $0 $0 $0N $20,000 $20,000 $0 $0 $0N $280,000 $280,000 $0 $0 $0N $60,000 $60,000 $0 $0 $0N $126,000 $126,000 $0 $0 $0N $160,000 $160,000 $0 $0 $0Elizabeth OvalGrandstandAssetStrategyHealth &WellbeingR $519,000 $519,000 $0 $0Grenville CentreRedevelopmentLibrary ContributedAssetsPark Furniture(RenewalRequirements fromAsset ManagementPlan)Park Structure(RenewalRequirements fromAsset ManagementPlan)AssetStrategyCommunityStrategy &RenewalParks &OpenSpaceParks &OpenSpaceHealth &WellbeingLifelongLearningHealth &WellbeingHealth &WellbeingR $0 $2,670,000 $2,670,000 $0N $270,000 $270,000 $0 $0 $284,000 $284,000 $0R $183,000 $183,000 $95,000 $95,000 $175,000 $175,000R $30,000 $30,000 $41,000 $41,000 $72,000 $72,000Council Plan 2009/10 – 2012/13 21 21/07/2009

Initiative NamePlaygrounds(RenewalRequirements fromAsset ManagementPlan)Playing CourtReseal ProgramSporting OvalTowers(RenewalRequirements fromAsset ManagementPlan)Theatre MinorEquipmentReplacementGroupParks &OpenSpaceCivilOperationsParks &OpenSpaceLife LongLearningStrategicPriorityHealth &WellbeingHealth &WellbeingHealth &WellbeingLiveablecommunitiesCapitalCode*Income2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12R $221,000 $221,000 $114,000 $114,000 $61,000 $61,000R $52,000 $52,000 $53,000 $53,000 $55,000 $55,000R $57,000 $57,000 $53,000 $53,000 $94,000 $94,000R $10,000 $10,000 $0 $0Total $1,440,000 $2,512,000 $1,072,000 $0 $3,026,000 $3,026,000 $284,000 $741,000 $457,000*R = Replacement of Assets / N = Creation of New Additional AssetsPlease note: 20010/11 and 2011/12 Long Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 22 21/07/2009

Long Term Initiatives - Ongoing ServicesThese are the ongoing services Council provides in relation to Community Wellbeing:After Hours Response - InspectorsAquadomeChildren & FamiliesCivic Centre CaféCommunity BuildingsCommunity GrantsCommunity Land & Property ManagementCommunity SafetyEarly Childhood DevelopmentFood Safety*Function & Meeting RoomsGraffiti RemovalHACC ProgramsImmunisationJohn McVeity CentreLibrary ServicesLLL Partnerships & Model DevelopmentNational Civic Events*Neighbourhood & Community DevelopmentNorthern Sound SystemNorthlakes Golf CourseOne Tree Hill Cemetery LiaisonParks & Open Space Community SupportPlayford Children’s CentrePlayford Community Fund Support*Playford Event SupportPlayford Food CooperativesPlayford North CommunicationsPublic ConveniencesPublic HealthSocial InclusionSocial PlanningSocial PlanningSporting Clubrooms & BuildingsTheatreVolunteeringYouth HealthYouth InitiativesYouth Services*New or enhanced serviceCouncil Plan 2009/10 – 2012/13 23 21/07/2009

Annual Statement Performance MeasuresThe Annual Performance Statement contains a number of performance measures linked to thefour Council goals of Community Wellbeing, Economic Prosperity, Environmental Care andOrganisational Excellence. The performance measures are by definition short-term measureswhich have been developed to track performance against Council’s priorities over the next year.The performance measures for Community Wellbeing are included below.IndicatorMeasureHEALTH AND WELLBEINGNumber of Nutritionally Balanced Meal PacksHealth & WellbeingPurchasedHome AssistHealth EducationForumsMayor's CommunityLeadershipProgramCOMMUNITY SAFETYCrime PreventionNumber of Healthy Recess/Lunch PacksPurchasedProjectedEnd ofYearResults2008/09Target2009/1013,000 12,000Newmeasure in2009/10Number of School Recess Packs Purchased 3,700Number of people attending community nutritioneducation sessions4,000To beremoved in2009/10500 750Grenville Hub Overall Annual Attendance 129,500 129,500Provision of support to older people and peoplewith disabilitiesNumber of people attending Health EducationForumsNumber of participants & completion rate forMayor's Community Leadership ProgramNumber of young people involved in crimeprevention activities through the Shop, Skate,Create Project1,350clients14,000services1,200 clients12,000services3,700 3,80012 participants85%completion rateNewmeasure in2009/1010participants100%completion rate1,040Graffiti Graffiti tag removals 43,300 36,000LIVEABLE COMMUNITIESCommunity Centres Community Centres Research Report completed 100% 100%Number of people attending events at theNorthern Sound SystemLIFELONG LEARNINGPeople participating in training programs atLearning PathwaysNorthern Sound SystemNumber of young people engaged in organisingevents and activitiesNewmeasure in2009/104,550220 200Newmeasure in2009/10Youth involved in organising Youth Week 24Youth Advisory Committee membership 1222To beremoved in2009/10To beremoved in2009/10Council Plan 2009/10 – 2012/13 24 21/07/2009

IndicatorMeasureNumber of young people involved inconsultationsNumber of young people on committees i.e.YAC & Skate CommitteeNumber of youth workers involved in thePlayford Youth NetworkProjectedEnd ofYearResults2008/09Newmeasure in2009/10Newmeasure in2009/10Newmeasure in2009/10Target2009/10Library Membership Total library membership 58,000 5% increaseTotal active borrowers 28,000 2% increaseTotal Playford Residents who are RegisteredBorrowersNewmeasure in2009/1020020202% increaseVolunteering Completion of volunteer strategy and policy 100% 100%Number of volunteers 500 550Council Plan 2009/10 – 2012/13 25 21/07/2009

ECONOMIC PROSPERITY GOAL CHAPTERIn recent times the economy of Northern Adelaide has grown faster than the state economy andthere are many indicators that the City of Playford is set to experience significant, sustainedgrowth for some time to come. The challenges for Economic Prosperity will be to meet thegrowing infrastructure requirements for the expected industrial expansion and increasedpopulation from 70,010 1 in 2006 to an additional 90,000 people by 2036. A key challenge is toensure local residents are able to participate in the growth.Goal and ObjectivesGoalTo improve the economic prosperity of the regionObjectives1. The Elizabeth Regional Centre to become the primary business, retail and communityservice centre for Northern Adelaide.2. Elizabeth West and environs become the focal point for future investment in Adelaideand a world class industry precinct.3. The region is linked into national and global industry clusters and is recognised forenvironmental best practice.4. The region with strong business networks and an innovative, creative andentrepreneurial business culture.5. A region that embraces life long learning, training and employment.6. Growing new market and investment opportunities for business.7. The region is an attractive and financially rewarding destination for current and newresidents.8. A connected city with world class infrastructure that underpins future economic growth.Council Priorities & Key ActivitiesThe Economic Prosperity Goal Plan provides Council with clear direction for what could be doneto enhance economic prosperity across Playford. Given its limited resources, Council, throughthis Council Plan, prioritises which parts of the Goal Plan needs to be implemented now.Based on comprehensive discussions between Elected Members and Staff, the followingstrategic priorities have been identified for Economic Prosperity:URBAN GROWTH & TOWNSHIPSBUSINESS & INDUSTRY SUSTAINABILITYLEARNING & EMPLOYMENTCIVIL INFRASTRUCTUREThe following section summarises the priorities and explores why these are major challenges forPlayford. Each priority will be addressed individually with a summary of key focus areas andkey activities for 2009/10 provided at the end of each section.1 Sourced from 2006 ABS Census dataCouncil Plan 2009/10 – 2012/13 26 21/07/2009

Urban Growth & TownshipsAs Adelaide’s population continues to grow, the logical direction for urban expansion is to thenorth. The Playford population is projected to grow from 70,010 in 2006 to around 160,000 by2036. An expected outcome of the Plan for Greater Adelaide will be a focus on growthopportunities in Northern Adelaide. Playford will need to consider its vision for 2030 and beyond,especially in relation to the following focus areas.Council’s key focus areas for Urban Growth & Townships are:Transport connectors & roadwayso Significant infrastructure will be required to ensure the City can accommodate theincreased population. Construction of the Northern Expressway, the SCT Intermodaland a major expansion of military facilities at the Edinburgh RAAF base isimminent.o Optimise land development outcomes through strategic land acquisitiono Electrification of the Gawler Line, providing opportunities for Transit OrientatedDevelopments (TOD’s) at Elizabeth Regional Centre, Munno Para District Centreand the Munno Para Station.o Improvement of other public transport serviceso Development of east west transport connections ando Pedestrian and cycle networks.Infrastructure planningo The effects of the expanded urban growth boundary, the 15 year Playford Northproject, the likely development at Buckland Park and population growth ingeneral will increase the demand for infrastructure requirements.o Determine appropriate transport, drainage, waste water disposal, road and utilityrequirements.o Water harvesting, storage and reuse.o Liaise with the defence sector to facilitate their expansion and consolidationo Provision of sewerage to townships and growth areas and ensure that newdevelopment maximises opportunities for water sensitive design and recyclingopportunities.Land use planningo Long and short term land use will need to be determined to cater for urban andtownship growth with consideration for size, population, services and appropriatelocation of residential, commercial and industrial land.o Contribute to the Development Plan Amendments that impact significantly onregional economic development.Advocacyo It is imperative the Council plays a major role in advocacy and lobbying forregional infrastructure priorities and work with state and federal agencies todevelop appropriate services and programs to meet the needs of the localbusiness sector and community.o Contribute to the development of a regional Workforce Development Strategy.Council Plan 2009/10 – 2012/13 27 21/07/2009

Key Urban Townships & Growth Activities in 2009/10 Maintain a strategic overview for delivery of the Playford Alive urban regenerationProject. Maintain strategic overview of the proposed Buckland Park Project, buildingrelationships with SA Government and developers and managing Council's response tothe Environmental Impact Statement. Manage future visioning for townships and facilitate strategic plan for future long termdevelopment. Focus on a feasibility analysis of the major urban renewal of Elizabeth suburbs. Continue to develop our understanding of business and community requirements inrelation to information communications technology and advocate to the FederalGovernment on behalf of the community. Drive Council's response to the State Government's Plan for Greater Adelaide. Change procedures to ensure smooth implementation of the residential developmentcode. Work with Planning SA and SA Government on implementation of electronicdevelopment application lodgement. Ensure an adequate supply of suitable industrial land to meet future needs. Ensure the Blakeview development achieves the highest possible social, environmentaland economic outcomes Advocate ensuring local residents are able to participate in the economic and socialopportunities created by the growth of Northern Adelaide. Development Plan Amendments - Transport - Review and develop Plan Amendmentsreports as outlined in the Playford’s Development Plan Review. Initial DPAs are for thehorticulture and flood plain area. Feasibility Review of Elizabeth Suburbs - Conduct a feasibility project for the review ofthe suburbs of Elizabeth for a comprehensive urban renewal project Greater Edinburgh Parks -Transit Orientated Development Study – Contribute to a studyof the impact of Transit Orientated Development on the Northern Railway line, andimplications for east-west public transport connections across the City. Horticulture: DPA Study - Determine appropriate lot sizes in the Virginia Triangle to seeif there is an economic reason to alter current Development Plan limit or if the currentrange of allotment sizes meets market needs. Plan for Greater Adelaide: Section 30 Report - Under Section 30 2(a) of theDevelopment Plan a Council is required to undertake a new strategic plan setting out itspriorities for land use planning infrastructure and services including targets set out in thePlanning Strategy and other documents including the SA Strategic Plan. It will requiredetailed analysis of growth options and community consultation and will list priorities ofDevelopment Plan Amendments. Playford Bulky Goods and Retail Analysis - Determine the need for additional BulkyGoods and associated retail in the City of Playford, providing a context for growth of theretail sector in northern Adelaide. Township Community Consultation Program – Implement the Community ConsultationProgram to progress the work already undertaken on township visioning.Council Plan 2009/10 – 2012/13 28 21/07/2009

Business & Industry SustainabilityCouncil needs to gain a more detailed understanding of what drives our local and regionaleconomy; to take a strategic viewpoint and identify key threats and opportunities for the localand regional economy; and then to take reasonable steps to support businesses in minimisingtheir risks and capitalising on their opportunities.Historically Playford’s economy has had a strong manufacturing focus, over the last 15 years, ithas been diversifying with its key industries now also including the rapidly expanding sectors ofproperty and business services, agriculture and government administration and defence. Asthese sectors grow, other associated sectors of transport and storage, health and communityservices, retail trade and mining services are likely to follow suit.Council’s key focus areas for Business & Industry Sustainability are:Council driven agenda for business developmento Council has a key role to play in investment attraction and retentiono Marketing of Elizabeth West industrial lando Promotion of economic activity in other locations (e.g. townships, local activitycentres etc)o Project management/input (e.g. Sustainable 1000, Solar Cities)o Attraction of new businesses to the Cityo Image building – attractive cities draw attractive businesses –some of our majortransport corridors need to have upgraded landscaping and statements/signage• Development of Industry Clusters and Precinctso Promote and develop Greater Edinburgh Parks as Adelaide’s premier industrialestate.o Develop a Business Plan for Health Industries in Playford with a focus on theLyell McEwin Hospital.o Investigate opportunities for Advanced Manufacturing and Defence industrieso Work with the Education Sector to reinforce education and training services atboth an industry and geographic level.o Ensure that all business precincts and sectors have appropriate structure plansand related infrastructure including ICT to support growth.o Develop marketing and support mechanisms including improvements to precinctamenity to attract new businesses to designated clusters and precincts.o Promote Green Businesses and green business practices in the city including thedevelopment of land use and precinct development policies and infrastructure.Facilitate industry support for local peopleo Relationship management with Northern Adelaide Business Enterprise Centre(NABEC), Virginia Horticultural Centre (VHC) and other organisations to assistdelivery of Council’s economic objectives.o Aside from the VHC and NABEC, the need to create a network of movers andshakers from the Playford Pathways and Playford Partnership membership thatcan make things happen.o Business engagement and relationship management in conjunction with supportand co-ordination of business enquiries.o Look at the long term needs for existing and potential innovative businesses andwork with Education and Training providers to ensure the Playford population hasthe competitive advantages to win potential employment.o Promote and develop Small to Medium Sized Businesses and Home BasedBusinessesCouncil Plan 2009/10 – 2012/13 29 21/07/2009

o Work with Regional Business Forums such as Northern Futures’o Continue to collaborate with industry the community sector and the StateGovernment to promote workforce development.Key Business and Industry Sustainability Activities in 2009/10Facilitate the Elizabeth West Business Forum, which aims to drive important businessissues for the businesses in the area.Work collaboratively with NABEC to determine small business requirements in the Cityand how Council can better support those small businesses.Continue working collaboratively with neighbouring councils, Enterprise Connect, BEC,Centre for Innovation and Virginia Horticultural Centre to deliver outcomes for north.Establish a vision and implementation plan for the Elizabeth Regional Centre to becomethe second CBD of Adelaide.Health Precinct - Develop the Lyell McEwin Health Precinct Business Plan to provide acontext for growth of Health Precinct around Lyell McEwin Hospital and identify growthopportunities for the Health industry in northern Adelaide.Elizabeth Regional Centre Signage - The stage rollout of the regional centre locationalsignage as per the Signage Strategy.Council Plan 2009/10 – 2012/13 30 21/07/2009

Learning & EmploymentThe role of Learning & Employment is to provide all members of the community withopportunities to engage in lifelong learning in its many forms with a key outcome being viablesocial participation and employment for as many people as possible.Globally there is an emphasis on life long learning which reflects the world of work has changeddramatically. In the future, all citizens will need to engage in ongoing training to enable them tosustain a globally changing society.Council’s key focus areas for Learning & Employment are:Wealth generationWorking with other governments and agencies to develop and implement better modelsfor achieving viable employment outcomes for community members and provide moreskilled employees to support industry growth.Local jobsWorking with key stakeholders such as Land Management Corporation, Centrelink andother partners to achieve specific employment outcomes needed for large developmentprojects, Northern Expressway and Playford North so the local community can be skilledto have an advantage to win vacancies.Equitable income distributionEquip and resource the community to participate in learning, so that future generationsreduce the dependency on social welfare and achieve sustainable income.Council strategy and models to influence policyInitiate new strategies for education, training and employment and to bring schools,governments, training bodies and agencies together to establish better models foremployment creation that are specific to the northern region of Adelaide.Promotion of Tertiary Education and the Knowledge EconomyIn recognition of the increasing importance of knowledge based industries an emphasiswill be placed on ensuring local people have access to tertiary education. This willinclude the investigation of a University Campus located in Playford.Key Learning & Employment Activities in 2009/10 Continue to sponsor Marni Waiendi, a program for improved education, training andemployment outcomes for Aboriginal young people operating from two community basedsites, The Hub at Salisbury TAFE and one at Kaurna Plains School for expandedprogram delivery.Deliver Playford Alive Works Program, developed in partnership with Land ManagementCorporation (LMC), to achieve long term training to employment outcomes for localpeople in association with the physical infrastructure work being conducted in PlayfordAlive and other areas in the City. Work with two new DECS schools within the Playford Alive area, to support them indeveloping community relationships, industry connections and out of school learningopportunities for students.Work with DECS to develop industry pathway, vocational education programs, in specificindustry sectors such as health, electro-technology and human services. These industryCouncil Plan 2009/10 – 2012/13 31 21/07/2009

pathways programs include writing of industry relevant curriculum, teacher training andout of school student learning.Playford Pathways – Continue the implementation of this program which aims to improvelearning outcomes for young people leading to successful post-school learning andemployment outcomes.Council Plan 2009/10 – 2012/13 32 21/07/2009

Civil InfrastructureThe Economic Goal Committee has identified that managing Council’s Civil Infrastructure is apriority within the City.It is a priority for the following reasons:Road InfrastructureThe social and economic wellbeing of a city is fundamentally dependent on the provisionof a high quality road transport network.Stormwater Infrastructureo Flooding can have significant negative impact on individual residential properties;on businesses and civil infrastructure.o It can generate significant personal trauma.o It is an event without warningCouncil’s key focus areas for Civil Infrastructure are:RoadsThe City’s 774km of road transport infrastructure is generally 40-50 years old and asignificant percentage is being subject to abnormal pressure from rapid development(construction traffic). The Asset Management System confirms that $3.5m per year isrequired to maintain this asset in a functional condition.Stormwatero The entire urban drainage infrastructure was constructed in the late 50s/ early60s and is now ageing and needing upgrading to offer a higher level of floodprotection.o The townships of Angle Vale and Virginia have minimal stormwater infrastructureand are subject to inconvenient flooding two or three times per annum.o Council commenced a $2m stormwater program in Angle Vale in 2006/07. Thereis approximately two years remaining until this program is completed.o Response drainage work in Virginia. Strategic work needs to be implemented.o The Smith Creek drain is the only drainage outfall to the sea for the entire city.This needs significant flood control works and maintenance.Planning for future infrastructure growtho The Greater Edinburgh Parks precinct requires a major drainage study to identifystrategic infrastructure needs followed by a detailed action plan with costingsover the next 10-15 years.o The western area drainage strategy plan of 2006 needs further development toinclude a detailed action plan and costings.o Ensure that Townships have access to wastewater schemes and that they areappropriately reused in the horticultural sector.Key Civil Infrastructure Activities in 2009/10 Full reconstruction of road shoulders to enhance road safety. Responsive Civil Maintenance Program responds to maintenance requests that areprioritised based on risk. Includes maintenance of road seals, signage, graffiti removal,line marking, sumps, curbs, shoulders and tripping points. Work toward a planned, long term maintenance strategy.Council Plan 2009/10 – 2012/13 33 21/07/2009

Community Infrastructure Fund: Footbridges and Footpaths - capital works undertakenutilising Commonwealth Funding received. Commercial Road Upgrade - Implement a solution to the current traffic congestion onCommercial Road. Drainage - Renew or replace various assets that have been identified in the AssetManagement Plan. This will ensure the sustainable provision of built and natural assetsthat contribute to community.Drainage-Angle Vale Township – Construct a drainage solution for the Angle Valetownship and the surrounding area. Munno Para Shopping Centre/Defence Drainage Construction - The Munno ParaShopping Centre requires a significant drainage outfall west toward Coventry Road. Tocater for this land was purchased from the Defence Department which means theexisting earth lined drains need upgrading in order to stop erosion and flooding of therailway line and land development to the west. The shopping centre is contributing 46%of total costs. Munno Para West Roads & Drains - Munno Para West has no stormwater drainageinfrastructure to dispose of water in a safe and convenient manner and the local roadssuch as Chellaston, Peerless and Brandis, are not suited for increased traffic generatedby unprecedented levels of residential development.Road Construction (Blackspot Funding) - Modify the left turn lane from Elizabeth Wayinto Main North Road to reduce incidents of rear end crashes; on Medlow Road,between Main North Road and Gawler, One Tree Hill Road, seal road shoulders toreduce incidents of vehicles leaving road and losing control. Road Construction/Urban "Other" - Provide and upgrade essential roads and streetsthroughout the City which have been subjected to accelerated deterioration due to asignificant increase in land development over recent years. Roads - Renew or replace various assets that have been identified in the AssetManagement Plan. Rural Road Construction Program – Continue a 10 year program of sealing rural roadsto support the horticultural industry and improve costs and amenity of rural living. Footpaths & Kerbing - Renew or replace various assets that have been identified in theAsset Management Plan. Playford Alive - Ongoing capital costs e.g. landscaping, footpaths, streetscapes,stormwater/drainage and reserves for the Playford Alive Renewal Project.New Pedestrian Traffic Lights - Install a new pedestrian Activated Crossing to respond toresidents concerns regarding safety.Traffic Safety Upgrades: Urban & Rural - Improve traffic safety and function in urban andtownships resulting from increased traffic from growth.Carparks - Renew or replace various assets that have been identified in the AssetManagement Plan.Council Plan 2009/10 – 2012/13 34 21/07/2009

Short Term InitiativesInitiative NameGroupStrategicPriorityIncome2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12Development PlanAmendments -TransportCityDevelopmentUrban GrowthandTownships$20,000 $20,000 $20,000 $20,000 $30,000 $30,000Feasibility Reviewof ElizabethSuburbsCityManagementUrban GrowthandTownships$0 $25,000 $25,000 $0Greater EdinburghParksExecutiveManagementUrban GrowthandTownships$10,000 $10,000 $10,000 $10,000 $40,000 $40,000Health PrecinctCityDevelopmentBusiness &IndustrySustainability$15,000 $35,000 $20,000 $40,000 $40,000 $0Horticulture - DPAStudyCityDevelopmentUrban GrowthandTownships$25,000 $25,000 $0 $0Plan for GreaterAdelaide - Section30 ReportCityDevelopmentUrban GrowthandTownships$0 $0 $30,000 $30,000 $0Playford BulkyGoods and RetailAnalysisCityDevelopmentUrban GrowthandTownships$15,000 $15,000 $0 $0Playford PathwaysLifelongLearningLearning &Employment$29,746 $84,746 $55,000 $10,000 $70,000 $60,000 $50,000 $50,000TownshipCommunityConsultationProgramCityDevelopmentUrban GrowthandTownships$20,000 $20,000Total $44,746 $209,746 $165,000 $10,000 $195,000 $185,000 $0 $120,000 $120,000Please note: 20010/11 and 2011/12 Short Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 35 21/07/2009

Long Term Initiatives via Capital WorksInitiativeNameGroupStrategicPriorityCapitalCode*Income2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12Buildings(RenewalRequirementsfrom AssetManagementPlan)Carparks(RenewalRequirementsfrom AssetManagementPlan)CommunityInfrastructureFund-FootbridgesCommunityInfrastructureFund-FootpathsCommercialRoadUpgradeDDAFootpath &KerbingUpgradeDrainage(RenewalRequirementsfrom AssetManagementPlan)DrainageAngle ValeTownshipERC SignageFootpaths &KerbingAssetStrategyCivilOperationsCivilOperationsCivilOperationsCivilOperationsCivilOperationsCivilOperationsCivilOperationsAssetStrategyCivilOperationsUrbanTownships &GrowthUrbanTownships &GrowthUrbanTownships &GrowthUrbanTownships &GrowthCivilInfrastructureUrbanTownships &GrowthCivilInfrastructureCivilInfrastructureUrbanTownships &GrowthUrbanTownships &GrowthR $1,609,000 $1,609,000 $636,000 $636,000 $513,000 $513,000R $291,000 $291,000 $299,000 $299,000 $386,000 $386,000N $71,000 $71,000 $0 $0 $0N $105,000 $105,000 $0 $0 $0R $1,038,000 $1,038,000 $1,066,000 $1,066,000 $0R $0 $0 $54,000 $54,000R $260,000 $260,000 $267,000 $267,000 $276,000 $276,000N $519,000 $519,000 $0 $0N $112,000 $112,000 $107,000 $107,000 $0R $1,972,000 $1,972,000 $2,029,000 $2,029,000 $2,094,000 $2,094,000Council Plan 2009/10 – 2012/13 36 21/07/2009

InitiativeNameGroupStrategicPriorityCapitalCode*Income2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12Munno ParaShops /DefenceDrainageConstructionMunno ParaWest Roads& DrainsNewPedestrianTraffic LightsPlayford Alive- CapitalRoadConstruction(BlackspotFunding)RoadConstruction/Urban"Other"Roads(RenewalRequirementsfrom AssetManagementPlan)Rural RoadConstructionProgramSealed RoadShoulderConstructionTraffic SafetyUpgrades -Urban &RuralCivilOperationsCivilOperationsCivilOperationsCommunityStrategy &RenewalCivilOperationsCivilOperationsCivilOperationsCivilOperationsCivilOperationsCivilOperationsCivilInfrastructureCivilInfrastructureUrbanTownships &GrowthUrbanTownships &GrowthCivilInfrastructureCivilInfrastructureCivilInfrastructureCivilInfrastructureCivilInfrastructureCivilInfrastructureN $149,000 $301,000 $152,000 $0 $0N $519,000 $519,000 $533,000 $533,000 $563,000 $563,000N $139,000 $139,000 $0 $164,000 $164,000N $5,164,000 $5,164,000 $4,604,000 $4,604,000 $2,246,000 $2,246,000R $698,000 $698,000 $0 $0 $0R $1,090,000 $1,090,000 $267,000 $2,132,000 $1,865,000 $0R $3,038,000 $3,038,000 $3,076,000 $3,076,000 $2,063,000 $2,063,000N $779,000 $779,000 $800,000 $800,000 $820,000 $820,000N $1,380,000 $1,380,000 $1,380,000 $1,380,000 $1,380,000 $1,380,000R $52,000 $52,000 $53,000 $53,000 $110,000 $110,000Total $1,023,000 $19,137,000 $18,114,000 $267,000 $16,982,000 $16,715,000 $0 $10,669,000 $10,669,000*R = Replacement of Assets / N = Creation of New Additional AssetsPlease note: 20010/11 and 2011/12 Long Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 37 21/07/2009

Long Term Initiatives - Ongoing ServicesThese are the ongoing services Council provides in relation to Economic Prosperity:Adult Learning & EmploymentAfter Hours Response - CivilBus SheltersBusiness Continuity - ITCivil Asset Database ManagementCivil Project Management & DesignCommunity Fencing RepairsCouncil Fencing RepairsDevelopment Application AssessmentDevelopment Complaints & EnforcementDevelopment Plan AmendmentsDirect Industry & Business SupportEconomic Strategy & PlanningEntrance StatementsFootpathsGrave DiggingIndigenous Programs - DFCKerbing, Water tables & Pram RampsLand Division Assessments - CivilLinemarking & Traffic ControlMarni WaeindiOpen Watercourse Drainage NetworkPiped Drainage NetworkPlanning & Building InspectionsPlayford North EmploymentPlayford PathwaysRoad & Park SignageRural EntrancewaysSealed Road Shoulders*Sealed RoadsSection 7 Requests (Planning)Strategic Planning for Economic GrowthStreet LightingTraffic ManagementUnsealed RoadsUrban Regeneration EngagementUrban Regeneration GrantsWalkway Infrastructure*New or enhanced serviceCouncil Plan 2009/10 – 2012/13 38 21/07/2009

Annual Statement Performance MeasuresThe Annual Performance Statement contains a number of performance measures linked to thefour Council goals of Community Wellbeing, Economic Prosperity, Environmental Care andOrganisational Excellence. The performance measures are by definition short-term measureswhich have been developed to track performance against Council’s priorities over the next year.The performance measures for Economic Prosperity are included below.IndicatorBUSINESS & INDUSTRY SUSTAINABILITYDirect support tobusinessesURBAN GROWTH & TOWNSHIPSMeasureNumber of Playford businesses receivingsupport from Business Enterprise CentreNumber of Playford businesses receivingsupport from Virginia Horticultural CentreProjectedEnd of YearResult2008/09Target2009/101,100 200200 TBAEconomic Growth Development Approvals across the City. 2,300 TBADevelopmentApplicationsPercentage of Development Applicationscompleted within legislative timeframes95% 95%Building Inspections Number of building inspections completed 70 TBACIVIL INFRASTRUCTUREService Levels - Roads Safety/risk - average potholes response time 7days 9 daysSealed road appearance/quality - acceptable 91.1% >89.9%Sealed roads appearance/quality - unacceptable 8.9% 30.5%Appearance/Quality - Unacceptable 68.5%

ENVIRONMENTAL CARE GOAL CHAPTEREnvironmental Care refers to activities and approaches undertaken throughout Council todeliver services to our community in a sustainable, ecologically sound and responsible manner.Goal and ObjectivesGoalTo secure a sustainable future for Playford’s community and environment through leadership,innovation, collaboration and engagementObjectivesLand Management and Biodiversity1. Widespread ecologically sustainable development.2. A functional mix of open space.3. Effective conservation and enhancement of the City’s natural resources, from thecoast to the hills.Waste Management4. Sustainable waste management focusing on waste minimisation and resource recovery.Energy Management5. A community actively addressing climate change through low energy use.Water Management6. Safe, high quality water resources.7. A community managing and using water resources sustainably.Council Priorities & Key ActivitiesThe Environmental Care Goal Plan provides Council with clear direction for what could be doneto enhance environmental management across Playford. Given its limited resources, Council,through this Council Plan, prioritises which parts of the Goal Plan needs to be implementednow.Based on comprehensive discussions between Elected Members and Staff, the followingstrategic priorities have been identified for Environmental Care:LANDGROWTHCLIMATE CHANGEWASTEWATERThe following section summarises the priorities and explores why these are major challenges forPlayford. Each priority will be addressed individually with a summary of key focus areas andkey activities for 2009/10 provided at the end of each section.Council Plan 2009/10 – 2012/13 40 21/07/2009

LandThe natural environment of the City of Playford stretches from the northern Adelaide coastlineacross the plains to the northern foothills of the Mount Lofty Ranges. Playford’s builtenvironment includes the outer fringe of metropolitan Adelaide’s residential development - withnew suburbs now reaching the urban growth boundary - as well as three township areas.Playford is also home to a burgeoning industrial sector, four significant open space networks(Little Para River, Adams Creek, Smith Creek and the Gawler River) along with a large RegionalCentre (Elizabeth), large District Centre (Munno Para) and 21 Local and NeighbourhoodCentres.As an administrator of development, and a manager of reserves and public land, Councilrecognises that its decisions can have major impacts on residents’ quality of life, as well as theability of our Council area to support native habitats and primary production.From a Council perspective, land management is a diverse topic covering issues such as openspace planning and management, landscape design, native vegetation management, land useplanning and the impacts of built form on the environment.Council’s key focus areas for Land are:Open space managementPlayford is well positioned to provide and manage a physical environment that meets thelikely recreation needs of the community. However, our open spaces are more thanpurely recreational facilities. They provide us with an opportunity to demonstrateinnovative water management and biodiversity conservation measures to our broadercommunity, and enhance the health of our natural environment. In addition to this, ouropen spaces represent important transport networks catering for cyclists andpedestrians.A critical issue for Council moving forward is the sustainable management of our openspaces from an environmental, social and financial perspective. As such, the greatestimmediate challenge is the development and implementation of a strategic, integratedplan for the delivery of open space to our community.Native vegetationThe identification, protection and enhancement of native vegetation resources within ourCouncil boundary, has been a focus area for a number of years. Being home to a largenumber of rare and endangered species of flora and fauna, Council is involved in arange of proactive and innovative projects aimed at conserving and buffering our scarcenative vegetation.As we move forward, the opportunity exists to build on past good work, and furtherintegrate native vegetation approaches into day-to-day Council planning and operations.A key focus for progressing with this aim is to capture more comprehensive spatial dataon our native vegetation resources, which will lead to better informed decision-makingand project design processes.Council Plan 2009/10 – 2012/13 41 21/07/2009

Key Land Activities in 2009/10 Implement the Open Space strategy and framework which supports broader strategicplanning and implementation of maintenance schedules. Deliver a coordinated and responsive verge maintenance and upgrade programunderpinned by sustainability principles. Increase emphasis on sustainable landscapes in new land divisions and street trees. Develop a register of dead trees within City of Playford. Increase focus on master planning around regional and neighbourhood parks. Continue to deliver the Buffers to Bushland Program, which seeks to redress the substantialloss of original vegetation on the northern Adelaide plains by providing rural landowners withtrees and fencing to protect and extend remaining stands of native vegetation. In partnership with Trees for Life, implement the Bush for Life program which enablesvolunteers to undertake minimum disturbance weed control in 16 Council reserves with theresult being the ongoing enhancement of biodiversity and habitat at these locations. Continue the Roadside Marker Scheme, which surveys and identifies important roadsidenative remnant vegetation. Continue the Whitford Bushland Reserve Development which delivers revegetation andbiodiversity enhancements in Whitford Bushland Reserve.Develop urban design frameworks that produce master plans for main streetsLandscape Architecture Design Consultancy - Deliver the consultancy for the Playford AliveProject including the delivery of landscape assets generated from LMC’s Greenfieldsdevelopments. Mapping Conservation Zones in City Wide Open Space - Survey and map all remnantvegetation contained within the City of Playford's open space, with particular focus ongrassy ecosystems.Community Land Projects/Rationalisation - Undertake projects that provide reserves at anenhanced service level for the community funded from sale of excluded/revoked communityland. Improve Bike & Walking Trails - Upgrade and create strategic walking and cycle pathsacross the City, particularly focussing on 'missing link' segments that add to the creation of amore connected network of alternative transport routes.Root Barriers - Install root barriers to prevent tree damage to sporting infrastructure such astennis or netball courts.Sustainable Landscapes - Create attractive and sustainable landscapes in key existing openspace areas across the City. Projects incorporate an integrated approach to design, plantselection, water and material use and aim to reduce maintenance inputs. These projectspromote biodiversity and create habitat for native birds and animals.Council Plan 2009/10 – 2012/13 42 21/07/2009

GrowthThe City of Playford is on the verge of unprecedented growth, both in terms of economicdevelopment and urban expansion.Council’s Environmental Care Goal Plan highlights the need for development in the City tobe based on the principles of Ecological Sustainable Development (ESD), which involves"using, conserving and enhancing the community's resources so that ecologicalprocesses, on which life depends, are maintained, and the total quality of life, now and inthe future, can be increased."The responsible management of growth in the City is therefore critical to minimise thepotential negative effects on our environment, while optimising the benefits thatdevelopment brings. The way in which Council responds to growth in the immediate futurewill have long-lasting impacts for the sustainability and resilience of our community.Growth will have a major influence on other strategic environmental areas highlighted inthis document including Council’s management of climate change, water, waste and land.Council’s key focus areas for Growth are:Long & short term land use planningSouth Australia has a population target of 2 million by 2050, though on currentpredictions this will be reached in around 2030. Council has been working todetermine what this population growth will mean for the City of Playford. Inenvironmental terms, the issue of what population our local environment cansupport in the long term needs to be considered as part of this work.Strategic land use planning is a key area of focus for Council moving forward andwill also consider other sustainability issues such as provision of accessible publictransport networks, and local job creation to avoid extended car-based commutesfor our community.Ecologically Sustainable DevelopmentAs part of the growth that Council is set to experience, Council has a role to play indefining, protecting and developing the type of environment we wish to leave forfuture generations. Through proactive initiatives and partnerships, opportunitiesexist to influence development in our area and ensure that environmental, social,and economic factors are given careful consideration.Key Growth Activities in 2009/10 Continue to develop procedural guidelines and policies to manage the growingparks and open space operations that consider and embrace environmental andsustainable principles and practices. Undertake a review of the Customer Request Systems ability to meet the needs ofthe operational groups desire to be more efficient in responding to customerrequests across a growing city. Further develop the accuracy and relevance of data in the asset register of parksand open space infrastructure and assets, including the new estates, to facilitatedevelopment of reserve management plans, as part of the open space strategy.Council Plan 2009/10 – 2012/13 43 21/07/2009

Work towards a planned, long term sustainable maintenance strategy for parks,open space and public realm green space, such as verges, medians and entrystatements. Develop a system to efficiently and effectively manage the hand over process ofthe growing number of new estates and subsequent open space assets states fromdevelopers to Council. Further foster collaborative relationships with land developers to facilitate deliveryof a better standard of housing estates, which incorporate environmentalsustainable design principles and functional open space.Council Plan 2009/10 – 2012/13 44 21/07/2009

Climate ChangeThe links between energy generation, energy use and climate change are now welldocumented and accepted around the world. Climate change has the potential forprofound effects across our own community in terms of vulnerability to temperatureextremes, severe weather, flooding, infrastructure damage etc. These changes will impacturban residents and businesses, as well as townships and primary producers.Council is in a position to lead by example, influence the behaviour of our community, andhelp them become more resilient to the future impacts of climate change, rising energyprices and energy shortages.Climate change is also an issue of relevance to a number of other strategic priority areassuch as land, water, and waste management and growth.Council’s key focus areas for Climate Change are:Climate Change Risk AssessmentAn important step forward for Council in the immediate future will be an objectiveassessment of the risks and opportunities that climate change presents. This willthen allow for more informed planning and delivery of Council services into thefuture.Corporate Energy ConsumptionEnergy consumption (use of electricity, fuel, diesel, gas etc) is a significantexpense incurred as result of the services we deliver to our community. From theperspective of managing our resources and finances responsibly and efficiently,energy use is a critical area of focus for Council.Some of the issues associated with this topic include corporate fuel use, the type ofvehicles Council operates, and opportunities to source renewable energy.Regional Water Resource ManagementAs the effects of climate change continue to unfold, water availability will becomean increasingly important concern. Water resources cannot be effectivelymanaged in isolation by individual local councils, but instead require a catchmentwideapproach. As an example of a current regional approach, through the NationalWater Initiative project, Playford is developing closer working relationships withneighbouring councils, Salisbury and Tea Tree Gully, in the interest of improvedwater resource management into the future.Key Climate Change Activities in 2009/10 Develop a White Paper on Council's response to climate change issues and theimplications of carbon trading for the local community. Implement environmental initiatives (eg energy efficiency) through the corporateasset renewal program. Continually improve Council's fleet in terms of fuel consumption, greenhouse gasesand safety. 2009 Murray Darling Association Conference - The City of Playford has agreed inprinciple to host the annual Murray Darling Association Conference in September2009. This is an event attended by delegates from throughout the Murray DarlingBasin.Council Plan 2009/10 – 2012/13 45 21/07/2009

Climate Change Risk Assessment – Implement internal cross-Council riskassessment that will focus staff on the widespread implications of climate changefor Council core business and our community. It will consider impacts oninfrastructure, services and financial sustainability, resulting in an action plan thatwill better equip us to respond to climate change as an organisation.Environmental Management System: Eco-mapping – Conduct eco-mappingsession across Council’s key service profiles to identify environmental issues andidentify improvements in efficiencies through the use of mud-maps andaccompanying documentation. Once completed, this will provide Council with themajor requirement for an EMS, and will go 80% of the way towards achievingISO14001 accreditation.Solar Cities - Playford has committed to supporting the Adelaide Solar City project.Expenditure is spread across energy efficiency analysis and implementation at arange of Council-owned facilities.Council Plan 2009/10 – 2012/13 46 21/07/2009

WasteWaste management is an important issue for Council for a range of reasons.Kerbside collection of municipal waste and recyclables already represents a key cost toCouncil and price rises in the future are inevitable. Strategies that aim to reduce wastegeneration and maximise resource recovery can deliver environmental, social andeconomic benefits for our community.‘Nuisance’ waste such as littering, illegal dumping and hording/stockpiling of waste cansignificantly detract from the amenity of our Council area. While this is essentially aneconomic development issue, is can also lead to public health, and environmental impactsin severe cases.Technological advances, along with a more convenience-driven and consumption-drivensociety is seeing new challenges in waste management emerging (eg handling ofincreasing amounts of electronic and electrical waste, access to recycling facilities inpublic places).Council’s key focus areas for Waste are:Council’s future role in waste managementThe waste management industry is a fast-changing sector which is continuallyevolving and developing new technologies. In response to current needs, Councilis presently involved in waste management (both directly and indirectly) throughservices such as kerbside collection, collection of illegal dumping, and provision ofa public waste transfer station.As new waste management challenges emerge, Council will need to assess its rolein addressing them. In particular, key issues for Council to consider will be theprovision and funding of Hard Waste, Green Waste and Chemical / HazardousWaste collection services.Reducing / mitigating environmental impacts of waste and litterCouncil currently invests significantly in the responsible management of wastethrough its subsidiary the Northern Adelaide Waste Management Authority(NAWMA). NAWMA’s operations include the sorting of municipal recyclables,operation of a world-class baled landfill facility and community education on waysto ‘avoid, reduce and recycle’ waste material.Council will also be exploring further opportunities to take a more proactiveapproach to issues such as litter and illegal dumping in our community.Key Waste Activities in 2009/10Continue to implement the Hard Waste CollectionContinue the proactive response to illegal dumping, through working collaborativelywith neighbouring councils and Zero Waste SA.Investigate alternative waste management regimes to deal with increased rubbishin parks from general litter, building sites and new developments.Breaking the Cycle of Illegal Dumping - Implement strategies to break the cycle ofillegal dumping, including public education campaigns, litter patrols, illegaldumping’ signage/messages at hotspots and for kerbside dumping. Transfer Station Scoping Study - Scope the future requirement of the transferstation.Council Plan 2009/10 – 2012/13 47 21/07/2009

WaterWater is a vital resource for the City of Playford and is critical to the successful development ofresidential areas, community sport and recreation facilities, industrial centres and horticulturalfood production in the region. On the other hand, water can also be seen as a ‘nuisance’ attimes of flooding and severe weather.Local government plays a key role in the management of water resources through itsmanagement of public land, catchment infrastructure and stormwater.As Playford’s population continues to grow, there will be significant increases in the localdemand for water, both directly due to water use in the household and indirectly due todemands on Council to provide irrigated sportsfields and recreation facilities.Increased development also brings with it an increased pollutant load and increased potentialfor water contamination. With the future reliance on cleansed stormwater for core Councilactivities, Playford has a keen interest in maintaining water quality and the function of ourwetlands and aquifer storage recovery mechanisms.Council’s key focus areas for Water are:Aquifer StorageWith ever-increasing concerns regarding pressures on the River Murray, the search foralternative water sources is a key concern for South Australia. Council has committed tosignificant investment in stormwater capture and cleansing infrastructure, along withaquifer storage and recovery technology. This approach is a central component of ourresponse to waterproofing the Council area for the benefit of both our community andour environment.Corporate Water ManagementThere is widespread recognition that water is a resource that should be managed andused responsibly. Council has a role in leading by example and demonstratingresponsible water use to our community through our own operations.Watercourse ManagementThis topic links closely with the other issues of strategic open space management andbiodiversity conservation. Council’s major linear park systems are defined by thewatercourses that run through our landscape, and the opportunity exists to take a moreholistic approach to their protection and enhancementKey Water Activities in 2009/10Continue working, if necessary, within level three water restrictions on reserves.Improve waste water assessment process to deliver better outcomes for newdevelopments. Water Knowledge Management - Investigate processes and technology to improve,enhance and streamline existing manual data processes around the collection, collation,analysis, reporting and decision-making related to Council's water usage in parks,reserves and other irrigated areas. Recent legislative changes, increasing costs of waterand high community expectations on responsible water use has raised the pressure onCouncil in this regard.Irrigation – Renew or replace various assets that have been identified in the AssetManagement Plans.Waterproofing Playford – Construct wetlands, pumps, pipework and bores to allow reuseof stormwater through aquifer storage and re-use.Council Plan 2009/10 – 2012/13 48 21/07/2009

Short Term InitiativesInitiative NameGroupStrategicPriorityIncome2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/122009 Murray DarlingAssociation ConferenceAdelaide Solar CityBreaking the Cycle ofIllegal DumpingParks & OpenSpaceCityDevelopmentCityDevelopmentWater $8,000 $8,000 $0 $0ClimateChange$5,000 $5,000 $5,000 $5,000 $0Waste $5,000 $5,000 $0 $0Climate Change RiskAssessmentCityDevelopmentClimateChange$21,000 $21,000 $0 $0EnvironmentalManagement System - EcomappingCityDevelopmentClimateChange$10,000 $10,000 $0 $0Landscape ArchitectureDesign ConsultancyMapping ConservationZones in City Wide OpenSpaceParks & OpenSpaceParks & OpenSpaceLand $100,000 $100,000 $0 $0 $0Land $5,000 $15,000 $10,000 $5,000 $10,000 $5,000 $0Reduce Greenhouse Gas(Council Buildings)Asset StrategyClimateChange$0 $10,000 $10,000 $0Site Assessment (AndrewsRoad Refuse Site)Asset Strategy Land $0 $0 $60,000 $60,000Transfer Station ScopingStudyWaste Water ApprovalCompliance ProgramWater KnowledgeManagementCityDevelopmentCityDevelopmentParks & OpenSpaceWaste $30,000 $30,000 $0 $0Growth $0 $36,000 $36,000 $38,000 $38,000Water $30,000 $30,000Total $105,000 $224,000 $119,000 $5,000 $61,000 $56,000 $0 $98,000 $98,000Please note: 20010/11 and 2011/12 Short Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 49 21/07/2009

Long Term Initiatives via Capital WorksInitiative NameGroupStrategicPriorityCapitalCode*Income2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12Community LandProjects/Rationalisation#Asset Strategy Land R $214,000 $104,000 -$110,000 $4,484,000 $107,000 -$4,377,000 $225,000 $113,000 -$112,000Improve Bike &Walking TrailsIrrigation(RenewalRequirementsfrom AssetManagement Plan)Reduction ofGreenhouseGases - CouncilBuildingsRoot BarriersParks & OpenSpaceParks & OpenSpaceAsset StrategyParks & OpenSpaceLand N $54,000 $54,000 $0 $0Water R $383,000 $383,000 $249,000 $249,000 $476,000 $476,000ClimateChangeR $0 $0 $55,000 $55,000Land R $10,000 $10,000 $11,000 $11,000 $11,000 $11,000Solar CitiesCityDevelopmentClimateChangeN $11,000 $11,000 $27,000 $27,000 $34,000 $34,000Street Lighting &Safety UpgradeSustainableLandscapesWaterproofingPlayfordCivilOperationsParks & OpenSpaceCivilOperationsLand N $0 $0 $55,000 $55,000Land R $107,000 $107,000 $110,000 $110,000 $113,000 $113,000Water N $4,781,000 $5,092,000 $311,000 $0 $0Total $4,995,000 $5,761,000 $766,000 $4,484,000 $504,000 -$3,980,000 $225,000 $857,000 $632,000*R = Replacement of Assets / N = Creation of New Additional Assets# = Income is from sale of assetsPlease note: 20010/11 and 2011/12 Long Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 50 21/07/2009

Long Term Initiatives - Ongoing ServicesThese are the ongoing services Council provides in relation to Environmental Care:Andrews Road Transfer StationAnimal ManagementAquifer Storage & Reuse SystemsBushfire Targeted Works Package*Bushfire Prevention Administration Fund*Design, Develop, Maintain, Upgrade, Decommission Parks and Open Space EnvironmentsEnvironmental ComplaintsEnvironmental Strategy & AdviceFire PreventionFire Track MaintenanceLitter ControlMaintenance of Non Environmental Elements in Open Space EnvironmentsNative Biodiversity Management ProgramsParks & Open Space Management, Planning, Reporting & innovationParks & Open Space Special Projects and ProgramsWaste CollectionWaste Water*New or enhanced serviceCouncil Plan 2009/10 – 2012/13 51 21/07/2009

Annual Statement Performance MeasuresThe Annual Performance Statement contains a number of performance measures linked to thefour Council goals of Community Wellbeing, Economic Prosperity, Environmental Care andOrganisational Excellence. The performance measures are by definition short-term measureswhich have been developed to track performance against Council’s priorities over the next year.The performance measures for Environmental Care are included below.LANDIndicatorBiodiversityGROWTHEnvironmentallysustainabledevelopmentCLIMATE CHANGERenewableenergyWASTEMitigatingenvironmentalimpactsWATERMeasureNumber of Indigenous Plants planted by Council staff,volunteers and contractors and distributed tolandowners under the Buffers to Bushland ProgramNumber of local native Indigenous plant speciespreviously uncultivated by Council, grown in theCouncil nursery this yearProportion of developments approved greater than fivestarProportion of Council's energy use and emissions dataProjectedEnd ofYearResult2008/09Target2009/1015,000 10,0003 3Unable toobtain dataUnable toobtain dataTo beremoved in2009/1080%Proportion of waste diverted from landfill 35% 35%Total waste (kilograms of waste per household perweek)19kg18kgAquifer storageQuantity of harvested storm water injected into aquiferstorage for re-use20megalitres20megalitresWater efficiencyPreparation and review of Water Management(Efficiency) Plans100% 100%IrrigationupgradesCompliance with level 3 water restrictions 100% 100%Council Plan 2009/10 – 2012/13 52 21/07/2009

ORGANISATIONAL EXCELLENCE GOALCHAPTEROrganisational excellence is the combined corporate effort that balances the requirements ofstakeholders and the community and increases the probability of long-term organisationalsustainability through customer focused operational, financial and performance excellence.Goal and ObjectivesGoalA progressive, responsive and innovative organisation that supports the implementation of thePlayford community visionObjectives1. Align our efforts towards the community vision and goals2. Build our capacity for excellence3. Ensure we apply resources to meet short term requirements and long term sustainabilityCouncil Priorities & Key ActivitiesThe Organisational Excellence Goal Plan provides Council with clear direction for what could bedone to enhance excellence across the organisation. Given its limited resources, Council,through this Council Plan, prioritises which parts of the goal plan needs to be implemented now.Based on comprehensive discussions between elected members and staff, the followingstrategic priorities have been identified for Organisational Excellence:SERVICE SUSTAINABILITYCOMMUNITY ENGAGEMENTORGANISATIONAL DEVELOPMENTDECISION MAKINGThe next section summarises the priorities and explores why these are major challenges for theCity of Playford. Each priority will be addressed individually with a summary of key focus areasand key activities for 2009/10 provided at the end of each section.Council Plan 2009/10 – 2012/13 53 21/07/2009

Service SustainabilityService sustainability occurs when Council (service provider) provides a mix of services to thecommunity at a cost the community is willing to pay, and in a manner that can be sustained forfuture generations.Service sustainability is a strategic priority for Council because the organisation has finiteresources and a community with ever increasing expectations about what they should receive inreturn for their rates. Over the past 11 years Council has been working towards becomingfinancially sustainable. That is, a situation where planned long term service and infrastructurelevels and standards are met without unplanned increases in rates or disruptive cuts to services.As Council approaches financial sustainability it finds it can no longer continue past annualbudgeting processes of doing more with less (whilst still providing every single service that iscurrently provided).Council’s key focus areas for Service Sustainability are:Service level reviewCouncil’s on-going service delivery budget has always been based on an historical“share of the pie” situation for each department. Until now there hasn’t been anin-depth review of the many services provided to ensure:o Does Council still want to provide this service (still relevant)?o How each service fits with its current strategic priorities?o How many customers utilize each service?Efficiency and ProductivityOnce Council confirms that it wants to continue delivery of any particular service to thecommunity, it needs to ensure it operates in the most efficient and effective manner.Council may find that there are barriers that make it very difficult for it to provide someservices in the most efficient and effective way. Even if it believes it is a highly desiredand strategically significant service to the community, Council may determine that it isnot the best direct service provider.AssetsThere is much more to asset management than simply replacing it when it wears out. Infact, while the engineering and financial imperatives for each asset remain, it is more theservice delivery that should determine the initial need, quality, ownership and ongoingstandard of maintenance on those assets. The specific focus should be on thecompletion of asset management plans for all significant Council assets which areunderpinned by quality data and the ability to model long term costs covering at leastone full life of the asset.RevenueLocal Government is restricted to the generation of a property based tax as its mainincome source. For ongoing financial security and to ensure Council has a collectiveunderstanding and agreement for the way it taxes its community, it is vital to put effortand time into reviewing revenue policy and practices. Council also needs to look towardother non-rates revenue to ensure that it is maximising revenue potential.Council Plan 2009/10 – 2012/13 54 21/07/2009

Key Service Sustainability Activities in 2009/10 Review and maintain the Long Term Financial Plan. Seek to ensure that Council takes advantage of revenue/funding opportunities availableto Council and the City. Review existing and develop additional Asset Management Plans for city wide orcorporate assets. Business Continuity – Develop, implement and maintain a business continuity plan thatprovides a systematic solution to enable the reinstatement of Council’s operations afteran emergency event. Service Review Finalisation - Finalisation of the current Service Review Process postJune 2009. Long-term Accommodation Project: Land - In accordance with Council's endorsement ofthe funding strategy for the Long Term Accommodation Project, initiate the sale of theformer Elizabeth Council offices and library.Council Plan 2009/10 – 2012/13 55 21/07/2009

Community EngagementCommunity engagement is about involving the community in the decision making process whichis critical to effective, transparent and accountable government. It describes the different waysin which Council keeps the community informed, listens to and acts on ideas and concerns andencourages debate.Community engagement is a strategic priority for Council because increased involvement andresponsibility of the electorate, is essential to keep the Council at the forefront of localgovernment evolution and to take it to the next stage in the delivery of improved, targeted,effective and efficient services. It complements representative democracy by informingCouncillors of the ongoing views and issues within the community.Across Council, various teams have consistently consulted with their communities of interest.However, historical practices have sometimes set the community up for unrealistic expectationsand disappointment which potentially causes an erosion of trust and even disengagement withthe Council.From absorbing the lessons of the past, Council has developed a community engagementframework that will guide all staff on better and more representative practices of democraticengagement. Moving from the traditional consultation methods that we often practice to a morecomprehensive system of democratic engagement will lead to a large number of benefitsincluding; sustainable communities/ projects if the community is driving the agenda;strengthened sense of partnership, good citizenship, social responsibility and social inclusion.Council’s key focus areas for Community Engagement are:Leadership - Providing Opportunities for Community input towards betterinformed Decision MakingIt is known that good decision making is likely to occur when decisions are based ongood information, when Councillors have the opportunity to put forward their point ofview and when there has been community input. Community engagement is aboutkeeping the community informed and involved in ongoing consultations so that Councilcan make better decisions that more closely match the needs and aspirations of thecommunity. We can work towards this by:o Developing a strong organisational culture of support for engaging with thecommunity that is encouraged, resourced and led from the Elected Member bodyand senior levels within the organisationo Providing clear leadership by explaining Council’s decisionso Understanding local issues and engaging with the community in a proactiverather than reactive way.o Supporting Councillors in their connections with the community. Organisation - Improve our method and commitment to good Communityengagement processes and practicesThe focus is on building the capacity of staff and work teams to prepare ourselves toundertake community engagement better as an organisation, both internally andexternally. This will be achieved through:o The continual development of a community engagement framework and policyo Staff training and development in planning for community engagement andtechniquesCouncil Plan 2009/10 – 2012/13 56 21/07/2009

o Supporting teams in their planning for community engagemento Sharing ideas, techniques and knowledge and experience about communityengagement across the organisationo Evaluating our success and failures Citizen and Stakeholder Engagement - Working towards creating a communitywhich is engaged and interested in local democracyCouncil’s goal is to create opportunities for the community to become informed andparticipate and contribute to Council activities which will encourage the community to befurther engaged and interested in local democracy and activities occurring in theircommunity. This will be achieved through:o Developing closer using relationships between the Council, Councillors and theCommunity by utilising forums and environments that already existo Developing stronger links with those members of the community that are oftennot engagedo Raise awareness of Council’s role and services, the importance of civicparticipation and provide opportunities for the community to be engaged.Key Community Engagement Activities in 2009/10 Continue to build the community engagement database of community members who areinterested in being engaged on various topics that affect them in their communities. Review the North is Up community newspaper, considering what it may look like in thefuture. Further develop proactive and dynamic external communication strategies to reach ourcommunity and other stakeholders. Review how we report organisational performance to our community and developinnovative reporting methods. Continue to support the Playford Partnership by producing three partnership newslettersper year and hosting Partnership Networking Breakfasts that feature relevant andexciting guest speakers. Continue to build internal capacity around community engagement through targetedinteractions with teams and project planning. Continue building relationships at the political level with key elected representatives andneighbouring Councils, and through involvement with the Playford Partnership,Wakefield Group and local MP briefings. Establish and maintain key regional and national partnerships to ensure the City ofPlayford is well positioned to achieve the goals of the Playford Community Plan. Continue to engage the community in matters concerning the future of the city. Citizen and Voter Awareness Program – Implement an innovative citizen and voterawareness program to; increase residents’ awareness of their options within ademocratic system of government; identify ‘unintentional community leaders’ andincrease voting capacity for the next local government election. Community and Stakeholder Engagement in Council Planning: Pilot Program –Implement a focused program that engages the community and stakeholders in theannual Council Planning cycle and sets and evaluates strategic performance measures.The program would facilitate engagement at various points in the annual process,varying in engagement level (inform, consult, involve, collaborate). A proposedtechnique is a community conference ‘think tank, talk tank’. Leadership Development – Implement a development program for Elected Members andmanagement to review their interaction and ensure that it results in best outcomes forthe community and organisation.Council Plan 2009/10 – 2012/13 57 21/07/2009

Organisational DevelopmentOrganisational development is the planned effort to bring about significant improvements inorganisational effectiveness. Its goal is to enable organisations to continually mature inresponse to changes of the external environment; and to improve performance through positivechanges to people management, competence, communication, systems and structures.Organisational development is a strategic priority for Council because demands on it areconstantly shifting, driven by community expectations, rapid growth in the city, skill shortagesand service sustainability.Council must be equipped to cope with and to embrace continuous change to maintain itsrelevance and quality of service, to sustain a dynamic and fluid workforce, including volunteers,a culture of best practice and continuous improvement, and to build relationships betweenelected members, staff and volunteers that is inclusive and has a shared vision and unity ofpurpose.Council’s key focus areas for Organisational Development are:Workforce planning & developmentWorkforce planning is a key area to assess future staff requirements and provide theknowledge to implement strategies to skill existing staff, elected members andvolunteers and attract and retain employees to meet future demand. There is currentlyno plan in place that links Council’s workforce requirements to its strategic goals andobjectives. A successful workforce plan should determine the priorities for Council’straining and development plan.Organisational cultureOrganisational culture is formed by the beliefs and attitudes, often unarticulated, of thepeople who make up an organisation. It forms through a complex set of influences frominside and outside the organisation. A ‘good’ culture is formed when people understandand believe in the organisation’s purpose, trust its leaders and feel empowered andequipped to do their work in pursuit of that purpose.Understanding its current organisational culture will allow Council to develop andimplement actions to assess any perceived issues and promote organisationaldemocracy where employees make and take responsibility for decisions that affect theirworkplace.Performance, planning & measurement‘Performance, planning and measurement’ is about having an appropriate frameworkincluding targets and tools to better align Council’s objectives with individual andorganisational performance.Effective leadershipAll endeavours undertaken by the organisation rely heavily on the capability of ourleaders to translate the vision and inspire our people to deliver outcomes for ourcommunity. Apart from parents, leaders are the most watched people in our society,therefore we need to continually invest in benchmarking our leadership capability andgrowing our current and future leaders to be in a position to deliver our goal plans for thecommunity.Knowledge ManagementCouncil Plan 2009/10 – 2012/13 58 21/07/2009

Retaining and enhancing the organisation’s intellectual property is a key competitiveadvantage in ensuring we efficiently deliver services. Knowledge management isensuring we have the systems and business processes to effectively capture, retain andrecall the information relevant to carrying out Council services.Key Organisational Development Activities in 2009/10 Introduce a new staff performance management framework by undertaking a significanteducation campaign with management and staff. Introduce new leadership framework and training and development program to raise thecapabilities of the organisation and ensure best practice in local government. Implement a Workforce Planning strategy to maintain greater control and managementof organisational growth to ensure the right people, in the right quantities are in the rightteam at the right time. Identify and develop future leaders for succession planning and retention strategy. Continue to implement best practice initiatives to ensure equity and support in theworkplace eg Gen Y, Retirees, Non-English Speaking Background, Women inLeadership. Continue to implement Occupational Health and Safety initiatives in an effort to reduceworkers compensation liability and other associated risks. Continue the review into strategic and organisational performance measurement acrossCouncil. Customer Satisfaction Survey – Implement the Survey which assists Council to gain anunderstanding of the needs and expectations of residents in the design and delivery ofCouncil services, evaluate the effectiveness of Council's services and programs andassess where resources should be allocated based on customer needs. It is also usedas a key information for performance reporting. Update of Aerial Photos – Update photos so that we have a current resource to use in atime of increased development and growth. Asset Management & Remote Computing Systems - Implement systems and processesto streamline work practices and improve the management of assets across Council. DataWorks – Maintain our electronic document management system, to support ourrequirement for records management compliance. Enterprise 1 – Maintain Council's core financial application. Hardware Upgrades & System Integration – Replace critical core infrastructure as itreaches the end of its useful life. Outlook & Email Archive - Implement and manage appropriate archiving strategies forCouncil's email systems and data. Pathway V3 – Upgrade Council's property, people and regulatory database. System Replacement (Library 2008/09 - 2009/10) - Replace library system software.Council Plan 2009/10 – 2012/13 59 21/07/2009

Decision MakingDecision making is the process of making an informed choice among the alternatives that arepossible. It is one of the most important activities undertaken by Council.Decision making is a strategic priority for Council because effective decision making increasesthe likelihood that decisions made will be in the best interests of the City. This is particularlyimportant in the current context of rapid growth.Excellence in decision making is important because it: Underpins the level of confidence that community and stakeholders have in Council Ensures decisions are transparent, well informed and timely Ensures that Council meets its legislative responsibilities Is a strong reminder of the ultimate accountability of Council to the community it serves. Everyone is clear about decision making responsibilities- i.e. who is making whatdecisionDecision making at Council is undertaken through three mechanisms: decision making byelected members, decision making by staff and now with the introduction of Goal Committees,joint decision making. The Organisation is also embarking upon organisational democracywhere employees make and take responsibility for decisions that affect their workplace.The next step is including community decision making as part of the promotion of democracywithin our community.Council’s key focus areas for Decision Making are:Roles & RelationshipsClarify the roles and relationships within decision making processes and foster asophisticated approach to defining and implementing these. Ensure we have the rightstructures (governance framework) to make efficient and effective decision making.Accountability & TransparencyAccount for activities and have systems that support this accountability throughperformance measurement and reporting and independent review. Reporting back tothe community on progress, decisions and outcomes is essential. Encourage a positiveculture that promotes openness and honesty in which questioning is encouraged andaccountability is clear.DelegationsEnsure effective decision making processes are in place that reflects the transparencyand accountability where effective delegations are implemented and maintained. Beingvery clear as an organisation about who makes what decisions.Participatory Democratic CultureStrive to create opportunities for the community to make meaningful contributions todecision-making, and seek to broaden the range of people who have access to suchopportunities.Council Plan 2009/10 – 2012/13 60 21/07/2009

Key Decision Making Activities in 2009/10 Prepare and plan for the 2010 Local Government Elections. Continue to provide support to the Mayor and Councillors in the delivery of theirduties. Update and maintain key governance policies, i.e. delegations / sub-delegations /code of conduct. Update our governance framework ensuring it operates in the most efficient andtransparent way. Review our strategic planning architecture and performance measurement system. Continue to provide quarterly performance reports to the Council and community. Develop strategic planning manual and awareness program across the organisation. Develop Elected Member Manual. Continue to respond to proposed legislative changes to the Local Government Act. Continue to streamline and make the agendas and minutes production process moreefficient. Continual development and implementation of a risk management frameworkCouncil Plan 2009/10 – 2012/13 61 21/07/2009

Short Term InitiativesInitiative NameGroupStrategicPriorityIncome2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11NetCost2010/11Income2011/12Expenditure2011/12Net Cost2011/12Service ReviewFinalisationPeople, Culture& KnowledgeServiceSustainability$60,000 $60,000Customer SatisfactionSurveyCommunityEngagementOrganisationalDevelopment$25,000 $25,000 $0 $0Update of Aerial PhotosPeople, Culture& KnowledgeServiceSustainability$60,000 $60,000 $0 $0Citizen and VoterAwareness ProgramCommunityEngagementCommunityEngagement$40,000 $40,000 $30,000 $30,000 $0Leadership DevelopmentCommunityEngagementCommunityEngagement$8,500 $8,500 $0 $0Community andStakeholder Engagementin Council Planning -Pilot ProgramCommunityEngagementCommunityEngagement$15,750 $15,750 $5,000 $5,000 $0Business ContinuityFinance & RiskManagementServiceSustainability$15,750 $15,750Total $0 $225,000 $225,000 $0 $35,000 $35,000 $0 $0 $0Please note: 20010/11 and 2011/12 Short Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 62 21/07/2009

Long Term Initiatives via Capital WorksInitiativeNameGroupStrategicPriorityCapitalCode*Income2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12AssetManagement& RemoteComputingSystemsCorporateCustomerServiceTelephonesDataWorksPeople,Culture &KnowledgePeople,Culture &KnowledgePeople,Culture &KnowledgeServiceSustainabilityServiceSustainabilityServiceSustainabilityR $104,000 $104,000 $0 $0R $0 $21,000 $21,000 $0R $62,000 $62,000 $32,000 $32,000 $33,000 $33,000DDA Workson BuildingsAssetStrategyServiceSustainabilityN $22,000 $22,000 $22,000 $22,000 $23,000 $23,000Enterprise 1People,Culture &KnowledgeServiceSustainabilityR $104,000 $104,000 $0 $90,000 $90,000FleetReplacementHardwareUpgrades &SystemIntegrationHorizonAssetStrategyPeople,Culture &KnowledgePeople,Culture &KnowledgeServiceSustainabilityServiceSustainabilityServiceSustainabilityR $1,181,000 $2,076,000 $895,000 $1,213,000 $2,132,000 $919,000 $1,079,000 $2,647,000 $1,568,000R $135,000 $135,000 $139,000 $139,000 $146,000 $146,000R $0 $0 $22,000 $22,000Long-termAccom.Project - LandAssetStrategyServiceSustainability$1,069,000 -$1,069,000 $0 $0Outlook &Email ArchivePeople,Culture &KnowledgeServiceSustainabilityR $42,000 $42,000 $0 $0Pathway V3People,Culture &KnowledgeServiceSustainabilityR $50,000 $50,000 $0 $0Council Plan 2008/09 – 2011/12 63 21/07/2009

InitiativeNameSystemReplacement(Library2008/09 -2009/10)GroupPeople,Culture &KnowledgeStrategicPriorityServiceSustainabilityCapitalCode*Income2009/10Expenditure2009/10Net Cost2009/10Income2010/11Expenditure2010/11Net Cost2010/11Income2011/12Expenditure2011/12Net Cost2011/12R $156,000 $156,000 $0 $0Total $2,250,000 $2,751,000 $501,000 $1,213,000 $2,346,000 $1,133,000 $1,079,000 $2,961,000 $1,882,000*R = Replacement of Assets / N = Creation of New Additional AssetsPlease note: 20010/11 and 2011/12 Long Term Initiatives are subject to change during the annual Council Plan priority review processCouncil Plan 2009/10 – 2012/13 64 21/07/2009

Long Term Initiatives - Ongoing ServicesThese are the ongoing services Council provides in relation to Organisational Excellence:Accounting ServicesAfter Hours Response - CoordinationAsset ManagementBuilding Project Management & PlanningCash Reconciliation & CollectionCommunication Towers ManagementCommunity EngagementCommunity InformationCompliance & Decision MakingCorporate BuildingsCorporate Real Estate ManagementCorporate Planning & PerformanceCustomer Service CentreEmergency Services LevyEmployee AdministrationEmployee EnvironmentGeneral Machine Shop & FabricationIT Business ImprovementIT User SupportKnowledge ManagementLifecycle/AssetsLight Commercial & Passenger VehiclesOrganisational DevelopmentOrganisational PhonesOther Buildings & StructuresParking ControlPlant & EquipmentProcurement ServicesRates & DebtorsReputation ManagementRisk Management & PolicyCouncil Plan 2008/09 – 2011/12 65 21/07/2009

Annual Statement Performance MeasuresThe Annual Performance Statement contains a number of performance measures linked to thefour Council goals of Community Wellbeing, Economic Prosperity, Environmental Care andOrganisational Excellence. The performance measures are by definition short-term measureswhich have been developed to track performance against Council’s priorities over the next year.The performance measures for Organisational Excellence are included below.IndicatorSERVICE SUSTAINABILITYMeasureProjectedEnd of YearResult2008/09Target2009/10Financial Operating Surplus / (Deficit) before Capital items ($0.46m) TBARisk ManagementAssetManagementService LevelreviewFinancialSustainabilityAnnual Local Government Mutual LiabilityScheme Risk Management ReviewAsset Management Framework Developed 100%Local Government Association required AssetManagement Plans CompletedAsset Management Plans completed andendorsed for Fleet, IT and WetlandsAsset Management Policy endorsed by CouncilKey Financial Indicator 6A(Asset Sustainability Ratio)Service Level Review reviewed by ElectedMembers ready for Community consultationReview of current service definitions andperformance standards developed for eachservice.Annually review & update Long Term FinancialPlan94% 92%100%Newmeasure for2009/10Newmeasure for2009/10Newmeasure for2009/10100%Newmeasure for2009/10To beremoved in2009/10To beremoved in2009/10100%100%>100%To beremoved in2009/10Dec-09100% 100%Revenue Rating Review - New Policy 100% TBACOMMUNITY ENGAGEMENTPlayfordPartnershipPlayford Partnership Networking Events4 per annum4 perannumRelationships –Elected MembersCommunityEngagementModelORGANISATIONAL DEVELOPMENTSatisfactionRetentionSatisfaction with Relationships (withManagement) - Leadership SurveyCouncil initiatives using community engagementmodel (Community Engagement Registrations)Employee Overall Satisfaction Score -EmployeeSurvey (Very Satisfied or Satisfied)Employee Turnover - Number of employees thatleave during the period (exempt casual staff andstaff who terminate due to end of their fundedcontract)89% TBA8 779%Next surveydue in2010/115% TBACouncil Plan 2009/10 – 2012/13 66 21/07/2009

IndicatorVolunteerSatisfactionMeasureVolunteer Satisfaction Rating - Volunteer Survey(Very Satisfied or Satisfied)ProjectedEnd of YearResult2008/09None statedParticipation Staff participation rate in Employee Survey 73%Target2009/10TBANext surveydue in2010/11Volunteer participation rate in Volunteer Survey None stated TBAInternalCommunicationOccupationalHealth and Safetyand WelfarePerformanceDECISION MAKINGGovernanceSatisfaction with internal communications(Anti-mushroom survey)Lost Time Injury - FrequencyLost Time Injury - DurationComplete comprehensive review ofOrganisational Performance Reporting andManagementNumber of employees with current performanceobjectivesEstablish Policies to Support Principles of GoodCorporate Governance80% TBA< Group ACouncils< Group ACouncils< Group ACouncils< Group ACouncils70% TBANewmeasure for2009/1075%Representation Review Completed. 100%Elected Members are able to have enoughinfluence over the agenda and items discussedby Council.95%75% ofpoliciescurrentTo beremoved in2009/1022% agree TBACouncil meetings are efficient and effective 63% agree TBACouncil Plan 2009/10 – 2012/13 67 21/07/2009

ANNUAL BUDGET 2009/10Council Plan 2009/10 – 2012/13 68 21/07/2009

Annual Budget ContextThe Australian economy is moving towards recession with economists predicting that we willcontinue to experience volatility and uncertainty for some time to come.Whilst Council is certainly not immune to this economic downturn we are yet to feel anysignificant impacts upon our business. However, the Playford community has most certainlyalready begun to feel the impacts of this global financial crisis and the associated economic flowon effects such as decreased demand for local business; increase in unemployment or underemployment (most notably in Playford, GeneralMotors Holden removal of afternoon shift); personal financial stress on individuals due to uncertainty of employment etc.Council is keenly aware of the struggle facing many families and businesses in the City and isconscious of considering these issues when setting Council rates for 2009/10.Notwithstanding the current economic climate the key challenge for our City remains therequirement to fund vital infrastructure required to facilitate the unprecedented level of urbangrowth (particularly Playford North) that we have experienced over the past two years andexpect will continue despite the prevailing economic conditions. This needs to be done whilstcontinuing to maintain services and renew the infrastructure that services our existingcommunity.These challenges require Council to maintain a focus on our long term financial sustainability aswell as on the shorter term annual budgeting process, to ensure that the needs of ourcommunity are met this year and for many years to come.In developing the Annual Budget for 2009/10 a number of internal and external influences havebeen incorporated as follows: The All Adelaide Consumer Price Index for December 2008 was 3.8% Councils Enterprise Bargaining Agreement - increasing labour costs by 4%Estimated growth in rates income from new developments of $0.9 million (note this isoffset by additional servicing costs for these new ratepayers) Council is currently finalising (June 2009) a land, building and infrastructure assetrevaluation – including a move towards the use of residual values for all applicableassets (infrastructure and buildings) as well as depreciating Council buildings atcomponent level (electrical, plumbing, fit-out, air-conditioning, roofing and structure)rather than at building (structure) level. Whilst this will not effect the original depreciationbudget for 2009/10, we would expect a significant change (increase in depreciation) tooccur during the 2009/10 financial year.Links to the Long Term Financial PlanThe Long Term Financial Plan (LTFP) is one of Councils key strategic plans. It acts todemonstrate the affordability of strategies contained within Council’s other strategic plans. TheFinancial Plan sets the parameters for income, expenses, projects and loans for both the shortand long term in a manner that is commensurate with ensuring the on-going financialsustainability of Council.The parameters in the LTFP are used to develop the annual budget for the coming financialyear, which is then allocated across all service areas using a ‘top down’ approach.Council Plan 2009/10 – 2012/13 69 21/07/2009

Council’s LTFP has now been updated to include the most up to date information available withrecent updates to future developer contribution income, depreciation, interest expense andadditional grant related programs.The graph below displays Councils forecast operating result for the first five years of its revisedLong Term Financial Plan (2008/09 to 2012/13) and indicates that Council will achieve its targetOperating Result of between a Breakeven and $2 million surplus on a five year weightedaverage basis from the 2010/11 financial year onwards.Dollars $m1.41.21.00.80.60.40.20.0(0.2)(0.4)(0.6)Operating Surplus (Deficit)Operating Surplus(Deficit)5 Year Average2008/2009 2009/2010 2010/2011 2011/2012 2012/2013Current Year 1 Year 2 Year 3 Year 4Council has recently completed its Infrastructure and Asset Management Plan (IAMP) providingus with a more accurate indication of our asset funding requirements - that is the amountCouncil needs to spend each year on the renewal or replacement of its assets in the future.This is a different concept to depreciation (included in the Operating Surplus) which is more ameasure of the service potential of Council’s assets that has been used over the period.The IAMP indicator better demonstrates Councils need to fund on-going replacement ofinfrastructure and other assets. By utilising this data in our financial planning instead oftraditional depreciation we will ensure that our LTFP and our IAMP remains forward looking.However, it should be noted that when we replace depreciation with the IAMP fundingrequirement, Councils Operating Result changes to an Operating Deficit for the four year periodcovered by this Council Plan, as can be seen in the graph below.Council’s target Operating Result adjusted for IAMP is for a breakeven result over a five yearaverage – a target we do not achieve in the ensuing period. Our LTFP does, however, showthat we will make significant progress towards achieving this target over the next 10 years.This issue serves to illustrate the challenges ahead for our City - being the requirement to fundvital infrastructure required to facilitate significant growth whilst continuing to renew theinfrastructure that services our existing community.Dollars $m1.00.50.0(0.5)(1.0)(1.5)(2.0)(2.5)(3.0)Playford Operating Surplus (Deficit)adjusted for IAMPOperating Surplus(Deficit)5 Year Average2008/2009 2009/2010 2010/2011 2011/2012 2012/2013Current Year 1 Year 2 Year 3 Year 4Council Plan 2009/10 – 2012/13 70 21/07/2009

2009/10 Annual Budget SummaryCouncil’s Annual Budget delivers a total of $89.3 million in services to the Playford communityduring the 2009/10 financial year while providing for an Operating Surplus of $0.3 million.Continued delivery of existing servicesDelivery of services through long term initiatives$59.4 million$29.9 millionCouncil’s budgeted deficit is a substantial improvement over the annual deficits that Council hascarried previously and demonstrates our commitment towards achieving long term financialsustainability and a balanced operating result in a manner that our community can afford.Key Budget Data2007/08ACTUAL$m Item2008/09FORECAST$m2009/10BUDGET$m54.0 Operating Income 55.9 59.753.4 Operating Expenses 56.4 59.40.6 Operating Surplus/(Deficit) (0.5) 0.34.517.8Amounts received specifically for new or upgradedassetsCapital Works excluding Physical resources receivedfree of charge13.6 8.446.0 29.926.5 Net Loan Balance 46.4 53.8Financial Indicators2007/08ACTUAL$0.6m1.9%$39.2m73%3.4%43%60%Financial IndicatorOperating Surplus / (Deficit)The difference between day to day income and expense(Target Range: $0 to $2m surplus over 5 year period)Operating Surplus RatioOperating Surplus/(Deficit) divided by rates(Target Range: 0 - 5% over a 5 year period)Net Financial LiabilitiesMoney owed to others less money we have or is owed to us(Target:

Council has budgeted to spend $59.4 million in its operations (including depreciation) and $29.9million in long term initiatives during 2009/10.The chart below illustrates how the $59.4 million in operations will be allocated across Councilfunctions.2009/2010 Budgeted Operating Expenditure by GroupParks & Open Spaces15%People, Culture &Knowledge Management7%Asset Strategy &Customer Service12%City Development12%Lifelong Learning7%Finance, RiskManagement &Procurement *11%Executive Management2%Community Strategy &Renewal9%Community Engagement3%Civil Operations22%*includes $2.8m in interest paymentsShort Term InitiativesIncluded in Council’s 2009/10 Annual Budget is expenditure of $0.8 million* ($0.6 million net) setaside to fund short term operating initiatives.Each Goal Committee has identified and recommended key strategic initiatives, with a detailedlist of these projects available in each of the Goal Chapters.A summary of Council’s short term operating initiatives by Goal is provided as follows;2009/2010Income Expenditure Net$'000 $'000 $'000Community Wellbeing 54,500 180,500 126,000Economic Prosperity 44,746 209,746 165,000Environmental Care 105,000 224,000 119,000Organisational Excellence - 225,000 225,000Sub-total Operating Inititatives 204,246 839,246 635,000*Details on these operating initiatives can be found in the preceding sections of this plan.Council Plan 2009/10 – 2012/13 72 21/07/2009

Long Term InitiativesRenewal or Replacement of existing servicesDelivery of new or enhanced services$14.5 million$15.4 millionCouncil will continue to provide for the renewal and/or replacement of needed assets (e.g. roadsand footpaths) to ensure that they can continue to provide community benefit.Council supports the principle that existing infrastructure will be maintained to their currentservice level and ensures that their economic life is maximised as a priority over building newinfrastructure.Building new infrastructure commits Council to increased maintenance costs which must befunded by either additional Council rate increases or decreased services in other areas.The expenditure for the delivery of new or enhanced services during 2009/10 relates largely tothe following major projects:Playford AliveWaterproofing Northern Adelaide$5.2 million$5.1 millionThe 2009/10 draft annual budget includes a Capital Works expenditure program of $29.9million* (net $22.9 million) and can be summarised by Goal Group as follows.2009/2010Income Expenditure Net$'000 $'000 $'000Community Wellbeing 1,170 2,242 1,072Economic Prosperity 1,023 19,137 18,114Environmental Care 4,781 5,761 980Organisational Excellence - 2,751 2,751Sub-total Capital Projects 6,974 29,891 22,917Income excludes $1.4 million expected for Developer Contributions towards Footpaths and Open Space.*Details on these capital projects can be found in the preceding sections of this plan.Playford AliveThe City of Playford is a partner in the Playford North Urban Renewal project. This is a largescaleurban renewal project that will deliver new housing, public housing upgrades, new andupgraded shopping centres, proposed school sites, transport upgrades, sporting facilities andparks over the next 15 years.Council has responsibility for ensuring that infrastructure such as roads, footpaths, parks,gardens and storm water systems work in a way that meets community needs.The 2009/10 Annual Budget includes the following budgets relating to the Playford Alivedevelopment (these amounts are included in the totals above).Operating expenditureCapital Works expenditure$0.6 million$5.2 millionCouncil’s total contribution to this $1 billion project is $25 million over a 10 to 15 year period,and this contribution is provided as a capital works contribution over time ($20.3 million) and anCouncil Plan 2009/10 – 2012/13 73 21/07/2009

operating contribution ($5 million). The $20 million capital works component is being funded byborrowings and is the primary reason for the current increase in Council’s net financial liabilitiesand interest costs (refer page 88).Playford Alive Financial SummaryPreviousFuturePeriods 2008/09 2009/10 Periods TotalActual Forecast Budget Budget Budget'000 '000 '000 '000 '000Capital contribution 1,156 4,268 5,164 9,726 20,314Operating costs 407 474 583 3,512 4,976What does this mean for RatesCouncil income from rates will increase by $3.2 million (9.0%) in 2009/10, from $36.7 million in2008/09 to $39.9 million in 2009/10.The 9.0% increase in rates is a result of a 5.8% rate increase for the average ratepayer and a3.2% increase expected as a result of growth from new developments within the City.The 5.8% increase in rates for the average ratepayer can be broken down further as follows;Increase for the average ratepayer (CPI) 3.8%Additional rates increase towards financial sustainability 1.0% *Additional rates increase to fund new projects 1.0% *Total Rates Increase for the average ratepayer 5.8%* 2009/10 is the final year of the additional 2% rates contributions (i.e. 2% over and above CPIincreases), where there has been a 1% contribution provided towards financial sustainabilityand an additional 1% provided towards the funding of projects implemented from the 2005/06financial year.More details on Council rates and our Rating Policy Review project can be found from page 89.FINANCIAL STATEMENTSThe Local Government (Financial Management) Regulations 1999 (as amended), require thatthe following Budgeted Financial Statements are adopted by Council: Budgeted Income Statement Budgeted Balance Sheet Budgeted Statement of Changes in Equity Budgeted Cash Flow Statement Budgeted Uniform Presentation of Finances.Following the budgeted statements is a detailed analysis of the contents of the IncomeStatement as well as other significant items.The 2008/09 forecast is based on the third budget review conducted in April 2009 withadjustments for any known issues that have occurred to mid June 2009. Many moretransactions will be processed prior to the close of the 2008/09 financial year and, accordingly,comparisons between the 2009/10 draft budget and the 2008/09 forecast are provided on a“best estimate” basis.Council Plan 2009/10 – 2012/13 74 21/07/2009

Budgeted Income StatementOriginalActual Forecast Budget2007/2008 2008/2009 2009/2010$000's $000's $000'sOPERATING INCOME33,640 Rates - General 36,663 39,936503 Rates - NRM Levy 566 6231,639 Statutory charges 1,495 1,7992,206 User charges 2,413 2,64614,986 Grants, subsidies & contributions 13,559 13,821315 Investment income 101 72534 Reimbursements 566 552169 Other income 509 31953,992 TOTAL OPERATING INCOME 55,872 59,768OPERATING EXPENSES20,341 Employee costs 21,489 23,43719,843 Contracts, materials & other 20,633 20,7872,114 Finance costs 2,304 2,80011,068 Depreciation 11,975 12,40753,366 TOTAL OPERATING EXPENSES 56,401 59,431626 Operating Surplus (Deficit) (529) 3371,272 Gain (loss) on disposal or revaluation of assets 1,550 (2,890)2,190 Net gain (loss) - joint ventures & associates 775 -4,518 Amounts specifically for new or upgrade assets 13,632 8,3748,570 Physical resources received free of charge 5,266 26,89617,176 NET SURPLUS (DEFICIT) 20,694 32,717Council Plan 2009/10 – 2012/13 75 21/07/2009

Budgeted Balance SheetOriginalActual Forecast Budget2007/2008 2008/2009 2009/2010$000's $000's $000'sCURRENT ASSETS2,865 Cash & cash equivalents 342 5503,636 Trade & other receivables 3,754 3,935138 Inventory 138 138150 Other current assets 155 1592,667 Non-current Assets held for resale - -9,456 TOTAL CURRENT ASSETS 4,389 4,782NON-CURRENT ASSETS416,721 Infrastructure, property, plant & equipment 888,422 928,3025,207 Equity accounted subsidiaries 5,982 5,98255 Financial assets 49 435,489 Other Non-current assets - -427,472 TOTAL NON-CURRENT ASSETS 894,453 934,327436,928 TOTAL ASSETS 898,842 939,109CURRENT LIABILITIES13,930 Trade & other payables 12,758 12,7141,558 Short-term provisions 1,669 1,7384,238 Borrowings 3,821 54919,726 TOTAL CURRENT LIABILITIES 18,248 15,001NON-CURRENT LIABILITIES659 Long-term provisions 659 65925,458 Long-term borrowings 42,783 53,58026,117 TOTAL NON-CURRENT LIABILITIES 43,442 54,23945,843 TOTAL LIABILITIES 61,690 69,240391,085 NET ASSETS 837,152 869,869EQUITY240,096 Accumulated Surplus 259,009 288,360138,999 Asset Revaluation Reserve 564,372 564,37211,990 Other Reserves 13,771 17,137391,085 TOTAL EQUITY 837,152 869,869Council Plan 2009/10 – 2012/13 76 21/07/2009

Budgeted Statement of Changes in EquityOriginalActual Forecast Budget2007/2008 2008/2009 2009/2010$000's $000's $000'sACCUMULATED SURPLUS229,836 Balance at end of previous reporting period 240,096 259,00917,176 Net Surplus (Deficit) for year 20,694 32,7172,070 Transfers from other Reserves 404 -(8,986) Transfers to Other Reserves (2,185) (3,366)240,096 Balance at end of reporting period 259,009 288,360ASSET REVALUATION RESERVE135,467 Balance at end of previous reporting period 138,999 564,372Gain (loss) on revaluation of infrastructure, property,3,532 plant & equipment 425,373 --Transfers to acculated surplus on disposal ofinfrastructure, property, plant & equipment - -138,999 Balance at end of reporting period 564,372 564,372OTHER RESERVES5,074 Balance at end of previous reporting period 11,990 13,7718,986 Transfers from accumulated surplus 2,185 3,366(2,070) Transfers to accumulated surplus (404) -11,990 Balance at end of reporting period 13,771 17,137391,085 TOTAL EQUITY AT END OF REPORTING PERIOD 837,152 869,869240,096 Accumulated Surplus 259,009 288,360150,989 Reserves 578,143 581,509391,085 TOTAL EQUITY AT END OF REPORTING PERIOD 837,152 869,869Council Plan 2009/10 – 2012/13 77 21/07/2009

Budgeted Cash Flow StatementOriginalActual Forecast Budget2007/2008 2008/2009 2009/2010$000's $000's $000'sInflows Inflows Inflows(Outflows) CASHFLOWS FROM OPERATING ACTIVITIES (Outflows) (Outflows)Receipts407 Investment receipts 101 7255,170 Operating receipts 54,340 59,511Payments(2,163) Finance payments (2,304) (2,800)(43,062) Operating payments to suppliers & employees (40,806) (44,199)10,352 NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES 11,331 12,584CASH FLOWS FROM FINANCING ACTIVITIESReceipts- Proceeds from borrowings 21,575 11,400Payments(4,667) Repayment of borrowings (4,667) (3,875)(4,667) NET CASH PROVIDED BY (USED IN) FINANCING ACTIVITIES 16,908 7,525CASH FLOWS FROM INVESTING ACTIVITIESReceipts676 Proceeds from sale of capital assets replaced 1,182 7072,272 Proceeds from sale of surplus capital assets 1,438 9004,518 Grants specifically for new or upgraded assets 12,563 8,3746 Repayment of loans by community groups 6 6Payments(5,423) Capital Expenditure Replacement (19,393) (14,451)(11,850) Capital Expenditure New (26,558) (15,437)(10) Capital contributed to associated entities - -(9,811) NET CASH PROVIDED BY (USED IN) INVESTMENT ACTIVITIES (30,762) (19,901)(4,126) NET INCREASE (DECREASE) IN CASH HELD (2,523) 2086,991 CASH AT BEGINNING OF REPORTING PERIOD 2,865 3422,865 PROJECTED CASH AT END OF REPORTING PERIOD 342 550Council Plan 2009/10 – 2012/13 78 21/07/2009

Net Lending / BorrowingOriginalActual Forecast Budget2007/2008 2008/2009 2009/2010$000's $000's $000'sInflows Inflows Inflows(Outflows) (Outflows) (Outflows)53,992 Operating income 55,872 59,768(53,366) Less; Operating expenditure (56,401) (59,431)626 Operating Surplus / (Deficit) (529) 337Less; Net outlays on existing assets5,423 Capital expenditure on renewal and replacement of existing assets 19,393 14,451(11,068) Less; Depreciation (11,975) (12,407)(676) Less; Proceeds from sale of replaced assets (1,182) (707)(6,321) Net Outlays on Existing Assets 6,236 1,337Less; Net outlays on new and upgraded assets20,420 Capital expenditure on new and upgraded assets (including contributed assets) 31,824 42,333Less; Grants and contributions specifically for new and upgraded assets (including(13,088) contributed assets) (18,898) (35,270)(2,272) Less; Proceeds from sale of surplus assets (1,438) (900)5,060 Outlays on New and Upgraded Assets 11,488 6,1631,887 NET LENDING / (BORROWING) FOR FINANCIAL YEAR (18,253) (7,163)The Net lending / borrowing statement summarises the operating and capital activities of theCouncil for the year.Operating Surplus/(Deficit)Council’s operating surplus or deficit indicates how much of Council’s annual operatingexpenditure including depreciation will be covered by its operating income. An OperatingSurplus indicates that Council is raising enough operating income to cover its operatingexpenses whereas a Deficit indicates it is not.Net Outlays on Existing AssetsThe net outlays from existing assets line indicates how much of the annual depreciationexpense included in Council’s operating surplus or deficit is to be spent on renewal orreplacement of existing assets.A positive net outlay indicates that Council is spending more on replacing and renewing existingassets than has been incurred in depreciation. This means the total net value of the stock ofCouncil’s non-current assets that existed at the beginning of the year has been maintained orimproved.Net Outlays on New and Upgraded AssetsOutlays on new and upgraded assets indicate how much is to be spent on creating new assets.Outlays on new or upgraded assets will increase depreciation and maintenance expenses infuture periods.Council Plan 2009/10 – 2012/13 79 21/07/2009

Analysis of Income StatementOperating IncomeOperating Income by TypeGrants, subsidies &contributions23%Investment income0%Reimbursements1%Other income1%User charges4%Statutory charges3%Rates Income68%Rate Income – General Rates, $39.9 millionGeneral Rates, $39.5 millionPer Council’s Long Term Financial Plan, the general rate income budget for 2009/10 isbudgeted at $39,531,000. The financial statements have been predicated on an increase of5.8% (being a 50/50 mix of CPI and Average Weekly Earnings + 2%*).* More details on Council rates and our Rating Policy Review project can be found on page89.This is the level of increase required to allow Council to meet the service deliveryexpectations of the community and to move towards our Long Term Financial Planobjectives.In addition to the 5.8% increase, Council is expecting to receive an additional $0.93 millionin rate income as a result of new developments that have occurred in the City.Fines on Rates, $0.4 million$195,000 has been budgeted as the amount of fines to be raised on the late payment ofrates in 2009/10 while $210,000 is expected to be recovered from ratepayers for full costrecovery for legal fees (debt collection costs) incurred by Council.These amounts are in line with recent history.Council Plan 2009/10 – 2012/13 80 21/07/2009

Rate Income- Natural Resources Management Levy, $0.6 millionThe Natural Resources Management (NRM) Levy is collected by Council on behalf of theAdelaide and Mount Lofty Ranges Natural Resources Management Board. The Board use theNRM Levy to fund vital Natural Resource Management projects. The Board has advised that theLevy payable for 2009/10 is budgeted to be $622,796 (a 10% increase) with the final amount tobe advised (and advertised in the South Australian Gazette) in June 2009.Statutory Charges, $1.8 millionThe total Statutory Charges budget for 2009/10 is $1,799,462. This represents an increase of$304,584 or 20% over Statutory Charges forecast to be received in 2008/09 ($1,494,878).Statutory charges are fees for the provision of regulatory services. They are associated with thegranting of a permit or licence or with the regulation of an activity. They include DevelopmentAct fees, parking fines and dog registration fees.Most fees are set by State Government legislation and administered by Council. Council isnotified of the fee amounts in late June of each year and these will be adopted by Council inJuly 2009.The budgeted increase is largely due to an expected increase in Development Act fees andparking fines.User Charges, $2.6 millionThe total User Charges budget for 2009/10 is $2,646,431. This represents an increase of$233,300 or 10% over User Charges forecast to be received in 2008/09 ($2,413,131).Council receives user charges income from individuals, sporting groups and various otherbodies that utilise user pay services or hire or lease Council owned property.Council also receives commercial activity income from the operation of the Theatres, Café,Function Centre and the Northern Sound System, with a minor amount coming from the hiring ofCouncil facilities for functions or meetings.The budgeted increase largely relates to an expected increase in patronage at the Child CareCentre.Grants, Subsidies & Contributions, $13.8 millionThe total grants and subsidies budget for 2009/10 is $13,821,140. This represents an increaseof $261,815 or 2% from grants and subsidies forecast to be received in 2008/09 ($13,559,325).This item includes grants and subsidies received from all sources, excluding grant amountsreceived specifically to fund the construction or purchase of new or upgraded assets.In the absence of official notification from the South Australian Local Government GrantsCommission, we have estimated that Council’s Federal Assistance Grant and Road Grants toincrease by 1.5% for 2009/10 (being the average increase we have received over the last threeyears). All other grants and subsidies have been budgeted having regard to information that iscurrently available.This item also includes Developer Contribution income for street tree and drainage developercontributions. Open space and footpath developer contributions are treated differently and areincluded as part of amounts specifically for new or upgraded assets.Council Plan 2009/10 – 2012/13 81 21/07/2009

Investment Income, $0.07 millionThe total Investment Income budget for 2009/10 is $72,000. This represents a decrease of$29,000 or 29% over Investment income forecast to be received in 2008/09 ($101,000).Council’s interest revenue is predominantly interest received on cash investments.The decrease in interest income budgeted reflects Council’s approach to treasury management,with a move away from traditional credit foncier loans (which have fixed half yearly repaymentsof principal and interest) to variable loans that allow principal to be repaid when cash funds areavailable - thus reducing interest expenses but also reducing interest income.Further, the current very low interest rates will minimise the return on any small amounts ofsurplus cash we may have from time to time.Reimbursements, $0.6 millionThe total Reimbursements income budget for 2009/10 is $551,378. This represents a decreaseof $14,731 or 3% over the Reimbursement income forecast to be received in 2008/09($566,109).Reimbursements are by nature usually one off transactions and so it is not always the case thatthe budgets are consistent from year to year. Reimbursement income consists of allreimbursements paid to Council by Insurance Companies, Ratepayers, Developers and othertiers of Government.Other Income, $0.3 millionThe budget for Other Income in 2009/10 is $319,073. This represents a decrease of $189,573or 37% over Other Income forecast to be received in 2008/09.Other Income is comprised of donations, sponsorships, income from private works and othermiscellaneous receipts.Council Plan 2009/10 – 2012/13 82 21/07/2009

Operating ExpensesDepreciation21%Operating Expenses by TypeEmployee Costs39%Finance Costs5%Materials, Contracts &Other expenses35%Employee Costs, $23.4 millionThe total Employee Expense budget for 2009/10 is $23,437,393. This represents an increaseof $1,947,964 or 9% on the forecast 2008/09 Employee Costs ($21,489,429).The budget includes all labour, including agency labour, to be used within Council operations.Labour costs can be split into four main sub-groups: Recurrent labour Capital Project labour Operating Project labour Externally funded labourContracts, Materials & Other Expenses, $20.7 millionThe total budget for contracts, materials and other expenses for 2009/10 is $20,680,470. Thisrepresents an overall increase of $47,900 or less than 1% on the forecast budget for2008/2009.The Contracts category covers costs such as contractors, waste collection, equipment hire,software licence fees, consultants and operating lease payments.The Materials category covers many different expenses of Council including utility payments forwater and electricity, library books and consumable materials.Other Expenditure includes the following types of expenses, audit fees, legal fees, contributions,communication expenses, insurance and registration, levies paid to other organisations, electedmember allowances, advertising, fringe benefits tax, training and travel expenses.Council Plan 2009/10 – 2012/13 83 21/07/2009

Finance Costs, $2.8 millionThe total Finance Charges budget for 2008/09 is $2,800,000. This represents an increase of$496,000 or 22% on the forecast Finance Charges for 2008/09 ($2,304,000).Finance Charges include interest payable on borrowings and finance leases and other bankingcharges.The increase in Finance costs is in line with Council’s significant capital works program for2008/09 which has resulted in a significant increase in Council’s loan portfolio moving forward.Council’s treasury management practices allow principal to be repaid when surplus funds areavailable - thus reducing interest expenses whenever possible.Depreciation, $12.4 millionThe total Depreciation budget for 2009/10 is $12,406,867. This represents an increase of$431,867 or 4% on forecast Depreciation for 2008/09 ($11,975,000).Depreciation is a non-cash expense that recognises the systematic allocation of the servicepotential (cost or replacement value) of an asset over its useful life. Over the long-term,depreciation represents the amount which, on average, Council needs to be saving each yeartowards asset replacement. This is a different concept from maintenance expenditure, which isthe amount Council needs to spend each year to ensure that its assets last as long as planned.It should be noted that Council is currently finalising its land, building and infrastructure assetrevaluation and, while this has not affected Council’s Original Budget, we would expect asignificant change (increase in depreciation) to occur during the 2009/10 financial year.Included in this asset revaluation is a move towards depreciating Council buildings atcomponent level (electrical, plumbing, fit-out, air-conditioning, roofing and structure) rather thanat building structure level as well as employing residual values for all applicable assets(infrastructure and buildings).We are expecting a significant increase in the current replacement cost of our building assets,coupled with a reduction in the average useful lives as a result of the breakdown intocomponents within building assets.The use of residual values is expected to offset some of the expected increase in annualdeprecation.Council Plan 2009/10 – 2012/13 84 21/07/2009

Analysis of Council’s Long Term InitiativesCouncil’s total Capital Works program for 2009/10 is represented by: $6.97 million in capital income $29.89 million in capital expenditure $26.90 million in physical resources received free of charge (contributed assets)Council’s capital expenditure for the next three years can be summarised by Council’s strategicgoals as follows;2009/2010 2010/2011 2011/2012Income Expenditure Net Income Expenditure Net Income Expenditure Net$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Community Wellbeing 1,170 2,242 1,072 - 3,026 3,026 284 741 457Economic Prosperity 1,023 19,137 18,114 267 16,982 16,715 - 10,669 10,669Environmental Care 4,781 5,761 980 - 504 504 - 857 857Organisational Excellence - 2,751 2,751 - 2,346 2,346 - 2,961 2,961Sub-total Capital Projects 6,974 29,891 22,917 267 22,858 22,591 284 15,228 14,944Contributed Assets 26,896 26,896 0 17,510 17,510 0 18,323 18,323 0Total Capital Expense 33,870 56,787 22,917 17,777 40,368 22,591 18,607 33,551 14,944A detailed list of Council’s long term initiatives is available in each of the Goal Chapters.Physical resources received free of charge (Contributed Assets)The budget for Contributed Assets relates to the transfer of assets to Council at no monetarycost to Council. For 2009/10 that amount is $26,896,000. This is an estimate of the value ofland and infrastructure assets, the ownership of which is transferred to Council by developers aspart of the process of creating a new sub-division.The estimate for 2009/10 provides for a significant increase in the level of assets expected to bereceived from developers when compared with amounts received over recent years, and relateslargely to land and drainage assets expected to be received as part of significant newdevelopments.Whilst these assets are received by Council at no cost, they do increase Councils future assetmaintenance requirements (costs) as Council becomes responsible for ensuring that the assetis maintained to an agreed service level.Council Plan 2009/10 – 2012/13 85 21/07/2009

Loans and Finance LeasesDuring 2009/10 Council is budgeting to receive $5 million in new loans plus using $6.4 million inexisting variable loans not currently utilised. Council will only draw down this borrowing whenrequired, preferring to use its current level of working capital to minimise interest costs.Council has included principal repayments of borrowings of $3.87 million in the 2009/10financial year. Council’s borrowings are projected to be $54.1 million at the end of the 2009/10financial year.This includes Council’s finance lease arrangement with the Northern Area Dog Pound.Loan TransactionsThe following table summaries the budgeted loans and finance lease transactions for 2009/10;Cash Forecast Net Loans$ $ $m $mOpening BalanceFixed Loans 32,808,348Variable Loans 13,623,000Finance Leases 172,500 46,603,848 0.3 46.26Add New BorrowingsFixed Loans 5,023,000Variable Loans 6,377,000 11,400,000 0 11.40Less Loan RepaymentsFixed Loans 3,844,731Finance Leases 30,000 3,874,731 0 3.87Closing BalanceFixed Loans 33,986,617Variable Loans 20,000,000Finance Leases 142,500 54,129,117 0.5 53.58Council Plan 2009/10 – 2012/13 86 21/07/2009

STATEMENT OF LOAN LIABILITY 1st JULY 2009 - 30th JUNE 2010LOAN LENDING PURPOSE OF LOAN DATE LOAN AMOUNT OF RATE BAL LOAN LOANS REC'D PRINCIPAL BAL LOAN INTERESTNO. AUTHORITY REC'D YRS LOAN % 1/07/2009 DURING YEAR REPAID 30/06/2010139 LGFA GENERAL PURPOSE 15/05/2001 10 4,200,000 6.40 1,063,766 - 515,135 548,631 55,814141 LGFA GENERAL PURPOSE 17/06/2002 10 3,632,538 6.92 1,358,781 - 422,487 936,294 85,641142 LGFA GENERAL PURPOSE 15/04/2003 15 7,031,044 7.00 4,933,642 - 427,740 4,505,902 283,463143 LGFA GENERAL PURPOSE 15/12/2003 10 5,400,000 6.80 2,877,696 - 566,832 2,310,865 184,624144 LGFA GENERAL PURPOSE 15/03/2004 10 5,400,000 6.49 3,127,491 - 548,252 2,579,239 183,790145 LGFA GENERAL PURPOSE 15/06/2005 10 2,000,000 6.25 1,343,598 - 190,942 1,152,656 80,547146 LGFA GENERAL PURPOSE 16/01/2006 10 5,000,000 6.35 3,812,435 - 447,990 3,364,444 222,151147 Bendigo Bank GENERAL PURPOSE 28/07/2006 10 8,199,000 6.71 6,815,940 - 725,353 6,090,587 413,200150 LGFA GENERAL PURPOSE 29/04/2009 10 7,475,000 5.75 7,475,000 - - 7,475,000 429,812New New GENERAL PURPOSE 10 6.25 5,023,000 - 5,023,000 78,649FIXED LOANS 48,337,582 32,808,348 5,023,000 3,844,731 33,986,617 2,017,692CAD 135 LGFA GENERAL PURPOSE 2,000,000 4.00 2,000,000 - - 2,000,000 64,849CAD 138 LGFA GENERAL PURPOSE 2,000,000 4.00 2,000,000 - - 2,000,000 84,575CAD 148 LGFA GENERAL PURPOSE 8,000,000 4.00 8,000,000 - - 8,000,000 338,301CAD 149 LGFA GENERAL PURPOSE 8,000,000 4.00 1,623,000 6,377,000 - 8,000,000 256,932VARIABLE LOANS 20,000,000 13,623,000 6,377,000 - 20,000,000 744,658NORTHERN AREA DOG POUND 300,000 4.25 172,500 - 30,000 142,500 7,650TOTAL FINANCE LEASES 300,000 172,500 - 30,000 142,500 7,650Total Borrowings TOTALS 68,637,582 46,603,848 11,400,000 3,874,731 54,129,117 2,770,000Total Interest costs (excl. Northern Area Dog Pound) 2,762,350Northern Area Dog Pound 7,650Total Bank Charges 30,000Total Finance costs 2,800,000Council Plan 2009/10 – 2012/13 87 21/07/2009

Net Financial Liability IndicatorsFinancial indicators have been developed as an initiative of the Local Government Association’sIndependent Financial Sustainability Inquiry in 2005.Below are 3 of the 7 indicators that relate to Councils net financial liability levels, where it can beseen that with the assumptions built into our LTFP we are in a position to meet all of ourFinancial Liability Indicator targets over the next four years.2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 PlayfordActual Forecast Budget Plan Plan Plan TargetNet Financial Liabilities $39.2m $57.4m $64.5m $71.7m $73.7m $72.9m < $89.2m(Money owed to others less money we haveor is owed to us)Net Financial Liabilities Ratio 73% 104% 109% 111% 107% 98% < 150%(The significance of the net amount owedcompared with income)Interest Rate Cover 3.4% 4.0% 4.6% 5.2% 5.4% 5.1% < 8%(How much income used to pay interest onloans)It should be noted that our Indicator targets have been set in the context of substantial urbangrowth for the foreseeable future with expectations that our City will become home to anadditional 30,000 residents over the next 15 years. Such growth requires Council to spendsignificant infrastructure expenditure in advance of receiving additional rates from theregenerated and Greenfield developments set to occur.The Net Financial Liabilities ratio is calculated as net financial liabilities as a percentage ofOperating Income and indicates the extent of Council’s ability to meet financial liabilities with thecurrent years Operating Income.While Councils net financial liabilities does increase over time, the ratio is decreasing – that isthe increase in net financial liabilities is at a lower rate than the expected increases in Council’slevels of Operating Income – as noted in the graph below.120.0%Net Financial Liabilities RatioNet Financial Liabilities RatioTrend% of Annual Income110.0%100.0%90.0%80.0%70.0%60.0%50.0%40.0%2008/2009 2009/2010 2010/2011 2011/2012 2012/2013Current Year 1 Year 2 Year 3 Year 4Council Plan 2009/10 – 2012/13 88 21/07/2009

RATING SUMMARYRating Policy ReviewThe City of Playford is currently undergoing a major rating policy review.The review process commenced during the 2007/08 financial year and has involved communityforums, individual feedback received from ratepayers as well as widespread communityconsultation, including significant feedback received as a result of Council’s rating surveyconducted in February 2009.Elected Members are continuing to work through the review of Council’s Rating Policy but, giventhat this matter is still under consideration, Council has agreed that there will be no changesimplemented to the policy for the 2009/10 financial year.The review is expected to be completed prior to the end of the 2009 calendar year.Rate Income for 2009/10The general rate income budget for 2009/10 has been budgeted at $39.5 million. Theattachments have been predicated on a rates increase of 5.8%, being a mixed index of 50%CPI (Adelaide CPI increase for December 2008) and 50% Average Weekly Earnings (3.8%) +2%.This will provide total rate income of $40.5m (including the Natural Resources Managementlevy, rates fines and legal fee recoveries), an increase of $3.3 million in income when comparedto the 2008/09 rating year.Rate Income will contribute approximately 68% of Council’s total funding in 2009/10.The Background behind Playford Council rate increasesCouncil’s Long Term Financial Plan includes a base ‘policy’ position of an annual rates increaseof CPI+1% to assist us in achieving financial sustainability.In 2005/06 Council identified $19 million in capital works it wished to undertake in addition to theprojects that could be afforded within its existing Long Term Financial Plan.Council believed that these additional works were important to the Community and agreed tofund these projects by a rate increase of an additional 1% (for a total of CPI+2%) for five yearsfrom 2005/06 to 2009/10 inclusive.The following list represents the projects endorsed by Council (in 2005/06) as being funded bythe additional 1% rate revenue received during years 2005/06 through to 2009/10 inclusive.Council Plan 2009/10 – 2012/13 89 21/07/2009

3 year totalProject Name$ 000'sAquadone Sustainable Solutions 10,000Business Precinct Signage 23Drainage Angle Vale Township 1,250Elizabeth Regional Centre Signage 395Elizabeth Tower Promotion 100Elizabeth Way Streetscape Upgrade 982Gawler River Dam Flood Mitigation 170Long Term Accomodation 1,500Main Drain Upgrade & Erosion Rehabilitation 100Main North Road Treatment at Elizabeth Regional Centre 627Northern Sound System 1,100Playground Construction 190Rural Road Construction 2,235Stebonheath Reserve Upgrade 75Traffic Lights 130Traffic Safety Upgrade 450Total Capital 19,327New OperatingElizabeth Regional Centre projects 170Life Long Learning 75Total Operating 245Council Rates and the Budget ProcessCouncil has a set of strategic plans including: Four Strategic Goal Planso Community Wellbeing Plano Environmental Care Plano Economic Prosperity Plano Organisation Excellence Plan Long Term Financial Plan 2008/09These plans form the basis of the services and activities to be undertaken by Council in thecoming financial year and, as such, are the basis of Council’s Annual Budget for 2009/10.As part of the budget process, Council calculates its rate income budget based on Council’scurrent policy position on rates. Thus, rates are an input into the budget process rather thanbeing the balancing item. This total amount is then allocated across the total of all individualproperty values in the Council area to arrive at a fixed charge and a “rate in the dollar”. Councilthen multiplies the “rate in the dollar” by individual property values to produce the rates bill foreach property – such that total rates received will equal the amount set in the budget required tobe raised from rates.Council must review the rate in the dollar annually to make sure it only raises the budgeted raterevenue required. As a result of this, Councils do not gain windfalls from valuation increases.Valuations do not determine the rates income of a Council but are used only to divide the totalrate revenue amount among individual ratepayers.Council Plan 2009/10 – 2012/13 90 21/07/2009

Property ValuationsCouncil receives an annual update to our City’s Capital Valuation from the Office of the ValuerGeneral.There has been an 8.6% overall increase in the total rateable capital value across the City ofPlayford in the past year. This increase is represented by a 5.5% increase in the capital valueof existing properties, with the other 3.1% increase as a result of new properties.The following table indicates the increase in the average Capital Value by land use categoriesacross the City (excluding new and historic properties).Council RatesResidential (including vacant land & other) 6.3%Primary Production 5.4%Country Townships 8.7%Commercial 1.3%Playford Council considers the combined use of a fixed charge and a variable charge perrateable property provides the fairest and most equitable method of charging rates to ourCommunity.Fixed ChargeThe fixed charge component of rates is paid uniformly by all ratepayers regardless of land useand irrespective of capital value.Council has determined that 48% of total rate income will be recovered by a fixed charge in the2009/10 financial year, up from 46% in 2008/09.The fixed charge portion for all rateable properties will be $575 for 2009/10, an increase of10.6% on 2008/09 ($520).Variable Charge (Rate in the Dollar)Council adjusts the variable component of rates (Rate in the Dollar) every year in order tocalculate the total rates payable per property based on current Capital values.A property whose capital value has increased by the average (by land use category as outlinedabove) will expect to incur a rates increase of 5.8%.If a property’s capital value increases at a rate less than the average capital value increase,then the subsequent increase in rates for that property will be lower than the average increase(5.8%). The rates will, however, be higher if a property’s capital value increases by more thanthe average capital value increase.However, the purity of this calculation is clouded by the fixed charge increase mentioned above.Council Plan 2009/10 – 2012/13 91 21/07/2009

The following table indicates the change in the Rate in the Dollar for each land use category inline with the decision to increase rates by 5.8%, have a fixed charge at 48% of the total ratescharged and given the changes in Capital value outlined above.Residential (including vacant land & other)Primary ProductionCountry TownshipsCommercial7.3% reduction2.7% reduction7.0% reduction4.3% increaseA Summary of Rate Increases in PlayfordThe table below demonstrates the dollar increases (rounded) in rates for the average valuedproperty in each of Council’s land use types (excluding the NRM levy).Average Property Average Rates Average RatesValue ($) Payable ($) Increase ($)Residential 200,800 906 50Primary Production 422,400 1,281 72Country Townships 384,600 1,113 61Commercial 1,142,000 13,400 735The Commercial sector within the City of Playford includes a small number of very high CapitalValue properties. The effect of these properties is to significantly skew the “average value”property, to the extent that only 16% of commercial properties are valued higher than theaverage value within the Council area.To provide a more representative indication of the rates payable for Commercial propertieswithin the Playford area, below is a range of Capital Values within the sector.PropertyRatesValue ($) Payable ($)Commercial - small 150,000 2,260Commercial - medium 285,000 3,776Commercial - large 650,000 7,875The table below displays the impact on the number of properties within each land use as itrelates to rates increase for 2009/10 ($ increase) excluding the NRM levy.Primary CountryResidential Production Townships CommercialRates reduction 70 13 18 10$0-$20 increase 379 52 28 3$20-$40 increase 2,272 64 132 -$40-$60 increase 23,380 741 821 2$60-$80 increase 1,267 715 84 7$80-$100 increase 206 381 18 8$100-$120 increase 54 73 3 26$120+ increase 147 78 54 517Council Plan 2009/10 – 2012/13 92 21/07/2009

Where Rates Come FromThe majority (82%) of properties within the City of Playford are classified as residentialproperties and they will contribute approximately 62% of total rate revenue in 2009/10.Council derives approximately 24% of its rate revenue from commercial properties(approximately 2% of the population) and believes this to represent a fair differential.Approximately 7% of ratepayers are classified as Primary Production and they will contributeapproximately 7% of total rate revenue.Approximately 3% of rate payers fall within the classification of Country Townships and they willcontribute approximately 3% of total rate revenue.The Vacant Land & Other rate type accounts for approximately 6% of ratepayers and they willcontribute approximately 4% of total rate revenue.Council Plan 2009/10 – 2012/13 93 21/07/2009

RATING POLICY STATEMENT 2009/2010IntroductionThis document sets out the policy of the City of Playford for setting and collecting rates from itscommunity.Strategic FocusIn determining a suitable rating policy the Council has considered the following: “Council Plan 2009-2010” “City of Playford 10 Year Financial Plan” The Local Government Act 1999 (as amended) The Local Government Financial Management Regulations (as amended)What are Council Rates?In South Australia, Council rates are a form of property tax levied by Local Government as ourprimary source of funding for the many mandatory and discretionary services that are providedby Councils. Rates are administered by each Council in line with the Local Government Act1999 which allows some flexibility for each Council to make decisions that suit its localCommunity.As rates are a method of taxation, the total amount of rates paid may not directly relate to theservices used by each ratepayer.Property values play an important role in determining how much each individual ratepayercontributes to the cost of delivering Council services and activities. The Local Government Actexpects that the higher the value of the property the higher the rates to be paid. That is, aperson with a property valued at $300,000 will contribute more in Council rates than a ratepayerwith a property valued at $150,000 in the same Council area.Property values are set by the South Australian Valuer-General, a department of the StateGovernment.Rates in the City of PlayfordPlayford Council considers the combined use of a fixed charge and a variable charge perrateable property provides the fairest and most equitable method of charging rates to ourCommunity.Fixed ChargeA detailed review of Council’s rating system in 1998/99 determined that the imposition of a fixedcharge was the most fair and equitable means of ensuring that all ratepayers contribute equallyto the administration of Councils services and the development and maintenance of theCommunity’s infrastructure.The fixed charge component of rates is paid uniformly by all ratepayers regardless of land useand irrespective of capital value.Council has determined that 48% of total rate revenue will be recovered by a fixed charge in the2009/10 financial year.Council Plan 2009/10 – 2012/13 94 21/07/2009

Variable (Differential) RatesIn addition to a fixed charge, Council will charge a differential rate (rate in the dollar) based onthe following land uses: Residential properties Commercial properties Primary Production properties Country Township properties Vacant Land and Other properties.Differential rates are used by Council to set different rates in the dollar for different categories ofrateable land.While every resident (in all land use categories) benefits from the general amenity of the Councilarea, the aim of the differential component of rates is to collect rate revenue on an equitablebasis in order that services to all ratepayers can be provided throughout the Council area.Commercial properties will pay a higher differential rate than residential ratepayers on the basisthat Commercial properties (through their employees, suppliers and customers) consume agreater proportion of Council’s resources than a residential ratepayer, particularly in regard tothe use of roads, traffic, parking, public lighting, street scaping, stormwater and public health. Inaddition, commercial properties generally pay rates from pre-tax revenues as opposed toresidential ratepayers paying rates from post-tax revenue.Residential PropertiesThe majority of council’s ratepayers are classed as residential.Residential properties include detached dwellings, group dwellings, multiple dwellings,residential flats, row dwellings or semi-detached dwellings within the meaning of theDevelopment Regulations.Commercial PropertiesCommercial properties include shops, offices and any other commercial land use within themeaning of the Development Regulations.Industrial properties include land uses of light industry and any other industrial use within themeaning of the Development Regulations.Primary Production PropertiesPrimary Production properties include farming, horticulture, commercial forestry, the use of landfor a dairy, horse keeping or intensive animal keeping within the meaning of the DevelopmentRegulations.Primary Production properties tend to be remote from some of the services provided by council.It is recognised that in terms of infrastructure adjacent to their properties they generally do nothave made roads, footpaths or street lighting. However, they do have the capacity to enjoy thesame level of amenity as other residents in other areas of council. In addition, primaryproduction properties have the potential for taxation benefits.Country Townships of Virginia, Angle Vale and One Tree Hill PropertiesThe ratepayers in the country townships of Virginia, Angle Vale and One Tree Hill have beenassessed as not receiving the same benefits available to other residential ratepayers in Playfordat this point in time.There are a reduced level of sealed roads, kerbing, footpaths and street lighting. However, theydo have the capacity to enjoy the same level of amenity as other residents and ratepayers inother areas of council. For these reasons Council has elected to retain a lower rate for theratepayers in the country townships.Council Plan 2009/10 – 2012/13 95 21/07/2009

Vacant Land and Other RatesProperties in these land use codes generally have the capacity to enjoy the same level ofamenity as other residents in other areas of council and the residential rate in the dollar willapply.Method Used to Value LandAll land within a council area, except land specifically exempt (eg Crown land, Council ownedland), is rateable.Rates will be assessed against any piece or section of land subject to separate occupation.However, there may be exceptions granted for specific land use codes under Section 148 of theLocal Government Act. This section of the Act provides that decisions in regards to the basis onwhich rates are assessed must be made fairly and in accordance with principles and practicesthat apply on a uniform basis across the area of Council. In these circumstances, subject toapproval by Council, rates will be assessed based on land ownership.The City of Playford uses Capital Value (as supplied by the Valuer General) as the basis forvaluing land within the Council area. This method values the land and all the improvements onthe land.The Council considers that this method of valuing land provides the fairest method ofdistributing the rate burden across all ratepayers on the following basis:Rates constitute a system of taxation and the equity principle of taxation requires thatratepayers of similar wealth pay similar taxes and ratepayers of greater wealth pay moretax than ratepayers of lesser wealth; Property value is a relatively good and generally accepted indicator of wealth, andcapital value, which closely approximates the market value of a property, provides thebest indicator of overall property value.The Council will adopt the Capital Valuations made by Council’s Valuer, the SA Valuer-Generalas effective on 1 July 2009 for the purposes of 2009/2010 rating.Other valuation methods available are site value (value of land only) and annual value (value ofrental potential of the property). These are not considered appropriate in Playford’s situation.Objections to Land Use classificationLand use is the basis to levy the differential rates described above. If a ratepayer believes that aparticular property has been wrongly classified as to its land use then the ratepayer may objectto that land use by writing to Council within 60 days of being notified. The objection must setout the basis for the objection and details of the land use that should be attributed to thatproperty.The Council will then review the objection by requesting the Valuer to reassess the propertyand, upon receiving the Valuer’s recommendation, make a decision regarding the objection.A ratepayer, if not satisfied with the council decision, also has the right to appeal against theCouncil’s decision to the Land and Valuation Court.Council Plan 2009/10 – 2012/13 96 21/07/2009

Separate RatesPlayford Council is in the Adelaide and Mount Lofty Ranges Natural Resources ManagementBoard area and is required under the Natural Resource Management Act 2004 to fund theoperations of the Board. It does so by imposing a separate rate for all properties within thecouncil area.Council operates as a revenue collector for the Natural Resources Management Board in thisregard. It does not retain any of the revenue, nor calculate the amount required or determinehow the revenue is spent.The Natural Resources Management (NRM) levy is declared as a separate rate and will appearseparately on rate notices.Any questions in relation to the Natural Resources Management levy should be directed to theAdelaide & Mount Lofty Ranges Natural Resources Management Board on (08) 8271 9190.Rates CappingThe Local Government Act requires Council to decide each year whether to apply a maximumrate increase (or a rates cap) to a ratepayers principal place of residence.A cap is applied to provide relief against a substantial change in rates payable incurred due torapid changes in valuations.Council has determined that a rates cap will not apply for the 2009/10 financial year.Pensioner ConcessionsIf you are an eligible pensioner you may be entitled to concession on your rates. Existingratepayers with a pensioner concession do not need to re-apply.Application forms, which include information on the concessions, are available from Council’sCustomer Service Centres.The application forms are also available from the SA Water Corporation and its district officesand Revenue SA.An eligible pensioner must hold a Pension Card, State Concession Card or be a TotallyPermanently Incapacitated Pensioner.You must also be responsible for the payment of rates on the property in respect of which youare claiming concessions and it must also be your principle place of residence, on the due dateof the first quarter for each financial year.The State Government administers applications and determines eligibility for PensionerConcessions. Payment of rates should not be withheld pending assessment by the StateGovernment, as penalties will arise.State Seniors Card Ratepayers (Self Funded Retiree)If you are a self-funded retiree and currently hold a State Seniors Card you may be eligible for aconcession toward council rates.In the case of couples, both must qualify, or if only one holds a State Senior’s Card, the othermust not be in paid employment for more than 20 hours per week.Council Plan 2009/10 – 2012/13 97 21/07/2009

For further information, please contact Revenue SA.Unemployed Persons ConcessionsFamilies SA may assist with the payment of Council rates provided this is for your principalplace of residence (remissions are not available on vacant land or rental premises). Pleasecontact the Families SA district office at Langford Drive, Elizabeth on (08) 8207 9000 for details.Rate ReliefHardshipSection 182 of the Local Government Act 1999 permits a Council to postpone or give remissionon rates due to hardship and other defined reasons.Seniors PostponementSection 182A of the Local Government Act 1999 provides for postponement of rates for seniors.It is a system designed to assist senior citizens who may find themselves in the situation ofbeing asset rich and cash poor by allowing them to postpone amounts over $500 of their annualrates charge for an indefinite period (up until the property is sold).Seniors postponement is available to a person (or their spouse) who holds a seniors card issuesby the State Government and is only available on the principal place of residence.RebatesSections S159-166 of the Local Government Act 1999 requires Councils to rebate the ratespayable on some land.An application form for rate relief is available from Council’s Customer Service Centres and thewebsite.Council applies remissions, postponement and rebates in accordance with the Act and its RateRelief Policy 2009/10.Payment of RatesThe Council will collect rates quarterly on the dates Gazetted as below:3rd September3rd December3rd March3rd JuneRates may be paid in person at the Customer Service Centres located at: Playford Civic Centre, 10 Playford Boulevard, Elizabeth; and Playford Library, Munno Para Shopping City, 600 Main North Road, Smithfield.or by any method detailed on the rates notice.Any ratepayer who may, or is likely to, experience difficulty with meeting the standardarrangements is invited to contact the Rates Office to discuss alternative paymentarrangements. Such enquiries are treated with the strictest confidence.Late Payment of RatesThe Local Government Act 1999 provides that Councils must impose a penalty of 2% on anypayment for rates, whether by instalment or otherwise, that is not paid on or before the dueCouncil Plan 2009/10 – 2012/13 98 21/07/2009

date. A payment that continues to be late is then charged a prescribed interest rate for eachmonth it continues to be late.When the Council receives a payment in respect of overdue rates the Council applies themoney received in accordance with the Local Government Act 1999 as follows:first – to satisfy any costs awarded in connection with court proceedings;second – to satisfy any interest costs;third – in payment of any fines imposed;fourth – in payment of rates, in date order of their imposition.Non-Payment of RatesSection 184 of the Local Government Act 1999 provides that a Council may sell any property torecover outstanding rates where the rates have been in arrears for three years or more.DisclaimerA rate cannot be challenged on the basis of non-compliance with this policy and must be paid inaccordance with the required payment provisions.Where a ratepayer believes that the Council has failed to properly apply this policy it shouldraise the matter with Council.Council Plan 2009/10 – 2012/13 99 21/07/2009