2016 17 state budget - treasury.sa.gov.au · budget paper 4 . 2016–17 agency statements . volume...

Budget Paper 4

Agency StatementsVolume 3

2016 17STATE

BUDGET

Published 7 July 2016ISSN 1440-8589

Acknowledgements

Content from this publication may be reproduced with appropriate acknowledgement, as permitted under the Copyright Act 1968.

© Government of South Australia 2016

2016−17 Budget PapersBudget Paper 1 Budget Overview

Budget Paper 2 Budget Speech

Budget Paper 3 Budget Statement

Budget Paper 4 Agency Statements — Volumes 1, 2, 3, 4

Budget Paper 5 Budget Measures Statement

Budget Paper 4

2016–17 Agency Statements

Volume 3

Presented by The Honourable Tom Koutsantonis MP

Treasurer of South Australia on the Occasion of the Budget

for 2016–17

General enquiries regarding budget papers should be directed to:

The Chief Executive Department of Treasury and Finance State Administration Centre 200 Victoria Square Adelaide SA 5000

Copies may be obtained from:

SERVICE SA Government Legislation Outlet Ground Floor EDS Centre 108 North Terrace Adelaide SA 5000

Website: www.treasury.sa.gov.au www.statebudget.sa.gov.au

Agency statements by volume

Volume 1

Attorney-General Auditor-General Communities and Social Inclusion Correctional Services Courts Defence

Volume 2

Education and Child Development Electoral Commission Emergency Services — CFS Emergency Services — MFS Emergency Services — SAFECOM Emergency Services — SES Environment Protection Authority Environment, Water and Natural Resources

Volume 3

Green Industries Health and Ageing Planning, Transport and Infrastructure Police Premier and Cabinet

Volume 4

Primary Industries and Regions State Development Tourism Treasury and Finance

Volume 3 contents

Introduction ........................................................................................................................................ 3 Green Industries ................................................................................................................................ 9 Health and Ageing ........................................................................................................................... 21 Planning, Transport and Infrastructure ........................................................................................... 71 Police ............................................................................................................................................. 119 Premier and Cabinet ..................................................................................................................... 149 Accounting Standards ................................................................................................................... 185

2016–17 Agency Statements — Volume 3 1

2 2016–17 Agency Statements — Volume 3

Introduction

The 2016−17 Agency Statements outline financial and non-financial information about the services each agency provides to, and on behalf of, the South Australian community.

The agency statements are presented in alphabetical order as indicated in the list below.

Alphabetical list order Agency name Abbreviation

Attorney-General Attorney-General’s Department AGD

Auditor-General Auditor-General’s Department

Communities and Social Inclusion Department for Communities and Social Inclusion DCSI

Correctional Services Department for Correctional Services DCS

Courts Courts Administration Authority CAA

Defence SA Defence SA

Education and Child Development Department for Education and Child Development DECD

Electoral Commission Electoral Commission of South Australia ECSA

Emergency Services ― CFS South Australian Country Fire Service CFS

Emergency Services ― MFS South Australian Metropolitan Fire Service MFS

Emergency Services ― SAFECOM South Australian Fire and Emergency Services Commission SAFECOM

Emergency Services ― SES South Australian State Emergency Service SES

Environment Protection Authority Environment Protection Authority EPA

Environment, Water and Natural Resources Department of Environment, Water and Natural Resources DEWNR

Green Industries Office of Green Industries SA GISA

Health and Ageing Department for Health and Ageing DHA

Planning, Transport and Infrastructure Department of Planning, Transport and Infrastructure DPTI

Police South Australia Police SAPOL

Premier and Cabinet Department of the Premier and Cabinet DPC

Primary Industries and Regions Department of Primary Industries and Regions PIRSA

State Development Department for State Development DSD

Tourism South Australian Tourism Commission SATC

Treasury and Finance Department of Treasury and Finance DTF


Definitions

Agency An agency is an administrative unit created under the Public Sector Act 2009 or a statutory authority that is accountable for the delivery of programs on behalf of the government.

Programs and sub-programs A program is a group of related activities that contribute to achieving one of an agency’s and, in turn, the government’s objectives. Many programs are further divided into sub-programs with more specific objectives.

Overview

The agency statements outline projected agency activity and performance for 2016–17. Each agency statement conforms to the following standard presentation structure:

• Objective — outlines the agency’s objectives

• Ministerial responsibilities — identifies the minister responsible for each program/sub-program and identifies any items administered by the agency on behalf of the minister(s)

• Ministerial office resources — details the resources provided to ministerial office(s)

• Workforce summary — summarises the agency’s workforce

• Program net cost of services summary — summarises the net cost of agency programs

• Investing expenditure summary — summarises investing expenditure for the agency

• Program/sub-program information — for each agency program/sub-program, provides a description/objective, program summary (expenses, income and full-time equivalents), financial commentary, highlights and targets, performance and activity indicators

• Financial statements — budgeted financial statements for controlled and administered items

• Summary of major variations — commentary on variances and trends in the financial statements.

Presentation of changes in program structures

Where a program or function is transferred between agencies, program information for previous years is reflected in the current program structure of the receiving agency.

In contrast, the agency financial statements line net cost of providing services in the statement of comprehensive income is based on the actual program structure for the agency as it operated or is expected to operate in each year. This distinction in treatment is drawn so that financial statements accurately reflect events while, at the same time, program information is comparable and not duplicated.

Reconciliation of the financial statements to the current program structure is contained in the program net cost of services summary located at the beginning of each relevant agency section.

On 21 June 2016, the government announced that Families SA will be established as a separate department. This is in response to Commissioner Nyland’s interim recommendation as part of the Child Protection Systems Royal Commission. Due to the timing of this announcement, this is not reflected in the Agency Statements.

Introduction


Financial statements

The estimated financial statements included in the 2016−17 Agency Statements are special purpose financial statements and include, for each agency, a statement of comprehensive income, a statement of financial position and a statement of cash flows.

The format of these estimated financial statements is consistent with the model financial statements (prepared by the Department of Treasury and Finance for statutory reporting requirements) and is consistent with the requirements of AASB 101 Presentation of Financial Statements and AASB 107 Statement of Cash Flows.

Estimates in these financial statements have been prepared:

• on a basis that is consistent with Australian Accounting Standards (Australian Accounting Standards and/or interpretations that have been issued or amended but are not yet effective have not been adopted early)

• on an accrual basis, except for the statement of cash flows which has been derived from the statement of comprehensive income and statement of financial position to reflect cash payments and receipts

• using historical cost convention, except for certain assets and liabilities that are valued in accordance with the valuation policy applicable.

Consistent with Australian Accounting Standards, estimated transactions and balances that are controlled are budgeted for, and reported on, separately to estimated transactions and balances which are administered but not controlled by the agency.

Introduction


Ministerial responsibilities

The ministerial responsibilities table provides a comprehensive list of the agencies and programs which fall under the responsibility of each minister, and is presented in Ministerial Order of Precedence.

Minister Agency Programs The Hon. J Weatherill Premier

Department of the Premier and Cabinet 1. Premier and Cabinet Policy and Support

2. Strategic Engagement and Communications

3. Agent–General 4. State Coordinator–General 5. Support Services and Community

Programs 6. Office for Digital Government

Department of State Development 1. Office of the Economic Development Board

The Hon. JR Rau Deputy Premier Attorney-General Minister for Justice Reform Minister for Planning Minister for Industrial Relations Minister for Child Protection Reform Minister for the Public Sector Minister for Consumer and Business Services Minister for the City of Adelaide

Department of the Premier and Cabinet 7. Government Services 8. Public Sector Performance

Attorney-General’s Department 1. Legal and Justice Services 2. Consumer and Business Services 3. Advocacy and Guardianship

Services 4. Equal Opportunity 5. Police Ombudsman 6. Ombudsman 7. Industrial Relations 8. Fines Enforcement and Recovery 9. State Records

10. Child Protection Systems Royal Commission — Response Unit

Courts Administration Authority 1. Court and Tribunal Case Resolution Services

2. Alternative Dispute Resolution Services

Electoral Commission of South Australia 1. Electoral Services Department of Planning Transport and Infrastructure

1. Land Use Planning

Department of Treasury and Finance 1. Gambling Policy The Hon. KJ Maher Minister for Employment Minister for Aboriginal Affairs and Reconciliation Minister for Manufacturing and Innovation Minister for Automotive Transformation Minister for Science and Information Economy

Department of State Development 2. Industry and Innovation 3. Aboriginal Affairs and Reconciliation 4. Science, Technology and

Information Economy

The Hon. JJ Snelling Minister for Health Minister for the Arts Minister for Health Industries

Department of Health and Ageing 1. Policy, Clinical Services, System Transformation and Administration

2. Health Services Department of State Development 5. Arts South Australia

6. Health Industries

Introduction


Minister Agency Programs The Hon. T Koutsantonis Treasurer Minister for Finance Minister for State Development Minister for Mineral Resources and Energy

Department of Treasury and Finance 2. Accountability for Public Sector Resources

3. Treasury Services 4. Financial Services Provisions

Department of State Development 7. Mineral Resources and Energy

The Hon. IK Hunter Minister for Sustainability, Environment and Conservation Minister for Water and the River Murray Minister for Climate Change

Department of Environment, Water and Natural Resources

1. Sustainability 2. Water 3. Parks and Public Assets

Environment Protection Authority 1. Environment and Radiation Protection

Department of State Development 8. Water Industry Technical and Safety Regulation

Office of Green Industries 1. Waste Reduction and Resource Recovery

The Hon. LWK Bignell Minister for Agriculture, Food and Fisheries Minister for Forests Minister for Tourism Minister for Recreation and Sport Minister for Racing

Department of Primary Industries and Regions

1. Agriculture, Food and Fisheries 2. Forestry Policy

South Australian Tourism Commission 1. Tourism Development 2. Tourism Events 3. Tourism Marketing

Department of Planning, Transport and Infrastructure

3. Recreation, Sport and Racing

The Hon. MLJ Hamilton-Smith Minister for Investment and Trade Minister for Small Business Minister for Defence Industries Minister for Veterans' Affairs

Department of State Development 9. Growing Small Business 10. Globally Integrating the SA

Economy Defence SA 1. Defence Industry Development

2. Techport Australia Department of Treasury and Finance 5. Veterans' Affairs

The Hon. GG Brock Minister for Regional Development Minister for Local Government


4. Office of Local Government

Department of Primary Industries and Regions

3. Regional Development

The Hon. ZL Bettison Minister for Communities and Social Inclusion Minister for Social Housing Minister for the Status of Women Minister for Ageing Minister for Multicultural Affairs Minister for Youth Minister for Volunteers

Department for Communities and Social Inclusion

1. Thriving Communities 2. Domiciliary and Community Care

Services 3. Social Housing

The Hon. SE Close Minister for Education and Child Development Minister for Higher Education and Skills

Department for Education and Child Development

1. Early Childhood Development 2. School Education 3. Care and Protection

Department of State Development 11. Employment and Skills Formation

The Hon. SC Mullighan Minister for Transport and Infrastructure Minister for Housing and Urban Development


5. Roads and Marine 6. Public Transport 7. Infrastructure Planning and

Management

The Hon. LA Vlahos Minister for Disabilities Minister for Mental Health and Substance Abuse

Department for Communities and Social Inclusion

4. Disability SA 5. Disability Services 6. NDIS and Service Reform

Introduction


Minister Agency Programs The Hon. P Malinauskas Minister for Police Minister for Correctional Services Minister for Emergency Services Minister for Road Safety

South Australian Police 1. Public Safety 2. Crime and Criminal Justice

Services 3. Road Safety

South Australian Country Fire Service 1. Country Fire Service South Australian Metropolitan Fire Service 1. South Australian Metropolitan Fire

Service South Australian Fire and Emergency Services Commission

1. Fire and Emergency Services Strategic Services and Business Support

South Australian State Emergency Service

1. State Emergency Service

Department for Correctional Services 1. Rehabilitation and Reparation 2. Custodial Services 3. Community Based Services


2. Road Safety

Introduction


Agency: Office of Green Industries SA

Minister for Sustainability, Environment and Conservation


Green Industries


Contents

Overview .......................................................................................................................................... 12 Ministerial responsibilities ................................................................................................................ 12 Workforce summary ........................................................................................................................ 12 Program net cost of services summary ........................................................................................... 13 Program 1: Waste Reduction and Resource Recovery ............................................................... 14 Financial statements ....................................................................................................................... 16 Summary of major variations........................................................................................................... 19

Green Industries


Overview

The Office of Green Industries SA, transitioned from the Office of Zero Waste SA, was established by proclamation from 1 July 2015.

Legislation has been developed to establish the new statutory authority Green Industries SA. The Zero Waste SA Act 2004 remains operational, along with Zero Waste SA, the Board, and the Chief Executive until the legislation is passed.

Green Industries SA will build on the many successes of Zero Waste SA, with a focus on:

• leading the nation in waste management

• encouraging innovation and economic growth through the green economy

• helping businesses to find new markets for their waste management knowledge and skills

• assisting businesses to reduce their costs through more efficient use of raw materials, water and energy

• administering grants to local government and industries

• reporting against waste to landfill targets.


Minister Programs Sub-programs

The Hon. IK Hunter Minister for Sustainability, Environment and Conservation

1. Waste Reduction and Resource Recovery

Nil

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to ministers.

Workforce summary

FTEs as at 30 June

Agency 2016–17 Budget

2015–16 Estimated

Result(a) 2014–15 Actual(b)

Office of Green Industries SA .............................................................. 17.6 17.6 —

Total 17.6 17.6 —

(a) The 2016–17 Budget and 2015–16 Estimated Result reflect the established FTE caps.

(b) Data published by the Office for the Public Sector (Department of the Premier and Cabinet).

Green Industries


Program net cost of services summary

Net cost of services

2016–17 Budget

2015–16 Estimated

Result 2015–16 Budget

2014–15 Actual

Program $000 $000 $000 $000

1. Waste Reduction and Resource Recovery ......... -18 006 -17 127 -19 868 —

Total -18 006 -17 127 -19 868 —

Green Industries


Program 1: Waste Reduction and Resource Recovery

Description/objective

To eliminate waste or its consignment to landfill and advance the development of resource recovery and recycling based on an integrated strategy for the state.

Program summary — expenses, income and FTEs

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 2 351 2 235 1 699 — Supplies and services ................................................... 1 756 1 865 1 608 — Depreciation and amortisation expenses ...................... 54 54 — — Grants and subsidies .................................................... 5 015 2 749 795 — Intra-government transfers ........................................... 2 718 — — — Other expenses ............................................................ 12 12 19 —

Total expenses 11 906 6 915 4 121 —

Income Intra-government transfers ........................................... 27 912 22 642 22 789 — Interest revenue ............................................................ 2 000 1 400 1 200 —

Total income 29 912 24 042 23 989 —

Net cost of providing services -18 006 -17 127 -19 868 —

FTEs as at 30 June (No.) 17.6 17.6 15.0 —

Financial commentary

2016–17 Budget/2015–16 Estimated Result

The $5.0 million increase in expenses is primarily due to:

• additional expenditure authority allocated to new grant programs primarily relating to Waste Infrastructure, Investment and Innovation, and Local Government Waste and Resource Recovery programs ($2.9 million)

• increased intra-government transfer expenditure associated with a series of climate change programs ($2.7 million).

The $5.9 million increase in income is primarily due to:

• intra-government transfers from the Environment Protection Authority for higher solid waste levy receipts ($5.3 million)

• increased interest revenue resulting from a higher cash balance ($0.6 million).

2015–16 Estimated Result/2015–16 Budget


• increased expenditure relating to the Trade Waste initiative ($2.1 million)

• carryover of expenditure for the Metropolitan Infrastructure and Regional Implementation grant programs and the dob-in-a-litterer program from 2014–15 to 2015–16 ($0.6 million).

Green Industries


2015–16 Estimated Result/2014–15 Actual

The Office of Green Industries SA was established by proclamation from 1 July 2015.

Highlights 2015–16

• Released South Australia’s Waste Strategy 2015–2020 following public consultation, which aims to maximise and realise the economic potential from innovative new technology and the trend towards re-manufacturing to build a resource efficient economy in the state.

• Completed the first phase of a disaster waste management scoping study. This was the first of its kind in Australia.

• Invited by the United Nations Centre for Regional Development to host the Seventh Regional 3R Forum in the Asia and Pacific. The event is an opportunity for South Australia to showcase the state’s reputation for being a clean green state, in addition to showcasing its expertise in the green economy and demonstrating how resource efficiency is a driver for economic success.

• Initiated a trade waste initiative aimed at helping South Australian food and beverage producers reduce costs and improve environmental outcomes through better management of trade waste.

• Assisted businesses to increase recycling and resource recovery of materials and reduce the amount of waste sent to landfill.

Targets 2016–17

• Develop a statewide Waste and Resource Recovery Infrastructure Plan to provide a roadmap to guide future public/private investment in waste and resource recovery infrastructure that supports a resource efficient economy in South Australia.

• Deliver the government’s Trade Waste Initiative by providing support and grant funding to assist SA Water trade waste customers and other trade waste-producing businesses to improve operating costs and environmental outcomes.

• Support/facilitate waste infrastructure investment and innovation realising the economic potential of the sector.

• Provide financial support to local government waste and resource recovery programs enhancing its waste management capacity and capability.

• Continue to support South Australian businesses and industry sectors to make improvements in waste management, waste avoidance and resource efficiency.

• In partnership with the United Nations Centre for Regional Development, host the 7th Regional 3R Forum in Asia and the Pacific, in recognition of South Australia’s global leadership in recycling and resource recovery.

• Investigate the potential benefits of the circular economy to South Australia.

• Continue to build the state’s capability and resilience in the area of disaster waste management.

Performance indicators

2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

Reduction of waste to landfill The decrease in tonnes reduction from the 2014–15 Actual to the 2015–16 Estimated Result reflects a transitioning economy resulting in less waste generated by businesses and the community, people's behaviour towards reducing municipal solid waste and concurrently a higher rate of recycling of waste materials. Note that tonnes shown excludes disposal of contaminated soil to landfill which is reported separately in the agency annual report.

5 000 tonnes

reduction

5 000 tonnes

reduction

— 10 000 tonnes

reduction

Green Industries


Office of Green Industries SAStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

ExpensesEmployee benefit expenses

Salaries, wages, annual and sick leave............................. 1 861 1 767 1 400 —Long service leave............................................................. 47 46 36 —Payroll tax.......................................................................... 112 107 84 —Superannuation.................................................................. 216 204 179 —Other.................................................................................. 115 111 — —

Supplies and servicesGeneral supplies and services........................................... 1 636 1 755 1 608 —Consultancy expenses....................................................... 120 110 — —

Depreciation and amortisation.............................................. 54 54 — —Grants and subsidies............................................................ 5 015 2 749 795 —Intra government transfers.................................................... 2 718 — — —Other expenses..................................................................... 12 12 19 —

Total expenses 11 906 6 915 4 121 —

IncomeIntra-government transfers.................................................... 27 912 22 642 22 789 —Interest revenues.................................................................. 2 000 1 400 1 200 —

Total income 29 912 24 042 23 989 —

Total comprehensive result 18 006 17 127 19 868 —

Green Industries


Office of Green Industries SAStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 103 875 85 868 88 458 —Receivables.......................................................................... 166 166 104 —Other current assets............................................................. 9 9 19 —

Total current assets 104 050 86 043 88 581 —

Non current assets

Land and improvements....................................................... 417 417 — —Plant and equipment............................................................. 102 156 286 —

Total non-current assets 519 573 286 —

Total assets 104 569 86 616 88 867 —

LiabilitiesCurrent liabilitiesPayables............................................................................... 933 920 1 481 —Employee Benefits

Salaries and wages........................................................... 14 14 8 —Annual leave..................................................................... 128 122 188 —Long service leave............................................................ 38 39 26 —Other................................................................................. 8 8 12 —

Short-term provisions............................................................ 1 1 1 —Other current liabilities.......................................................... 74 74 — —

Total current liabilities 1 196 1 178 1 716 —

Non current liabilitiesLong service leave............................................................ 693 693 601 —

Long-term provisions............................................................ 2 2 3 —Other non-current liabilities................................................... 675 746 — —

Total non-current liabilities 1 370 1 441 604 —

Total liabilities 2 566 2 619 2 320 —

Net assets 102 003 83 997 86 547 —

Equity

Retained earnings................................................................. 102 003 83 997 86 547 —

Total equity 102 003 83 997 86 547 —

Balances as at 30 June end of period.

Green Industries


Office of Green Industries SAStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 2 346 2 230 1 694 —Payments for supplies and services...................................... 1 814 1 035 1 595 —Grants and subsidies............................................................. 5 015 2 749 795 —Intra-government transfers..................................................... 2 718 — — —Other payments..................................................................... 12 12 19 —

Cash used in operations 11 905 6 026 4 103 —

Cash inflowsIntra-government transfers..................................................... 27 912 22 642 22 789 —Interest received.................................................................... 2 000 1 400 1 200 —

Cash generated from operations 29 912 24 042 23 989 —

Net cash provided by (+)/used in (-) operating activities 18 007 18 016 19 886 —

Investing activities

Cash outflowsPurchase of property, plant and equipment........................... — 417 — —

Cash used in investing activities — 417 — —

Net cash provided by (+)/used in (-) investing activities — -417 — —

Financing activities

Cash inflowsCash transfers from restructuring activities............................ — 68 269 — —

Cash generated from financing activities — 68 269 — —

Net cash provided by (+)/used in (-) financing activities — 68 269 — —

Net increase (+)/decrease (-) in cash equivalents 18 007 85 868 19 886 —

Cash and cash equivalents at the start of the period 85 868 — 68 572 —

Cash and cash equivalents at the end of the period 103 875 85 868 88 458 —

Green Industries


Summary of major variations

The following commentary relates to variations between the 2016–17 Budget and the 2015–16 Estimated Result.

Statement of comprehensive income — controlled

Expenses


• additional expenditure authority allocated to new programs primarily relating to Waste Infrastructure, Investment and Innovation, and Local Government Waste and Resource Recovery programs ($2.9 million)

• increased intra-government transfer expenditure associated with a series of climate change programs ($2.7 million).

Income


• intra-government transfers from the Environment Protection Authority for higher solid waste levy receipts ($5.3 million)

• increased interest revenue resulting from a higher solid waste levy cash balance ($0.6 million).

Statement of financial position — controlled

The $18.0 million increase in net assets is primarily due to the increase in cash deposits in the Waste to Resources Fund.

Statement of cash flows — controlled

The movements in cash outflows and inflows are generally consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.

Green Industries


Green Industries


Agency: Department for Health and Ageing

Minister for Health

Minister for Mental Health and Substance Abuse

Minister for Ageing


Health and Ageing


Contents

Objective .......................................................................................................................................... 24 Ministerial responsibilities ................................................................................................................ 24 Ministerial office resources .............................................................................................................. 25 Workforce summary ........................................................................................................................ 25 Program net cost of services summary ........................................................................................... 25 Investing expenditure summary ...................................................................................................... 26 Program 1: Policy, Clinical Services, System Transformation and Administration ..................... 28 Program 2: Health Services ......................................................................................................... 37 Financial statements ....................................................................................................................... 59 Summary of major variations........................................................................................................... 67 Additional information for administered items ................................................................................. 69

Health and Ageing


Objective

For the purpose of this statement, the Department for Health and Ageing comprises the Department for Health and Ageing, Central Adelaide Local Health Network, Northern Adelaide Local Health Network, Southern Adelaide Local Health Network, Women’s and Children’s Health Network, Country Health SA Local Health Network and SA Ambulance Service, with transactions occurring between these entities.

The program structure in the 2016–17 Agency Statements reflects the governance arrangements within the Department for Health and Ageing as at 30 June 2016.

The current local health network structure is responsible for the provision of health services in accordance with the Health Care Act 2008 and performance agreements.



The Hon. JJ Snelling Minister for Health

1. Policy, Clinical Services, System Transformation and Administration

1.1 System Performance and Service Delivery

1.2 Finance and Corporate Services

1.3 Transforming Health

2. Health Services 2.1 Central Adelaide Local Health Network

2.2 Northern Adelaide Local Health Network

2.3 Southern Adelaide Local Health Network

2.4 Women’s and Children’s Health Network

2.5 Country Health SA Local Health Network

2.6 SA Ambulance Service

The Hon. ZL Bettison Minister for Ageing(a)

The Hon. L Vlahos Minister for Mental Health and Substance Abuse(b)

(a) The Minister for Ageing’s salary and office resources are not administered within this agency, however her responsibilities as Minister for Ageing form part of sub-program 1.2 Finance and Corporate Services.

(b) The Minister for Mental Health and Substance Abuse’s salary and office resources are not administered within this agency, however her responsibilities as Minister for Mental Health and Substance Abuse form part of both programs 1 and 2.

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the minister:

• Health and Community Services Complaints Commissioner’s salary

• Health and Medical Research Fund

• Minister for Health’s salary

Health and Ageing


Statutes


Ministerial office resources

2016–17 Budget

Cost of provision

Minister $000 FTE

The Hon. JJ Snelling .............................................................................. 2 084 12.0

Workforce summary

FTEs as at 30 June

Agency 2016–17

Budget(a)

2015–16 Estimated


Department for Health and Ageing ...................................................... 30 102 30 836 30 989

Administered items for the Department for Health and Ageing ............ 2 2 2

Total 30 104 30 838 30 991

(a) The 2016–17 Budget and the 2015–16 Estimated Result reflect the established FTE cap.

(b) The 2014–15 Actual (excluding administrative items) reflects data published by the Office for the Public Sector (Department of the Premier and Cabinet).

Note: Administered items for the Department for Health and Ageing include the Minister and the Health and Community Services Complaints Commissioner.



2016–17 Budget

2015–16 Estimated


2014–15 Actual

Program $000 $000 $000 $000

1. Policy, Clinical Services, System Transformation and Administration(a) .................. 600 622 567 848 488 237 574 847

2. Health Services(a) ................................................ 2 898 328 2 690 036 2 577 372 2 534 970

Total 3 498 950 3 257 884 3 065 609 3 109 817

Reconciliation to agency net cost of providing services

Add: Net costs transferred out:

Health and Medical Research Fund to the Department of Health and Ageing Administered Items in 2013–14 ................................................... — — 99 —

Equals: Net cost of providing services (as per agency statement of comprehensive income) 3 498 950 3 257 884 3 065 708 3 109 817

(a) This reconciliation shows the difference between the program notes and the financial statements.

Health and Ageing


Investing expenditure summary

The 2016–17 investment program is $3.187 billion.

The program represents ongoing strong investment in health infrastructure through the Transforming Health initiative to improve the state health care system’s safety, efficiency and effectiveness ensuring all South Australians have access to the right care in the right place at the right time.

The program will continue the implementation of Transforming Health investing initiatives at Flinders Medical Centre, Modbury Hospital, Noarlunga Health Service, The Queen Elizabeth Hospital and the establishment of a Veterans’ Mental Health Precinct at Glenside.

In addition to the Transforming Health initiatives, an upgrade of the Neonatal Unit at Flinders Medical Centre will commence and a second Cardiovascular Intervention Suite at the Lyell McEwin Hospital Redevelopment will be completed.

Investment in SA Ambulance infrastructure will continue. The program will commence a Rescue Retrieval and Aviation Services Base, continue the stretcher replacement program, and construction of new ambulance stations at Noarlunga and Seaford.

A number of key initiatives including the new Royal Adelaide Hospital and the implementation of an enterprise pathology information system will also be completed.

The 2016–17 investing program includes the recognition of the finance lease associated with the new Royal Adelaide Hospital.

Estimated

completion

Total project

cost 2016–17 Budget

2015–16 Estimated


Investments Quarter $000 $000 $000 $000

New projects Lyell McEwin Hospital — Second Cardiovascular Intervention Suite (CVIS) and expanded patient holding bay ........................................................ Jun Qtr 2017 3 955 3 455 500 — Rescue, Retrieval and Aviation Services Base ....................................... Jun Qtr 2018 11 455 9 800 150 — Sale of the Repatriation General Hospital Site (disposal costs)................ Jun Qtr 2018 3 800 3 300 — —

Total new projects 19 210 16 555 650 —

Existing projects Enterprise Pathology Laboratory Information System(a) ............................ Jun Qtr 2017 25 587 8 474 11 919 13 855 Enterprise Patient Administration System(b) ............................................... Jun Qtr 2021 88 882 214 12 107 –– Flinders Medical Centre — Neonatal Unit Jun Qtr 2018 17 500 8 143 100 9 350 New Royal Adelaide Hospital — Site Works(c) ................................................ Jun Qtr 2017 256 049 66 812 150 133 173 868 SA Ambulance Service — Stretcher Replacement Program(d) ....................... Jun Qtr 2017 14 000 13 800 200 5 823 SA Health Supply Distribution Centre(e) ................................................ Jun Qtr 2018 7 577 2 830 — 4 158 Transforming Health — Flinders Medical Centre(f) ................................... Jun Qtr 2019 169 872 114 775 18 172 40 320 Transforming Health — Modbury Hospital ................................................ Jun Qtr 2018 32 000 20 473 10 500 7 963

Health and Ageing


Estimated

completion

Total project


2015–16 Estimated


Investments Quarter $000 $000 $000 $000 Transforming Health — Noarlunga Health Service(g) ........................................ Jun Qtr 2018 12 345 5 970 5 415 4 275 Transforming Health — SA Ambulance Service ................................................. Jun Qtr 2017 16 121 14 121 2 000 4 700 Transforming Health — The Queen Elizabeth Hospital ................................. Jun Qtr 2018 22 412 15 000 2 000 7 715 Veterans' Mental Health Precinct ......... Jun Qtr 2018 15 000 12 000 1 000 3 000 Women’s and Children’s Hospital Upgrade ................................................ Jun Qtr 2018 23 324 5 636 2 000 9 692

Small projects ....................................... 14 888 42 007 50 692

Total existing projects 700 669 303 136 257 553 335 411

Annual programs Bio-Medical Equipment ......................... n.a. n.a. 18 269 15 309 16 824 Compliance Program ............................ n.a. n.a. 3 364 2 446 3 282 Hospitals and Health Units — Minor Works ................................................... n.a. n.a. 14 345 8 714 12 995 Purchases from Special Purpose Funds ................................................... n.a. n.a. 3 295 5 000 5 364 SA Ambulance Service — Vehicle Replacement ........................................ n.a. n.a. 5 796 5 656 7 317 Small Programs .................................... n.a. n.a. 2 551 2 360 903

Total annual programs 47 620 39 485 46 685

Public private partnership New Royal Adelaide Hospital ............... n.a. 2 820 000 2 820 000 — —

Total public private partnerships — 2 820 000 2 820 000 — —

Total investing expenditure(h) 3 539 879 3 187 311 297 688 382 096

(a) The total project cost including operating expenses for Enterprise Pathology Laboratory Information System is $29.6 million.

(b) The total project cost approved including project operating expenses for Enterprise Patient Administration System is $179.2 million. The total project cost includes approved budget held in central contingencies as approved by Cabinet.

(c) The total project cost including operating project expenses for new Royal Adelaide Hospital — Site Works is $463.6 million.

(d) The total project cost including operating project expenses for Stretcher Replacement Program is $15.5 million.

(e) The total project cost including operating project expenses for SA Health Supply Distribution Centre is $10 million.

(f) The total project cost including operating project expenses for Flinders Medical Centre Transforming Health is $170.5 million.

(g) The total project cost including operating project expenses for Noarlunga Health Service Transforming Health Redevelopment is $12.4 million.

(h) The difference between the total 2016–17 investing expenditure and the total investing payments contained in the statement of cash flows relates to the recognition of the finance lease associated with the new Royal Adelaide Hospital.

Health and Ageing


Program 1: Policy, Clinical Services, System Transformation and Administration


Responsible for health policy and promotion, clinical services and administration associated with the provision of health services across South Australia.

Sub-programs

1.1 System Performance and Service Delivery

1.2 Finance and Corporate Services

1.3 Transforming Health


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses 190 013 189 738 152 747 199 198 Supplies and services 429 649 397 259 374 586 394 348 Depreciation and amortisation expenses 21 664 19 527 15 851 15 747 Borrowing costs 1 046 1 303 1 303 1 535 Grants and subsidies 23 825 29 727 25 984 22 535 Intra-government transfers 2 065 5 454 — 3 383 Other expenses 21 652 22 968 3 398 47 299

Total expenses 689 914 665 976 573 869 684 045

Income Commonwealth revenue 51 595 64 162 43 370 61 849 Fees, fines and penalties 1 245 1 230 1 192 1 042 Sales of goods and services 25 185 13 316 29 393 23 950 Interest revenues — — — — Net gain or loss from disposal of assets -86 -961 -1 659 8 100 Resources received free of charge 7 291 16 110 8 110 8 753 Other income 4 062 4 271 5 226 5 504

Total income 89 292 98 128 85 632 109 198

Net cost of providing services 600 622 567 848 488 237 574 847

FTEs as at 30 June (No.)(a) 1 710 1 830 1 516 2 095

(a) The reduction in FTE in 2015–16, with offsetting increases in program 2, is primarily associated with the de-centralisation of corporate functions largely relating to human resources and finance services.

Health and Ageing


Sub-program 1.1: System Performance and Service Delivery


Responsible for the coordination of operational health service delivery and clinical support service reform strategies across the state, including the coordination of aboriginal health, mental health, drug and alcohol services, public health and clinical systems services.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses 302 185 301 248 278 612 314 417 Income 72 033 79 929 67 708 88 338

Net cost of sub-program 230 152 221 319 210 904 226 079 FTEs as at 30 June (No.)(a) 415 469 401 691

(a) The reduction in FTE in 2015–16, with offsetting increases in program 2, is primarily associated with the de-centralisation of corporate functions relating to human resources.




• annual indexation including enterprise agreements ($4.2 million)

partially offset by

• growth in savings targets as part of previous state budgets ($3.3 million).

The $7.9 million decrease in income is primarily due to reduced contributed asset revenue from the Commonwealth Government for Essential Vaccines ($8.8 million).


The $22.6 million increase in expenses is primarily due to additional expenditure from activities associated with supporting the delivery of health services ($18.9 million).

The $12.2 million increase in income is primarily due to additional contributed asset revenue from the Commonwealth Government for Essential Vaccines ($8.0 million).


The $13.2 million decrease in expenses is primarily due to:

• reduced expenditure, with offsetting increases in program 2, associated with the decentralisation of corporate functions primarily relating to human resources ($23.3 million)

• growth in 2015–16 savings targets approved as part of previous state budgets ($16.2 million)

partially offset by

• additional expenditure from activities associated with supporting the delivery of health services ($18.9 million)

• annual indexation including enterprise agreements ($6.6 million).

Health and Ageing


The $8.4 million decrease in income is primarily due to:

• net reduction in Commonwealth Government funding associated with various initiatives ($16.4 million)

partially offset by

• additional contributed asset revenue from the Commonwealth Government for Essential Vaccines ($8.0 million).


• Implemented the Same Day Surgery Policy Directive.

• Developed a consistent process for the transfer of patients requiring urgent surgery or surgical assessment.

• Developed the SA Medical Workforce 2020–2025 strategy guiding the development of the future medical workforce.

• Developed a workforce strategy for delivering Transforming Health.

• Commissioned the online management system permitting the completion of the Aboriginal Health Impact Statement online enabling the monitoring and review of Aboriginal outcomes in health system initiatives.

• Developed and monitored SA Health local implementation plans for the National HIV and Hepatitis C strategies.

• Implemented a Hepatitis B training program for general practitioners, in partnership with the Australasian Society for HIV, Viral Hepatitis and Sexual Health Medicine.

• Developed and implemented the SA Health Emergency Management System (SAHEMS) in response to the January 2015 Sampson Flat bushfire.

Targets 2016–17

• Facilitate the transition of relevant clients onto National Disability Insurance Scheme through support of development of Local Health Network Work Plans aligned to Department of Communities and Social Inclusion Operational Plan.

• Complete the Department of Health and Ageing’s Disability Access and Inclusion Plan (DAIP) and support local health networks to complete Network level DAIP.

• Align the draft Acute and Aged Care Taskforce model of care framework to inform Transforming Health’s ‘Frailty in Older People’ model of care.

• Implement Leadership Development program across SA Health.

• Renewal of SA Health Cultural Respect Framework 2016–2020 and SA Health Aboriginal Health Care Plan 2016–2020.

• Build capacity of general practitioners in South Australia to treat hepatitis C infection using newly PBS listed direct acting agents within a coordinated statewide model of care, thereby increasing the number of people receiving hepatitis C treatment by 50 per cent to meet the National Hepatitis C strategy treatment target.

• Double the number of councils engaged in the Food Safety Rating Scheme and in doing so, capture over 50 per cent of high risk food businesses in the state.

• Develop and implement a centralised statewide trauma registry.

• Embed healthy lifestyle behaviours into workplace culture across the civil construction, manufacturing, apprenticeships and defence related industries through the men’s health strategy state government election commitment.

Health and Ageing



2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

No. of intern placements The 2016–17 Target has been set in line with service needs and ability to provide appropriate supervision.

250 250 254 254

South Australia’s Strategic Plan targets: • T26 Early childhood — birth weight — low birth weight:

– total population <6.5% 6.5% <6.5% 6.5% – Aboriginal and/or Torres Strait Islander Source: SA Health, Pregnancy Outcomes Unit. The 2014–15 Actual is based on 2014 provisional data.

<6.5% 13.3% <6.5% 13.3%

• T53 Aboriginal employees — % of Aboriginal employees in the Department for Health and Ageing Source: SA Health Workforce Reporting. The 2014–15 Actual is based on employee data as at 30 June 2015. The 2015–16 Estimated Result is based on employee data as at December 2015.

2% 1% 2% 1%

• T80 Smoking — prevalence – Daily Smoking Prevalence 15+

Daily Smoking Prevalence 15+ Source: South Australian Health and Medical Research Institute. This target is measured on three year averages. 2014–15 Actual is the three year average of the prevalence recorded in 2013, 2014 and 2015.

11.5% 13.7% 12.2% 14.2%

– Aboriginal Daily Smoking Prevalence 18+ Aboriginal Daily Smoking Prevalence 18+ Source: COAG Reform Council 2010, National Indigenous Reform Agreement: Baseline performance report for 2008–09 (Australian Bureau of Statistics, National Aboriginal and Torres Strait Islander Social Survey (NATSISS) 2008). 2014–15 state level data from the National Aboriginal and Torres Strait Islander Health Survey (NATSIHS) will be available mid-2016.

28.2% n.a. 30.6% n.a.

• T81 Alcohol consumption — risky alcohol consumption 23.8% 26.3% 24.4% 27.2% • T82 Healthy weight

– Adults 40.6% 36.8% 41.1% 39.3% – children Source: SA Health, South Australian Monitoring and Surveillance System. The 2014–15 Actual is based on the 2014 calendar year and the 2015–16 Estimated Result relates to the 2015 calendar year. Children are defined as 5 to 17 years old.

78.2% 76.1% 77.3% 74.0%

• T84 Health service standard By 2016, 90 per cent of patients presenting to a public hospital emergency department will be seen, treated, and either discharged or admitted to hospital within four hours. 2015–16 Estimated Result and 2014–15 Actual source: Health Information Portal (Emergency Department Data Collection).

90.0% 66.0% 90.0% 64.0%

• T85 Chronic diseases — people living with chronic disease who self-assess their health status as ‘good’, ‘very good’, or ‘excellent’. Source: SA Health. South Australian Monitoring and Surveillance System. The 2014–15 Actual is based on 2014 calendar year data. The 2015–16 Estimated Result is based on 2015 calendar year data. The 2016–17 Target reflects performance to 31 December 2016 only.

77.6% 72.3% 77.6% 71.6%

• T86 Psychological wellbeing — psychological distress Source: Australian Bureau of Statistics Australian Health Survey (AHS). The 2014–15 Actual and 2015–16 Estimated Result are based on 2011–12 ABS AHS data. The 2016–17 Target reflects performance to 31 December 2016 only.

<10.8% 11.3% <10.8% 11.3%

% of children fully immunised at age 12 months Target is set at 95 per cent as this is the percentage coverage that is often required to interrupt transmission of disease and this target is nominated in the National Partnership Agreement.

95% 92% 95% 92%

% of children fully immunised at age two years 92% 90% 90% 88%

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

% of food businesses in compliance with food safety standards The 2014–15 Actual is due to the focus on Priority Risk Classification, requiring Environmental Health Officers to identify intrinsic risks in food and food processing. It also indicates confidence to use enforcement actions. The 2015–16 Estimated Result relies upon consistent application of food premises inspections by 68 councils and food businesses being able to respond with acceptable food safety improvements within a fixed timeframe.

95% 87% 95% 87%

No. of expiation notices served under Tobacco Products Regulation Act 1997 High level compliance resulted in lower than expected expiation notices served in 2015–16.

6 6 12 2

No. of premises inspected for compliance with the Tobacco Products Regulation Act 1997

500 500 500 644

% compliance with legislative standards for tobacco: • metropolitan 90% 90% 90% 85% • country The 2015–16 Target has been rebased as a result of the change in the screening and compliance assessments using the new collection system (Public Health Management System).

90% 90% 90% 85%

% of initial health risk assessments provided to the Environment Protection Authority within two months of receipt of soil contamination data

100% 100% 100% 100%

No. of red blood cell packs issued to South Australia 61 100 59 500 62 170 61 230 No. of vaccines dispensed 920 000 920 000 920 000 911 962 No. of providers participating in the Australian Childhood Immunisation Register

4 500 4 500 4 100 4 491

No. of food samples analysed The number of samples taken each year is made up of planned surveys and outbreak investigation samples.

800 800 800 800

No. of food inspections conducted in areas not covered by local governments There are currently approximately 150 food businesses in unincorporated areas and all high and medium risk premises will be visited at least once per reporting year.

150 150 150 150

% of water quality Type 1 incidents that were actioned within 24 hours

100% 100% 100% 100%

No. of women screened for cervical cancer 155 000 150 000 158 000 158 649 % of women screened for cervical cancer in target population (aged 20–69 years) every 24 months The 2015–16 Target has been rebased to reflect a consistent calculation methodology with ABS population data.

55% 56% 56% 58%

Average time for blood lead level results to be available 1 week 1 week 1 week 1 week % of Aboriginal mothers who smoke during pregnancy The 2014–15 Actual reflects 2014 calendar year provisional data. Data for 2015–16 Estimated Result was not available at the time of publication.

40% n.a. 40% 49%

% Aboriginal women who gave birth and reported to have made 7 or more antenatal visits The 2014–15 Actual reflects 2014 calendar year provisional data. Data for 2015–16 Estimated Result was not available at the time of publication.

80% n.a. 80% 70%

% of Aboriginal mothers whose first antenatal care session occurred in the first trimester (<14 weeks) The 2014–15 Actual reflects 2014 calendar year provisional data. Data for 2015–16 Estimated Result was not available at the time of publication. The expansion of the Aboriginal Maternal Infant Care Program through the COAG investment has improved Aboriginal families access to services that improve birthing outcomes.

80% n.a. 80% 62%

Health and Ageing


Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16

Projection 2014–15

Actual

% of children tested for blood lead levels in Port Pirie The Estimated Result for 2015–16 is lower than the projection due to greater improvements in lead exposure than predicted — leading to children at low risk with low blood lead levels withdrawing from the program at 3 years of age as well as children moving away from Port Pirie.

78% 74% 79% 74%

Aboriginal employment activities implemented: • no. of new recipients 5 20 21 19 • no. of scholarship graduates 12 7 8 3 • no. of Aboriginal employees

The number of Aboriginal employees is based on data as at 30 June 2015. This indicator will no longer be reported as it is recognised separately above as T53 Aboriginal employees — % of Aboriginal employees in the Department for Health and Ageing

n.a. 399 409 422

• no. of Aboriginal scholarship participants 39 41 50 34 Aboriginal adult and child health checks per 1000 people 220 215 223 212 % Aboriginal people who leave hospital against medical advice or are discharged at their own risk <5.0% 5.0% 5.8% 5.7%

Drug and Alcohol Services South Australia: • no. of in-patient separations (non-hospital)

This indicator includes clients accessing withdrawal services and residential rehabilitation.

1 600 1 600 1 600 1 487

• no. of outpatients attendances This indicator reflects those clients registered with Drug and Alcohol Services South Australia as receiving outpatient counselling or Medication Assisted Treatment for Opioid Dependence. This indicator includes attendances across metropolitan and country services.

34 000 30 500 34 000 35 445

Sub-program 1.2: Finance and Corporate Services


Responsible for delivery of services related to finance, procurement and supply, legal and policy, intergovernmental relations, aged care, media and communications, infrastructure, and information technology.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses 345 780 326 294 260 402 351 504 Income 17 259 18 199 17 924 20 860

Net cost of sub-program 328 521 308 095 242 478 330 644 FTEs as at 30 June (No.)(a) 1 219 1 292 1 074 1 376

(a) The reduction in FTE in 2015–16, with offsetting increases in program 2, is primarily associated with the de-centralisation of corporate functions largely relating to finance services.

Health and Ageing





• reclassification of investing expenditure into operating expenditure and other costs associated with the implementation of the Enterprise Patient Administration System (EPAS) ($18.9 million)


partially offset by

• growth in 2016–17 savings targets approved as part of previous state budgets ($5.6 million).



• additional expenditure associated with the implementation of EPAS, predominantly at the new Royal Adelaide Hospital and The Queen Elizabeth Hospital ($34.8 million)


• net increase in depreciation and amortisation expense associated with various projects ($2.4 million).



• higher than budgeted inventory costs in 2014–15 related to cost of goods sold associated with the Distribution Centre and net write off of obsolete vaccines ($23.3 million)

• higher than budgeted revaluation of insurance claim provisions in 2014–15 following an independent actuarial assessment of the current liabilities ($19.3 million)

• reduced expenditure in 2015–16, with offsetting increases in program 2, associated with the de-centralisation of corporate functions primarily relating to finance services ($14.7 million)


partially offset by


• re-profiling of expenses associated with the delivery of the EPAS ($7.0 million)

• annual indexation including enterprise agreements ($5.7 million).


• higher than budgeted interest revenue earned on 2014–15 cash balances ($3.9 million)

partially offset by

• annual indexation on provision of services revenue ($0.7 million).


• Completed the implementation of a new Enterprise Systems for Medical Imaging (ESMI) to the Royal Adelaide Hospital, Repatriation General Hospital, and Flinders Medical Centre.

Health and Ageing


• Completed the implementation of a new electronic system to manage the procurement cycle — One Procurement Solution — to all sites.

Targets 2016–17

• Implement Information and Communications Technology solutions at the new Royal Adelaide Hospital site in readiness for its opening.

• Rollout of EPAS into the new Royal Adelaide Hospital.

• Implement rollout of the Enterprise Pathology Laboratory Information System (EPLIS) for SA Pathology.

Sub-program 1.3: Transforming Health


Provides leadership, governance and support to the Transforming Health initiative over the next four years. This will include the implementation of service strategies designed to improve the consistency and quality of care across South Australia’s health system to ensure all South Australians have access to the best care, first time, every time.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses 41 949 38 434 34 855 18 124 Income — — — —

Net cost of sub-program 41 949 38 434 34 855 18 124 FTEs as at 30 June (No.) 76 69 41 28



The $3.5 million increase in expenses is due to ongoing activities associated with the delivery of Transforming Health.


The $3.6 million increase in expenses is due to ongoing activities associated with the delivery of Transforming Health.


The $20.3 million increase in budgeted expenditure reflects the ramp up of activities associated with the delivery of Transforming Health.


• Implemented a winter demand strategy to optimise patient length of stay, to improve patient flow through enhanced clinical pathways and reduce the incidence of communicable disease transition.

• Developed the Clinical Services Capability Framework 2015 to provide health planners and clinicians a comprehensive and consistent state-wide approach to deliver safe and appropriate clinical services under Transforming Health.

Health and Ageing


• Established Clinical Working Groups to review and redesign health services in line with the clinical standards identified in Transforming Health.

• Undertook eight Transforming Health clinical improvement projects, including the development of enhanced models of care, under the governance of the Ministerial Clinical Advisory Group.

• Completed concept plans for infrastructure to support the implementation of Transforming Health at Modbury Hospital, Flinders Medical Centre, Noarlunga Hospital and for the Veteran’s Mental Health Precinct.

• Produced the South Australian Veterans’ Health Framework 2016–2020 through a collaborative partnership with the Veterans’ Health Advisory Council.

Targets 2016–17

• Finalise detailed service plans and implementation strategies to support the transition of services to the new Royal Adelaide Hospital.

• Apply the Clinical Services Capability Framework 2015, to standardise the development of current and future service level profiles for each hospital site.

• Continued commitment and support to the principles of Transforming Health through workforce modelling, change management, cultural and leadership development initiatives.

Health and Ageing


Program 2: Health Services


The provision of hospital-based tertiary care and other acute services as well as rehabilitation, mental health and other community health services within the metropolitan and country areas, the provision of grants to non-government organisations for the provision of health services, and responsibility for Aboriginal controlled primary health services in Ceduna, Port Augusta and surrounding areas.

Sub-programs

2.1 Central Adelaide Local Health Network

2.2 Northern Adelaide Local Health Network

2.3 Southern Adelaide Local Health Network

2.4 Women’s and Children’s Health Network

2.5 Country Health SA Local Health Network

2.6 SA Ambulance Service

Program summary ― expenses, income and FTEs

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses 3 362 222 3 353 902 3 175 219 3 205 902 Supplies and services 1 260 773 1 247 677 1 239 146 1 218 452 Depreciation and amortisation expenses 233 992 175 607 170 062 162 189 Borrowing costs 156 800 25 255 6 982 2 426 Grants and subsidies 20 356 19 623 22 073 9 139 Intra-government transfers 3 088 2 637 7 130 1 652 Other expenses 78 998 80 869 96 339 111 607

Total expenses 5 116 229 4 905 570 4 716 951 4 711 367

Income Commonwealth revenues 1 533 906 1 523 056 1 501 620 1 502 015 Intra-government transfers 20 943 24 075 19 703 27 630 Other grants 47 896 46 246 49 335 30 611 Fees, fines and penalties 275 267 267 275 Sales of goods and services 570 710 567 062 515 425 545 309 Interest revenue 5 482 5 482 8 923 10 694 Net gain or loss from disposal of assets 487 480 -10 -288 Resources received free of charge 700 700 2 340 1 836 Other income 37 502 48166 41 976 58 315

Total income 2 217 901 2 215 534 2 139 579 2 176 397

Net cost of providing services 2 898 328 2 690 036 2 577 372 2 534 970

FTEs as at 30 June (No.) 28 392 29 006 28 275 28 894

Health and Ageing


Sub-program 2.1: Central Adelaide Local Health Network


The provision of hospital-based tertiary care including medical, surgical and other acute services, rehabilitation, mental and palliative health, dental, breast screening and other community health services to veterans and other persons living within the central Adelaide metropolitan area, and pathology services to hospital and community services throughout South Australia.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses 2 147 035 1 963 459 1 887 661 1 860 336

Income 890 986 900 371 863 919 875 100

Net cost of sub-program 1 256 049 1 063 088 1 023 742 985 236

FTEs as at 30 June (No.) 10 088 10 328 10 199 10 235




• part year annual service payment for operation of the new Royal Adelaide Hospital ($131.5 million)

• amortisation of the finance lease liability for the new Royal Adelaide Hospital ($49.0 million)

• annual indexation including enterprise agreements and funded growth in services ($62.4 million)

• additional depreciation and re-profiling of expenditure associated with site works at the new Royal Adelaide Hospital ($33.0 million)

partially offset by


• transfer of activity, and associated expenditure, to sub-program 2.2 under the Transforming Health initiative to permit more residents in the northern catchment to receive treatment closer to their residence ($15.0 million)

• reduced expenditure, with offsetting revenue, associated with the cessation of the Commonwealth Government reimbursed Child Dental Benefit Scheme from July 2016 ($9.6 million).


• reduced revenue, with offsetting expenditure, associated with the cessation of the Commonwealth Government reimbursed Child Dental Benefit Scheme from July 2016 ($9.6 million)

• net reduction in Commonwealth Government funding associated with various agreements and initiatives ($4.4 million)

partially offset by


Health and Ageing




• growth in costs associated with the provision of hospital services ($43.8 million)

• additional expenditure, with matching income, associated with the National Partnership Agreement on Adult Public Dental Services ($11.0 million)

• additional expenditure, with matching income, associated with the extension of the Commonwealth reimbursed Child Dental Benefit Scheme ($9.6 million)

• additional expenditure associated with the commissioning and move to the new Royal Adelaide Hospital ($8.5 million).


• increased revenue, with matching expenditure, associated with the Commonwealth Government funded National Partnership Agreement on Adult Public Dental Services and the extension of the Commonwealth Government reimbursed Child Dental Benefit Scheme ($20.6 million)

• net growth in Commonwealth Government funding as part contribution towards the provision of increased hospital services ($9.7 million)

• additional revenue associated with the provision of services ($4.7 million).





• increased costs in 2015–16 primarily associated with transition planning requirements in preparation for the commissioning and move to the new Royal Adelaide Hospital ($22.6 million)

• increased expenditure with offsetting decreases in program 1, associated with the decentralisation of corporate functions primarily relating to human resources and financial services ($12.2 million)

• increased expenditure, with matching income, associated with the Commonwealth funded National Partnership Agreement on Adult Public Dental Services ($11.0 million)

• additional expenditure, with matching income, associated with the extension of the Commonwealth Government reimbursed Child Dental Benefit Scheme ($9.6 million)

partially offset by



• net growth in Commonwealth Government funding as part contribution towards the provision of increased hospital services and various initiatives ($34.0 million)

• increased revenue, with offsetting expenditure, associated with the extension of the Commonwealth Government reimbursed Child Dental Benefit Scheme ($9.6 million)

• annual indexation on provision of services revenue ($5.5 million)

partially offset by

• net impact associated with the once-off disposal of the Union Street Carpark in 2014–15 ($11.3 million)

• additional revenue in 2014–15 from jurisdictions associated with the provision of hospital care to interstate patients ($8.5 million)

Health and Ageing


• higher than budgeted Pharmaceutical Benefits Scheme (PBS) revenue in 2014–15 ($6.1 million).


• Continued planning and implemtation of Transforming Health within Central Adelaide Local Health Network (CALHN).

• Progress towards the completion of service planning and associated service definitions to support the successful commissioning of and relocation to the new Royal Adelaide Hospital.

• SA Prison Health and Primary Health Care Services have engaged with Wonggangga Turtpani (Port Adelaide Aboriginal Health Services) to facilitate direct referral pathways and shared care planning for those on release from prison with health needs and those that are homeless and rough sleeping.

Targets 2016–17

• Successful transition to the new Royal Adelaide Hospital site.

• Successful implementation of CALHN to Northern Adelaide Local Health Network (NALHN) activity movement under Transforming Health.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

% of elective surgery patients treated within accepted timeframes:

• urgent (30 days) 100% 89% 100% 90% • semi-urgent (90 days) 100% 86% 100% 83% • non-urgent (1 year)

The 2015–16 Estimated Result reflects data as at year to date January 2016.

100% 92% 100% 92%

Patients overdue for elective surgery procedures as at 30 June The 2015–16 Estimated Result reflects data as at year to date February 2016.

— — — —

% of patients attending emergency departments who commenced treatment within clinically accepted timeframes:

• resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 63% 80% 62% • urgent (30 minutes) 75% 61% 75% 60% • semi-urgent (60 minutes) 70% 67% 70% 63% • non-urgent (120 minutes) 70% 89% 70% 83% • overall The 2015–16 Estimated Result reflects data as at year to date January 2016.

80% 65% 80% 63%

% of patients seen, treated, discharged or admitted within four hours The 2015–16 Estimated Result reflects data as at year to date January 2016.

90% 55% 90% 52%

Day of surgery admission rate: • Royal Adelaide Hospital 95% 84% 90% 83% • The Queen Elizabeth Hospital 95% 92% 93% 88% This indicator measures the % of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2015–16 Estimated Result reflects data as at year to date January 2016.

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

% of patients in public hospitals electing to use private health insurance

This indicator measures the actual number of total admissions to public hospitals where patients elect to use their private health insurance or pay their own costs. This indicator excludes compensable and Department of Veterans’ Affairs eligible patient admissions. The 2015–16 Estimated Result reflects data as at year to date January 2016.

13.2% 10.4% 9.8% 8.8%

Relative stay index: • Royal Adelaide Hospital 1.000 0.966 0.930 0.999 • The Queen Elizabeth Hospital This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2015–16 Estimated Result reflects data as at year to date January 2016.

1.000 0.907 0.920 0.941

% of potentially preventable admissions This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). Some definitions for PPAs have changed since 2014–15. The 2015–16 Estimated Result reflects data as at year to date January 2016.

8.0% 8.3% 8.0% 8.1%

% change in hospital separations compared with last year ≤1.5% 1.7% 0.5% -0.1% Total no. of women screened for breast cancer

This indicator measures the total number of mammograms performed within the financial year. The 2015–16 and 2016–17 targets reflect the additional support provided by the Government of South Australia in conjunction with the Commonwealth Government towards the implementation of digital mammography technology. The 2016–17 Target also includes additional support provided by the Commonwealth Government for expansion of the target age group to women aged 50 to 74 years.

102 470 90 876 102 967 90 243

Breast screening participation rate for women aged 50 to 74 years of age (every 24 months) The 2015–16 and 2016–17 Targets reflect the additional support provided by the Government of South Australia in conjunction with the Commonwealth Government towards the implementation of digital mammography technology. The estimated participation rate for 2015–16 (for the 24 months to 30 June 2016) is based on the estimated number of women aged 50 to 74 years to be screened for the period as a percentage of the Planning SA population projection as at 30 June 2015. BreastScreen SA is working towards the BreastScreen Australia National Accreditation Standards (2004) that at least 70 per cent of women aged 50 to 59 years are screened over a 24 month period. The actual result for 2014–15 reflects reduced screening levels during this 24 month period which were necessary to manage increased assessment demand arising from factors associated with the outcomes and implementation of recommendations from the Digital Review.

65.6% 65.7% 66.3% 56.8%

Consumer experience level: • involvement in care and treatment 85% 69% 85% 69% • consistent and coordinated care 85% 76% 85% 76% • treated with respect and dignity 85% 93% 85% 93% • involved in decision making 85% 73% 85% 76% • doctors 85% 87% 85% 88% • nursing 85% 88% 85% 89% • cleanliness 85% 87% 85% 90% • pain control 85% 88% 85% 91% • privacy 85% 90% 85% 91% • discharge 85% 69% 85% 72%

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

• food An average satisfaction score of 85 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance. The SA Consumer Experience Surveillance System (SACESS) defines the quality of health care in the context of consumer experience, supporting consumers to be the focus of efforts to improve health care safety and quality. The SACESS is an epidemiological surveillance system involving a representative sample of South Australian adults, aged 16 years or more, designed to measure and monitor high quality data on consumer’s experiences of the care they received in a metropolitan or country hospital.

85% 66% 85% 68%

SA Dental Service average adult waiting time (months): • restorative 19 13 13 13 • denture 21 17 16 15 • specialist 23 19 17 18

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

National Weighted Activity Units 205 745 201 711 203 161 202 944 The figures have been modelled in the standard applicable to 2015–16 (NWAU15) to permit comparisons across years.

SA Dental Service total hours of service: • school dental

Hours of service for the 2016–17 Target are anticipated to reduce by 41 000 hours as Child Dental Benefits Scheme (CDBS) funding is not guaranteed from January 2017. From July 2016, existing CDBS arrangement will remain in place until 31 December 2016 due to the issue of the Dental Benefit Amendment Rules 2016 within the Dental Benefits Act 2008.

80 000 119 000 115 000 121 306

• adult dental Hours of service for the 2016–17 Target are anticipated to deteriorate by 17 000 compared with the 2015–16 Estimated Result. This is predominantly due the impact of the National Partnership Agreement on Treating More Public Dental Patients having ceased at the end of March 2015 and the cessation of the Commonwealth funded Voluntary Dentist Graduate Year Program which had a half year effect in 2015–16 and will not provide any activity in 2016–17.

145 000 162 000 163 000 146 362

No. of diagnostic tests provided by SA Pathology

A single statewide pathology service was implemented in July 2008 and this indicator reflects the number of diagnostic tests provided across all sites of the SA Pathology Service.

7 285 000 7 284 943 7 219 116 7 235 163

Sub-program 2.2: Northern Adelaide Local Health Network


The provision of hospital-based tertiary care including medical, surgical and other acute services, rehabilitation, mental and palliative health, dental, breast screening and other community health services to veterans and other persons living within the northern Adelaide metropolitan area.

Health and Ageing


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses 525 952 512 066 486 430 494 001

Income 191 801 188 223 182 411 182 108

Net cost of sub-program 334 151 323 843 304 019 311 893

FTEs as at 30 June (No.) 3 176 3 250 3 127 3 282





• transfer of activity, and associated expenditure, from sub-program 2.1 under the Transforming Health initiative to enable more residents in the northern catchment to receive treatment closer to their residence ($15.0 million)

partially offset by



• net growth in Commonwealth Government funding associated with various agreements and initiatives ($2.7 million)





• net increase in depreciation and amortisation expense associated with various projects ($4.3 million)

• once-off reclassification of investing expenditure to operating expenditure related to various annual programs and major projects ($1.3 million).









Health and Ageing


partially offset by




partially offset by

• additional revenue in 2014–15 from jurisdictions associated with the provision of hospital care to interstate patients ($2.6 million).


• Completed the Lyell McEwin Hospital Stage C Redevelopment in June 2016.

• Launched the NALHN Reconciliation Action Plan.

• Achievement of exemplar standard for Relative Stay Index (hospital efficiency measure) in Australasia for the Lyell McEwin Hospital.

• Finalised the Aboriginal Health Practitioner employment pathway.

• Commenced expanded One Stop Breast Service at Modbury Hospital.

Targets 2016–17

• Establishment of a second Cardiovascular Intervention Suite.

• Implementation of a second CT Scanner at the Lyell McEwin Hospital.

• Implementation of the Commonwealth Government requirements for children under Guardianship of the Minister who are in Out of Home Care.

• Open 52 rehabilitation beds at the Modbury Hospital.

• Open the Ambulatory Rehabilitation building including hydrotherapy and gym space at the Modbury Hospital.

• Develop a hepatobiliary (liver and gallbladder, excluding transplant) surgical service at the Lyell McEwin Hospital.

• Successful implementation of CALHN to NALHN activity movement under Transforming Health.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual


• urgent (30 days) 100% 96% 100% 98% • semi-urgent (90 days) 100% 91% 100% 97% • non-urgent (1 year)


100% 90% 100% 98%

Patients overdue for elective surgery procedures as at 30 June The 2015–16 Estimated Result reflects data as at year to date February 2016.

— — — —

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual



80% 57% 80% 53%


90% 56% 90% 49%

Day of surgery admission rate: • Lyell McEwin Hospital 95% 99% 98% 97% • Modbury Hospital 95% 96% 98% 95% This indicator measures the per cent of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2015–16 Estimated Result reflects data as at year to date January 2016..


This indicator measures the actual number of total admissions to public hospitals where patients elect to use their private health insurance or pay their own costs. This indicator excludes compensable and Department of Veterans’’ Affairs eligible patient admissions. The 2015–16 Estimated Result reflects data as at year to date January 2016.

9% 5% 4.5% 5%

Relative stay index: • Lyell McEwin Hospital 1.000 0.848 0.902 0.882 • Modbury Hospital This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2015–16 Estimated Result reflects data as at year to date January 2016.

1.000 0.756 0.855 0.826


8.5% 12.7% 8.5% 11.6%

% change in hospital separations compared with last year ≤1.50% 4.51% 0.50% 3.21% Consumer experience level: • involvement in care and treatment 85% 69% 85% 69% • consistent and coordinated care 85% 76% 85% 77% • treated with respect and dignity 85% 93% 85% 94% • involved in decision making 85% 74% 85% 76% • doctors 85% 86% 85% 86% • nursing 85% 91% 85% 90% • cleanliness 85% 91% 85% 91% • pain control 85% 90% 85% 92%

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

• privacy 85% 93% 85% 92% • discharge 85% 66% 85% 64% • food 85% 71% 85% 65% An average satisfaction score of 85 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance. The SA Consumer Experience Surveillance System (SACESS) defines the quality of health care in the context of consumer experience, supporting consumers to be the focus of efforts to improve health care safety and quality. The SACESS is an epidemiological surveillance system involving a representative sample of South Australian adults, aged 16 years or more, designed to measure and monitor high quality data on consumer’s experiences of the care they received in a metropolitan or country hospital.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

National Weighted Activity Units The figures have been modelled in the standard applicable to 2015–16 (NWAU15) to permit comparisons across years.

94 896 93 035 96 646 94 153

Sub-program 2.3: Southern Adelaide Local Health Network


The provision of hospital-based tertiary care including medical, surgical and other acute services, rehabilitation, mental and palliative health, dental, breast screening and other community health services to veterans and other persons living within the southern Adelaide metropolitan area.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses 978 002 977 582 942 554 959 496

Income 441 035 432 508 422 898 416 327


FTEs as at 30 June (No.) 5 726 5 864 5 700 5 829





partially offset by


Health and Ageing



• net growth in Commonwealth Government funding associated with various agreements and initiatives ($6.5 million)






• additional expenditure associated with enterprise bargaining agreements ($1.2 million).







• annual indexation including enterprise bargaining agreements ($20.6 million)

partially offset by


• reduced expenditure, with an offsetting increase in sub-programs 1.3 and 2.6 ($7.1 million).




partially offset by



• Implemented the Cardiothoracic Day Surgery Admissions Care Pathway to reduce admissions the day prior to treatment.

• Completed the Implementation Plan within SALHN Mental Health Services.

• Developed the Referral Management System (RMS) to facilitate single point of referral to Intermediate Care Services for internal referrers. The RMS commenced on 1 August 2015 and has received over 2000 referrals.

Health and Ageing


Targets 2016–17

• Continue planning and implementation of service moves and site decommissioning for the closure of the Repatriation General Hospital.

• Successfully transfer the Rehabilitation, Palliative Care and Older Persons Mental Health Units to their new purpose built buildings at the Flinders Medical Centre.

• Complete a Neonatal Unit redevelopment at Flinders Medical Centre.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual


• urgent (30 days) 100% 86% 100% 88% • semi-urgent (90 days) 100% 84% 100% 84% • non-urgent (1 year) The 2015–16 Estimated Result reflects data as at year to date January 2016.

100% 96% 100% 96%

Patients overdue for their elective surgery procedures as at 30 June The 2015–16 Estimated Result reflects data as at year to date February 2016.

— — — —



82% 64% 80% 70%


90% 62% 90% 61%

Day of surgery admission rate: • Flinders Medical Centre 95% 84% 80% 80% • Noarlunga Health Service 95% 90% 95% 91% • Repatriation General Hospital 95% 89% 92% 90% This indicator measures the % of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2015–16 Estimated Result reflects data as at year to date January 2016.



11% 6.4% 6.8% 6.6%

Relative stay index: • Flinders Medical Centre 1.000 0.937 0.972 0.971 • Noarlunga Health Service 1.000 0.823 0.890 0.903

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

• Repatriation General Hospital This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2015–16 Estimated Result reflects data as at year to date January 2016.

1.000 1.266 1.000 1.270


8.5% 8.7% 8.5% 7.9%

% change in hospital separations compared with last year ≤1.5% 6.5% 0.5% 2.7% Consumer experience level: • involvement in care and treatment 85% 73% 85% 68% • consistent and coordinated care 85% 78% 85% 77% • treated with respect and dignity 85% 95% 85% 90% • involved in decision making 85% 80% 85% 75% • doctors 85% 89% 85% 88% • nursing 85% 93% 85% 88% • cleanliness 85% 92% 85% 89% • pain control 85% 94% 85% 88% • privacy 85% 91% 85% 89% • discharge 85% 75% 85% 72% • food 85% 73% 85% 68% An average satisfaction score of 85 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance. The SA Consumer Experience Surveillance System (SACESS) defines the quality of health care in the context of consumer experience, supporting consumers to be the focus of efforts to improve health care safety and quality. The SACESS is an epidemiological surveillance system involving a representative sample of South Australian adults, aged 16 years or more, designed to measure and monitor high quality data on consumer’s experiences of the care they received in a metropolitan or country hospital.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual


155 293 152 248 148 375 145 802

No. of people receiving aged care assessments 13 000 12 700 12 600 11 444

Health and Ageing


Sub-program 2.4: Women’s and Children’s Health Network


The provision of hospital, mental and community health services to children, youth and women across the state.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses 401 082 399 698 386 044 388 517

Income 169 922 166 345 163 691 162 160


FTEs as at 30 June (No.) 2 613 2 671 2 580 2 654





partially offset by


The $3.6 million increase in income is primarily due to net growth in Commonwealth Government funding associated with various agreements and initiatives ($3.5 million).


The $13.7 million increase in expenses is primarily due to growth in costs associated with the provision of hospital services ($12.3 million).

The $2.7 million increase in revenue is primarily due to the net growth in Commonwealth Government funding as part contribution towards the provision of increased hospital services ($2.3 million).





partially offset by





Health and Ageing


partially offset by



• Continued planning and implementation in accordance with the Transforming Health service plan for Women’s and Children’s Health Network (WCHN).

• Launched the co-designed WCHN Consumer and Community Engagement Strategy and Responsiveness Plan 2015–18.

• Successful accreditation of Child and Adolescent Mental Health Service against the National Mental Health Standards.

• Child and Mental Health Services transformation plan developed supported by radical redesign process with stakeholders.

Targets 2016–17

• Establish the Adelaide Immunisation Centre for Excellence to increase vaccination rates for women and children.

• Implement telehealth solutions to improve access to care for country children.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual


• urgent (30 days) 100% 98% 100% 96% • semi-urgent (90 days) 100% 95% 100% 90% • non-urgent (1 year) 100% 98% 100% 96%



— — — —



80% 46% 80% 49%


90% 81% 90% 82%

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

Day of surgery admission rate

Women’s and Children’s Health Network This indicator measures the percentage of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2015–16 Estimated Result reflects data as at year to date January 2016. This Indicator is now being reported at the local health network rather than site level as the target is a consistent requirement across all sites.

95% 94% 95% 94%


This indicator measures the actual number of total admissions to public hospitals where patients elect to use their private health insurance or pay their own costs. This indicator excludes compensable eligible patient admissions. The 2015–16 Estimated Result reflects data as at year to date January 2016.

13.2% 8% 9.3% 8%

Relative stay index

This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2015–16 Estimated Result reflects data as at year to date January 2016.

1.000 0.971 0.963 0.974


8% 8.4% 8.5% 8.1%

% change in hospital separations compared with last year ≤1.5% -3.5% -0.5% -0.8%

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

National Weighted Activity Units 54 608 53 537 57 191 52 902 The figures have been modelled in the standard applicable to 2015–16 (NWAU15) to permit comparisons across years.

Sub-program 2.5: Country Health SA Local Health Network


The provision of health and related services across the country region including primary health services to Aboriginal communities in Ceduna, Port Augusta and surrounding areas and financial assistance to individuals through the Patient Assistance Transport Scheme.

Health and Ageing


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses 819 798 818 368 789 340 789 844

Income 421 834 422 731 415 944 446 526


FTEs as at 30 June (No.) 5 457 5 581 5 390 5 675



No major variations.





• additional expenditure associated with enterprise bargaining agreements ($3.5 million).









partially offset by



• decreased Commonwealth Government funding in 2015–16 associated with the completion of various capital projects ($35.8 million)

partially offset by

• net growth in Commonwealth Government funding as part contribution towards the provision of increased hospital services and various initiatives ($12.9 million).

Health and Ageing



• Implemented virtual clinical care home tele-monitoring for people with chronic disease.

• Continued implementation of the redeveloped Patient Assistance Transport Scheme software system with an estimated completion date of 30 June 2016.

• Completion of The South Coast Primary Health Care unit expected June 2016.

Targets 2016–17

• Implementation of the Aboriginal Community and Consumer Engagement Strategy.

• Finalisation of the Port Lincoln asbestos remediation project.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual


• urgent (30 days) 100% 100% 100% 100% • semi-urgent (90 days) 100% 100% 100% 100% • non-urgent (1 year) 100% 100% 100% 100% The 2015–16 Estimated Result reflects data as at year to date January 2016.


— — — —


• resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 82% 89% 80% 89% • urgent (30 minutes) 77% 90% 75% 89% • semi-urgent (60 minutes) 72% 91% 70% 92% • non-urgent (120 minutes) 72% 98% 70% 98% • overall 82% 91% 80% 92% Activity reflects seven country hospitals including: Riverland General Hospital, Mount Gambier and Districts Health Service, Port Pirie Regional Health Service, Port Augusta Hospital and Regional Health Service, Port Lincoln Health Service, Gawler Health Service and Whyalla Hospital and Health Service. The 2015–16 Estimated Result reflects data as at year to date January 2016.

% of patients seen, treated, discharged or admitted within four hours Indicator has been restated from the prior year as it is now being reported on a financial year basis. Activity reflects seven country hospitals including: Riverland General Hospital, Mount Gambier and Districts Health Service, Port Pirie Regional Health Service, Port Augusta Hospital and Regional Health Service, Port Lincoln Health Service, Gawler Health Service and Whyalla Hospital and Health Service. The 2015–16 Estimated Result reflects data as at year to date January 2016.

92% 89% 90% 91%



13.2% 11.0% 11.9% 11.3%

Relative stay index: • Riverland General Hospital 1.000 0.737 0.786 0.752 • Port Augusta Hospital 1.000 0.808 0.871 0.805

Health and Ageing


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

• Whyalla Hospital 1.000 1.025 0.960 0.999 • Mount Gambier and Districts Health Service 1.000 0.834 0.800 0.837 • Port Lincoln Health Service 1.000 0.828 0.837 0.836 • Port Pirie Regional Health Service This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2015–16 Estimated Result reflects data as at year to date January 2016.

1.000 0.916 0.940 0.980


8.5% 10.4% 8.5% 10.3%

% change in hospital separations compared with last year 0.5% 0.71% 0.5% 2.26% Consumer experience level: • involvement in care and treatment 85% 70% 85% 72% • consistent and coordinated care 85% 77% 85% 81% • treated with respect and dignity 85% 96% 85% 96% • involved in decision making 85% 80% 85% 82% • doctors 85% 91% 85% 90% • nursing 85% 91% 85% 93% • cleanliness 85% 91% 85% 92% • pain control 85% 92% 85% 92% • privacy 85% 94% 85% 94% • discharge 85% 68% 85% 66% • food 85% 75% 85% 72% An average satisfaction score of 85 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance. The SA Consumer Experience Surveillance System (SACESS) defines the quality of health care in the context of consumer experience, supporting consumers to be the focus of efforts to improve health care safety and quality. The SACESS is an epidemiological surveillance system involving a representative sample of South Australian adults, aged 16 years or more, designed to measure and monitor high quality data on consumer’s experiences of the care they received in a metropolitan or country hospital.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual


68 629 67 283 61 455 65 953

Patient Assistance Transport Scheme: • no. of claimants 20 800 20 800 20 800 16 400 • no. of payments The Patient Assistance Transport Scheme provides some financial reimbursement to country patients and approved escorts with the cost of travel and accommodation when they are required to travel over 100 kilometres (each way) to receive specialist medical treatment that is not available at their nearest centre. For each claimant, there may be multiple payments made.

50 800 50 800 50 800 41 100

Health and Ageing


Sub-program 2.6: SA Ambulance Service


Provision of pre-hospital medical emergency care and patient transport.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses 244 360 234 397 224 922 219 173

Income 102 323 105 356 90 716 94 176


FTEs as at 30 June (No.) 1 332 1 312 1 279 1 219





• growth in costs associated with increased patient transportation ($3.4 million)


partially offset by



• once off investing revenue provided in 2015–16 by the Motor Accident Commission (MAC) associated with the development of the Medstar Rescue, Retrieval and Aviation Services base ($11.4 million)

partially offset by





• funding provided to Medstar from the Lifetime Support Authority (LSA) for costs associated with the transport of participants under the Lifetime Support Scheme (LSS) ($1.0 million).


• once off investing revenue provided in 2015–16 by the Motor Accident Commission (MAC) associated with the development of the Medstar Rescue, Retrieval and Aviation Services base ($11.4 million)

• funding from the Lifetime Support Authority (LSA) for costs associated with the transport of participants under the Lifetime Support Scheme (LSS) ($1.0 million).

Health and Ageing






• increased expenditure, with offsetting decrease in program 1, associated with the decentralisation of corporate functions primarily relating to human resources and finance services ($1.8 million)

• funding provided to Medstar from the Lifetime Support Authority (LSA) for costs associated with the transport of participants under the Lifetime Support Scheme (LSS) ($1.0 million).

The $11.2 million increase in income is primarily due to once off investing revenue provided in 2015–16 by the Motor Accident Commission (MAC) associated with the development of the Medstar Rescue, Retrieval and Aviation Services base ($11.4 million).


• Completed construction of the Oakden ambulance station and brought into service.

• Completed the scope and design documentation for Rescue and Retrieval and Aviation Services Base.

• Took delivery of the 12 patient carrying capacity (6 sitting and 6 stretcher) Ambulance Bus which will support operational options for efficient timely movement of patients at major events and major incidents.

• Established a site for Seaford Community Ambulance Station.

Targets 2016–17

• Commissioning into service of the newly constructed Noarlunga Ambulance station.

• Completion of scope, design and procurement to construct an ambulance station in the Northern suburbs.

• Completion of scope, design and procurement to construct an ambulance station in the Western suburbs.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

% of responses: • Priority 1 — Ambulance intervention response time

(8 minutes — urban centres) Priority 1 emergency incidents are immediately life threatening.

60% 73% 60% 78%

• Priority 2 — Ambulance response time (16 minutes — urban centres) Priority 2 emergency incidents are at increased risk of mortality or morbidity.

95% 90% 95% 93%

• Priority 3 — Ambulance response time (30 minutes — urban centres) Priority 3 are urgent incidents that have increased risk of morbidity requiring urgent response.

92% 68% 92% 75%

Health and Ageing


Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of responses: A response is the dispatch of an ambulance service vehicle. There may be multiple responses to a single incident.

• total no. of emergency responses (Priority 1 and 2) Priority 1 emergency incidents are immediately life threatening. Priority 2 emergency incidents are at increased risk of mortality or morbidity.

191 000 185 516 178 400 177 134

• total no. of urgent responses (Priority 3, 4 and 5) Priority 3 Increased risk of morbidity requiring urgent response. Priority 4 and 5 are urgent incidents that have increased risk of morbidity requiring urgent response.

124 800 121 155 122 060 118 575

• total no. of routine responses (Priority 6, 7 and 8) 79 600 77 270 83 475 82 197

Health and Ageing


Department for Health and AgeingStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 3 086 412 3 083 641 2 889 993 3 002 758Long service leave............................................................. 93 558 92 184 91 347 75 127Payroll tax.......................................................................... 4 322 3 509 2 472 6 035Superannuation.................................................................. 337 899 334 394 314 470 287 626Other.................................................................................. 30 044 29 912 29 684 33 554

Supplies and servicesGeneral supplies and services........................................... 1 686 862 1 641 415 1 611 760 1 598 764Consultancy expenses....................................................... 3 560 3 521 1 972 14 036

Depreciation and amortisation.............................................. 255 656 195 134 185 913 177 936Borrowing costs.................................................................... 157 846 26 558 8 285 3 961Grants and subsidies............................................................ 44 181 49 350 50 724 31 674Intra government transfers.................................................... 5 153 8 091 7 130 5 035Other expenses..................................................................... 100 650 103 837 99 737 158 906

Total expenses 5 806 143 5 571 546 5 293 487 5 395 412

IncomeCommonwealth revenues..................................................... 1 585 501 1 587 218 1 544 990 1 563 864Intra-government transfers.................................................... 20 943 24 075 19 703 27 630Other grants.......................................................................... 47 896 46 246 49 335 30 611Fees, fines and penalties...................................................... 1 520 1 497 1 459 1 317Sales of goods and services................................................. 595 895 580 378 544 818 569 259Interest revenues.................................................................. 5 482 5 482 8 923 10 694Net gain or loss on disposal of assets.................................. 401 -481 -1 669 7 812Resources received free of charge....................................... 7 991 16 810 10 450 10 589Other income........................................................................ 41 564 52 437 49 770 63 819

Total income 2 307 193 2 313 662 2 227 779 2 285 595

Net cost of providing services 3 498 950 3 257 884 3 065 708 3 109 817

Income from/expenses to state governmentIncome

Appropriation...................................................................... 3 654 825 3 026 575 3 006 316 3 064 307Other income...................................................................... — 69 571 — 9 707

ExpensesCash alignment.................................................................. — 43 636 — —Payments to Consolidated Account................................... — — — 26 977

Net income from/expenses to state government 3 654 825 3 052 510 3 006 316 3 047 037

Net Result 155 875 -205 374 -59 392 -62 780

Other comprehensive incomeChanges in property, plant and equipment assetrevaluation surplus............................................................... — — — -13 110Net gain on financial assets taken to equity.......................... — — — -3 903

Total comprehensive result 155 875 -205 374 -59 392 -79 793

Health and Ageing


Department for Health and AgeingStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 422 388 420 949 464 469 479 627Receivables.......................................................................... 232 140 239 475 231 859 246 831Inventories............................................................................ 43 983 43 983 39 045 43 983Other financial assets........................................................... 70 221 70 221 65 439 70 221Other current assets............................................................. 14 913 15 498 14 942 15 782Non-current assets held for sale........................................... 2 902 2 902 5 727 2 902

Total current assets 786 547 793 028 821 481 859 346

Non current assets

Financial assets.................................................................... 4 562 4 562 4 786 4 562Investment properties........................................................... 18 190 18 190 19 094 18 190Interest in joint ventures........................................................ 2 293 2 293 — 2 293Land and improvements....................................................... 5 284 042 2 795 121 2 998 994 2 821 998Plant and equipment............................................................. 730 113 298 080 205 250 162 897Intangible assets................................................................... 68 688 87 586 57 101 105 979Other non-current assets...................................................... 2 207 2 207 2 355 2 207

Total non-current assets 6 110 095 3 208 039 3 287 580 3 118 126

Total assets 6 896 642 4 001 067 4 109 061 3 977 472

LiabilitiesCurrent liabilitiesPayables............................................................................... 341 973 342 573 315 117 342 617Short-term borrowings.......................................................... 3 522 3 045 3 157 2 569Employee Benefits

Salaries and wages........................................................... 34 071 95 820 84 806 87 321Annual leave..................................................................... 286 223 283 684 273 899 281 145Long service leave............................................................ 74 732 74 784 55 680 74 836Other................................................................................. 36 236 36 207 27 151 36 178

Short-term provisions............................................................ 47 971 47 935 41 880 47 899Other current liabilities.......................................................... 54 841 55 810 47 983 56 779

Total current liabilities 879 569 939 858 849 673 929 344

Non current liabilitiesLong-term borrowings........................................................... 2 744 400 40 148 41 847 43 707Long-term employee benefits

Long service leave............................................................ 559 739 518 830 556 712 477 921Other................................................................................. 16 328 16 314 13 084 16 300

Long-term provisions............................................................ 150 831 152 168 160 914 148 521Other non-current liabilities................................................... 3 372 4 176 1 263 4 980

Total non-current liabilities 3 474 670 731 636 773 820 691 429

Total liabilities 4 354 239 1 671 494 1 623 493 1 620 773

Net assets 2 542 403 2 329 573 2 485 568 2 356 699

Health and Ageing


Department for Health and AgeingStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Equity

Contributed capital................................................................ 1 707 151 1 650 196 1 643 898 1 471 948Retained earnings................................................................. 481 793 325 918 470 494 531 292Asset revaluation reserve..................................................... 315 161 315 161 328 866 315 161Other reserves...................................................................... 38 298 38 298 42 310 38 298

Total equity 2 542 403 2 329 573 2 485 568 2 356 699


Health and Ageing


Department for Health and AgeingStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 3 574 840 3 491 487 3 281 858 3 346 533Payments for supplies and services...................................... 1 699 910 1 647 779 1 622 930 1 632 513Interest paid........................................................................... 157 846 26 558 8 285 3 604Grants and subsidies............................................................. 44 181 49 350 50 724 31 674GST paid................................................................................ — — — 166 295Intra-government transfers..................................................... 5 153 8 091 7 130 5 035Other payments..................................................................... 56 151 57 203 54 260 51 732

Cash used in operations 5 538 081 5 280 468 5 025 187 5 237 386

Cash inflowsIntra-government transfers..................................................... 20 943 24 075 19 703 27 630Commonwealth receipts........................................................ 1 585 501 1 587 218 1 544 990 1 563 864Other grants........................................................................... 47 896 46 246 49 335 29 240Fees, fines and penalties....................................................... 1 520 1 497 1 459 1 317Sales of goods and services.................................................. 586 222 570 992 535 123 562 356Interest received.................................................................... 5 482 5 482 8 923 10 900Dividends received................................................................. — — — 157GST received......................................................................... — — — 124 905Other receipts........................................................................ 33 027 44 402 41 735 49 234

Cash generated from operations 2 280 591 2 279 912 2 201 268 2 369 603

State governmentAppropriation.......................................................................... 3 654 825 3 026 575 3 006 316 3 064 307Other receipts........................................................................ — 69 571 — 9 707Payments

Cash alignment................................................................... — 43 636 — —Other................................................................................... — — — 26 977

Net cash provided by state government 3 654 825 3 052 510 3 006 316 3 047 037

Net cash provided by (+)/used in (-) operating activities 397 335 51 954 182 397 179 254


Cash outflowsPurchase of property, plant and equipment........................... 367 311 297 688 382 096 129 395Purchase of intangibles.......................................................... — — — 36 918Other investing payments...................................................... — — — 11 754

Cash used in investing activities 367 311 297 688 382 096 178 067

Cash inflowsProceeds from sale of property, plant and equipment........... 30 700 12 860 34 814 37 108Other receipts........................................................................ — — — 5 724

Cash generated from investing activities 30 700 12 860 34 814 42 832

Net cash provided by (+)/used in (-) investing activities -336 611 -284 828 -347 282 -135 235

Health and Ageing


Department for Health and AgeingStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Cash outflowsRepayment of borrowings...................................................... 3 157 2 681 2 681 1 632Finance lease payments........................................................ 113 083 1 371 1 371 2 975

Cash used in financing activities 116 240 4 052 4 052 4 607

Cash inflowsCapital contributions from state government......................... 56 955 178 248 178 248 5 993

Cash generated from financing activities 56 955 178 248 178 248 5 993

Net cash provided by (+)/used in (-) financing activities -59 285 174 196 174 196 1 386

Net increase (+)/decrease (-) in cash equivalents 1 439 -58 678 9 311 45 405

Cash and cash equivalents at the start of the period 420 949 479 627 455 158 434 222

Cash and cash equivalents at the end of the period 422 388 420 949 464 469 479 627

Non cash transactions

Assets acquired under finance lease..................................... 2 820 000 — — 134Assets received (+)/donated (-) free of charge...................... -8 431 -1 786 -6 653 -12 199

Health and Ageing


Administered items for the Department for Health and AgeingStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 477 443 419 403Supplies and services

General supplies and services........................................... — — — 1Grants and subsidies............................................................ 2 200 2 667 — 2 381Intra government transfers.................................................... — — — 100

Total expenses 2 677 3 110 419 2 885

IncomeOther income........................................................................ 2 568 2 568 — 3 503

Total income 2 568 2 568 — 3 503

Income from/expenses to state government

IncomeAppropriation...................................................................... 477 443 419 404

Net income from/expenses to state government 477 443 419 404

Total comprehensive result 368 -99 — 1 022

Health and Ageing


Administered items for the Department for Health and AgeingStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 16 316 15 948 — 16 047Receivables.......................................................................... 1 090 1 090 123 1 069

Total current assets 17 406 17 038 123 17 116

Total assets 17 406 17 038 123 17 116

LiabilitiesCurrent liabilitiesShort-term borrowings.......................................................... 68 68 123 47

Total current liabilities 68 68 123 47

Total liabilities 68 68 123 47

Net assets 17 338 16 970 — 17 069

Equity

Retained earnings................................................................. 17 338 16 970 — 17 069

Total equity 17 338 16 970 — 17 069


Health and Ageing


Administered items for the Department for Health and AgeingStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 477 443 419 403Payments for supplies and services...................................... — — — 1Grants and subsidies............................................................. 2 200 2 667 — 2 381Intra-government transfers..................................................... — — — 100

Cash used in operations 2 677 3 110 419 2 885

Cash inflowsIntra-government transfers..................................................... — — — -47Sales of goods and services.................................................. — — — 123Other receipts........................................................................ 2 568 2 568 — 2 481

Cash generated from operations 2 568 2 568 — 2 557

State government

Appropriation.......................................................................... 477 443 419 404

Net cash provided by state government 477 443 419 404

Net cash provided by (+)/used in (-) operating activities 368 -99 — 76

Net increase (+)/decrease (-) in cash equivalents 368 -99 — 76

Cash and cash equivalents at the start of the period 15 880 15 979 -123 15 924

Cash and cash equivalents at the end of the period 16 248 15 880 -123 16 000

Health and Ageing





Expenses



• part year annual service payment for operation of the new Royal Adelaide Hospital ($131.5 million)

• amortisation of the finance lease liability for the new Royal Adelaide Hospital ($49.0 million)

• additional depreciation and re-profiling of expenditure associated with site works at the new Royal Adelaide Hospital ($33.0 million)

partially offset by

• growth in savings targets approved as part of previous state budgets ($138.1 million).

Income


• once off investing revenue in 2015–16 provided by the Motor Accident Commission (MAC) associated with the development of the Medstar Rescue, Retrieval and Aviation Services base ($11.4 million)

• additional Essential Vaccines allocation from the Commonwealth Government in 2015–16 recognised as contributed asset revenue ($8.8 million)

partially offset by



The $2.9 billion increase in total assets is primarily due to the completion and recognition of the new Royal Adelaide Hospital.

The $2.7 billion increase in total liabilities is primarily due to the recognition of the finance lease liability associated with the completion of the new Royal Adelaide Hospital.



Statement of comprehensive income — administered items


Health and Ageing


Statement of financial position — administered items


Statement of cash flows — administered items


Additional information for administered items

Additional information on administered items is included in the following table.

Health and Ageing


Additional information for administered items for the Department for Health and Ageing Statement of cash flows

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Operating activities

Cash outflows

Employee benefit payments Minister’s salary ................................................................ 351 320 296 290 Health and Community Complaints Commissioner’s salary ...................................................... 126 123 123 113

Payments for supplies and services Supplies and services expense......................................... — — — 1

Grants and subsidies Health and Medical Research Fund .................................. 2 200 2 667 2 667 3 503

Cash used in operations 2 677 3 110 3 086 2 769 Cash inflows

Other receipts Health and Medical Research Fund .................................. 2 568 2 568 2 568 3 503

Cash generated from operations 2 568 2 568 2 568 3 503

State government

Appropriation Minister’s salary ................................................................ 351 320 296 290 Health and Community Complaints Commissioner’s salary ...................................................... 126 123 123 114


Net cash provided by (+)/used in (-) operating activities 368 -99 -99 76


Cash outflows

Net cash provided by (+)/used in (-) financing activities — — — —

Net increase (+)/decrease (-) in cash equivalents 368 -99 — 76

Cash and cash equivalents at the start of the financial year (as at 1 July) 15 880 15 979 16 000 15 924

Cash and cash equivalents at the end of the financial year (as at 30 June) 16 248 15 880 15 901 16 000

Health and Ageing


Additional information for administered items for the Department for Health and Ageing Reconciliation to statement of cash flows

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Reconciliation to operating payments

Operating payments (as per additional information for administered items) ................................................................ 3 086 Less: Transferred in:

Health and Medical Research Fund .................................. 2 667

Equals: Operating payments (as per administered items statement of cash flows) — — 419 —

Reconciliation to operating receipts

Operating receipts (as per additional information for administered items) ................................................................ 2 568 Less: Transferred in:

Health and Medical Research Fund .................................. — — 2 568 —

Equals: Operating receipts (as per administered items statement of cash flows) — — — —

Health and Ageing


Agency: Department of Planning, Transport and Infrastructure

Minister for Planning

Minister for Recreation and Sport

Minister for Racing

Minister for Local Government

Minister for Transport and Infrastructure

Minister for Road Safety


Planning, Transport and Infrastructure


Contents

Objective .......................................................................................................................................... 74 Ministerial responsibilities ................................................................................................................ 74 Ministerial office resources .............................................................................................................. 75 Workforce summary ........................................................................................................................ 75 Program net cost of services summary ........................................................................................... 76 Investing expenditure summary ...................................................................................................... 77 Program 1: Land Use Planning .................................................................................................... 81 Program 2: Recreation, Sport and Racing ................................................................................... 83 Program 3: Office of Local Government ...................................................................................... 87 Program 4: Roads and Marine ..................................................................................................... 89 Program 5: Public Transport ........................................................................................................ 93 Program 6: Infrastructure Planning and Management ................................................................. 96 Program 7: Road Safety ............................................................................................................. 100 Financial statements ..................................................................................................................... 103 Summary of major variations......................................................................................................... 112 Additional information for administered items ............................................................................... 114



Objective

The Department of Planning, Transport and Infrastructure (DPTI) has diverse responsibilities for transport systems and services, infrastructure planning and provision, sporting infrastructure, and strategic land use within South Australia.

DPTI ensures that South Australia’s needs for the movement of people and freight, and the delivery of services across the transport and infrastructure sectors, are met in a safe, efficient, cost effective and sustainable manner. DPTI also plays a leadership role in the management of public sector building assets and infrastructure, elite sports pathways, administration of the state’s land titles, and the state’s land use and development planning for all South Australians.



The Hon. JR Rau Minister for Planning

1. Land Use Planning Nil

The Hon. LWK Bignell Minister for Recreation and Sport Minister for Racing

2. Recreation, Sport and Racing Nil

The Hon. GG Brock Minister for Local Government

3. Office of Local Government Nil

The Hon. SC Mullighan Minister for Transport and Infrastructure

4. Roads and Marine Nil

5. Public Transport Nil

6. Infrastructure Planning and Management

Nil

The Hon. P Malinauskas Minister for Road Safety

7. Road Safety Nil

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the ministers:

• Asbestos Program

• Contractors Deposits

• Emergency services levy

• Expiations receipts

• Flinders Ports — Land Tax Equivalent

• Heritage Program

• Hospital Fund — contributions

• Lifetime Support Scheme receipts

• Lincoln Cove Marina

• Metropolitan (Woodville, Henley and Grange) Drainage Scheme

• Motor Accident Commission receipts

• Planning and Development Fund



• Planning fees

• Real Property Act Assurance Fund

• Real Property Act Trust Accounts

• Recreation and Sport Fund

• Registrar-General and Surveyor-General Statutory Act revenues

• Registration and Licensing collections and disbursements

• Stamp duties receipts

• South-Western Suburbs Drainage Scheme

• Special Act salaries

• Sport and Recreation Fund

• West Beach Trust (trading as Adelaide Shores) — Taxation Equivalent Regime

• Workers Liens Trust Account

Statutes



2016–17 Budget

Cost of provision

Minister $000 FTE

The Hon. Stephen Mullighan .................................................................. 1 595 9.0

Workforce summary

FTEs as at 30 June

Agency 2016–17 Budget

2015–16 Estimated

Result 2014–15

Actual

Department of Planning, Transport and Infrastructure ......................... 2 952.0 3 012.7 2 984.5

Administered items for the Department of Planning, Transport and Infrastructure ................................................................ 1.0 1.0 1.0

Total 2 953.0 3 013.7 2 985.5

Add: FTEs transferred out: Outback Communities Authority .......................................................... — — 5.8

Local Government Grants Commission ............................................... — — 2.0

State Valuation Office to the Department of Treasury and Finance..... — 81.0 73.4

Equals: Data published by the Office of Public Employment and Review (Department of Premier and Cabinet) 2 953.0 3 094.7 3 066.7





2016–17 Budget

2015–16 Estimated


2014–15 Actual

Program $000 $000 $000 $000

1. Land Use Planning .............................................. 15 946 11 313 13 144 15 130

2. Recreation, Sport and Racing ............................. 48 384 52 383 33 251 28 705

3. Office of Local Government ................................ 1 106 1 102 1 209 1 446

4. Roads and Marine ............................................... -650 660 -698 599 -405 808 -989 849

5. Public Transport .................................................. 349 364 334 367 341 297 319 762

6. Infrastructure Planning and Management ........... 53 170 75 141 42 845 65 717

7. Road Safety ........................................................ 53 546 53 582 50 271 47 031

Total -129 144 -170 711 76 209 -512 058

Reconciliation to agency net cost of providing services

Add: Net costs transferred out: State Valuation Office ........................................... — -5 373 -5 373 -5 622

Equals: Net cost of providing Services (as per agency statement of comprehensive income)

-129 144 -176 084 70 836 -517 680




The 2016–17 investment program is $1185.6 million.

A number of new measures were approved as part of the 2016–17 Budget aimed at improving and maintaining transport infrastructure. Projects include:

• City Trams Extension — commencing the AdeLINK extension from the existing tram network along North Terrace to the old Royal Adelaide Hospital

• extension of the Tonsley Rail line to Flinders Medical Centre (Flinders Link) — extension of the existing Tonsley Line by 620 metres, including a 520 metre rail bridge over Sturt and South Roads, and a new station adjacent Flinders Medical Centre. This project will be delivered in conjunction with the Darlington upgrade

• dedicated mechanical upgrade of the diesel railcar fleet including the overhaul of bogies, brakes and traction power systems

• passenger facilities upgrades of tram platforms and train stations, including the complete redevelopment of the City South tram platform.

The Commonwealth Government and Government of South Australia continue to work together to deliver a range of programs aimed at improving the efficiency and safety of the transport system across South Australia. Key projects in 2016–17 include:

• North–South Corridor, Northern Connector — construction of a new 15.5 kilometre three lane motorway in both directions which connects the Northern Expressway and Port Wakefield Road to the Port River Expressway and South Road Superway, including four major road interchanges and a 16 kilometre shared use path for cyclists and pedestrians which will connect to the existing pathway adjacent to the Northern Expressway

• North–South Corridor, Torrens Road to River Torrens upgrade — construction of four kilometres of non-stop roadway, incorporating three kilometres of lowered motorway, between Ashwin Parade, Torrensville and Pym Street, Croydon Park, including intersection upgrades, an overpass for the Outer Harbor passenger rail line, and improved cycling and pedestrian facilities

• North–South Corridor, Darlington upgrade — upgrade of approximately 3.3 kilometres of the existing Main South Road between the Southern Expressway and Tonsley Boulevard including a lowered motorway, intersection improvements and enhanced cycling and walking facilities

• Goodwood and Torrens Rail Junctions upgrade — delivery of the remaining components of this project, which include:

– Torrens Rail Junction — grade separation of the freight and passenger lines at Torrens Junction, grade separation of the rail line at Park Terrace, relocation of Bowden Station and improved cycling and pedestrian access between Bowden and the Adelaide Park Lands

– Mike Turtur Bikeway — construction of a cycling and pedestrian bridge over the rail line at Goodwood, including Disability Discrimination Act 1992 compliant access to the existing Goodwood Station.



Estimated

completion

Total project


2015–16 Estimated



New projects AdeLINK Network Extension ................ Jun 2018 50 000 15 000 — — Better Stations, Better Journeys ........... Jun 2019 10 000 2 000 — — Diesel railcar mechanical upgrade and modernisation ....................................... Jun 2018 48 000 23 000 — — Extension of the Tonsley Rail Line to the Flinders Medical Centre .................. Jun 2018 85 500 10 000 1 000 — Gawler East Collector Link(a) ................ Jun 2018 12 310 3 570 — — Leigh Creek Township Future............... Jun 2018 1 448 715 — — Planning Reform Implementation ......... Jun 2020 19 927 6 492 — — Port Adelaide Office Accommodation Fit-out ................................................... Jun 2018 12 238 4 895 — —

Total new projects 239 423 65 672 1 000 —

Existing projects Adelaide Festival Centre Precinct — plaza and integration ............................ Jun 2018 109 693 50 000 5 900 32 908 Adelaide Hills Priority program(b) .......... Jun 2016 9 000 — 7 290 7 000 Adelaide Oval — redevelopment .......... Dec 2016 433 382 2 324 6 272 7 000 Adelaide Railway Station refurbishment........................................ Jun 2016 3 000 — 717 380 Adelaide to Melbourne Road Corridor .. Jun 2017 100 000 1 433 135 1 442 APY Lands — transport upgrades(b)(c) .. Jun 2019 106 250 — — 18 800 Bus Fleet Replacement program .......... n.a. n.a. 16 237 14 761 14 761 Critical Bridge Improvements................ Jun 2017 6 400 5 500 900 — Evanston land release infrastructure .... Jun 2016 11 796 — 857 — Facilities Management Services (FAMIS) ................................................ Jun 2016 4 319 — 213 600 Freight Access Road Projects .............. Jun 2017 19 200 18 300 900 — Goodwood and Torrens Rail Junctions upgrade ................................................ Jun 2018 357 600 68 843 4 000 — Improving critical road infrastructure ..... Jun 2019 70 000 10 000 10 000 10 000 Increased detection of unregistered and uninsured vehicles ......................... Jun 2020 5 525 563 589 549 Intersection Crashes program(b) ........... Jun 2016 4 350 — 2 915 2 680 Managed motorways on the South Eastern Freeway(b) ............................... Jun 2017 8 890 7 653 1 150 8 740 Mid-block safety cameras(b) .................. Jun 2016 2 687 — 553 386 National Electronic Conveyancing System ................................................. Jun 2016 2 680 — 1 848 1 568 New City High School site .................... Jun 2016 30 000 — 30 000 — North East Road and Sudholz Road intersection upgrade(b) .......................... Jun 2016 7 700 — 4 313 4 000 Northern Connector .............................. Jun 2020 985 000 275 000 80 000 — Northern Expressway ........................... Jun 2017 547 148 1 550 127 1 491 Northern Riverbank Precinct Works ..... Jun 2016 12 000 — 1 506 3 500 North–South Corridor Darlington upgrade ................................................ Jun 2019 620 000 170 000 110 000 140 000 North–South Corridor initiatives ............ Jun 2016 27 296 — 3 500 3 500



Estimated

completion

Total project


2015–16 Estimated


Investments Quarter $000 $000 $000 $000 O-Bahn extension into the city .............. Jun 2018 160 000 89 741 37 000 65 000 O-Bahn interchanges — upgrade ......... Jun 2016 21 228 — 943 — Port Bonython jetty refurbishment ........ Jun 2017 28 170 9 642 3 200 11 900 Public Transport — fare evasion .......... Jun 2017 2 100 750 680 200 Public Transport — Park’n’Ride Interchanges ......................................... Jun 2017 18 792 5 000 1 325 — Rail Revitalisation — Noarlunga Line electrification......................................... Jun 2017 423 109 3 100 4 647 3 700 Rail Revitalisation — railcars(d) ............. Jun 2017 244 481 600 16 776 10 424 Rail signals and communication cable replacement .......................................... Jun 2017 12 000 8 000 4 000 6 000 River Murray Ferries — replacement .... Jun 2016 6 128 — 2 803 2 883 South East Freeway — Mount Barker intersection upgrade ............................. Jun 2017 27 000 6 015 17 000 23 120 South Road Superway(e) ....................... Jun 2018 842 800 29 314 500 37 106 South Road upgrade from Torrens Road to River Torrens .......................... Jun 2019 896 000 181 917 172 000 150 582 Southern Expressway — duplication .... Jun 2018 404 700 460 2 796 2 100 Springbank Road upgrade .................... Jun 2017 1 100 1 100 — 1 100 Strategic Route Reviews — Victor Harbor Road, Main South Road, Port Augusta to Port Wakefield Road(b) ........ Jun 2017 28 000 10 500 12 276 13 068 Transport Regulation Management Systems ................................................ Jun 2017 4 696 — 732 — Victor Harbor Road/Main Road McLaren Vale — Overpass................... Jun 2017 18 000 2 300 113 2 421 Small projects ....................................... n.a. n.a. 540 1 273 43

Total existing projects 6 622 220 976 382 566 510 588 952

Annual programs Asset Improvement(f) ............................ n.a. n.a. 77 446 73 335 67 635 Asset Management(g) ............................ n.a. n.a. 54 101 52 754 54 548 Internal Operations(h) ............................ n.a. n.a. 1 300 843 731 Operational Services(i) .......................... n.a. n.a. 3 370 1 469 1 469 Residential Properties .......................... n.a. n.a. 7 291 7 113 7 113 Small programs .................................... n.a. n.a. — 355 112


Total investing expenditure 6 861 643 1 185 562 703 379 720 560

(a) The total project cost including operating expenses for Gawler Collector Link is $55.0 million.

(b) Project is either fully or partially funded from the $100.0 million provided by the Motor Accident Commission for road safety initiatives.

(c) Project expenditure reclassified to operating expenditure, in line with relevant Australian Accounting Standards.

(d) Includes new electric railcars previously budgeted under the investing project titled Seaford Railcars.

(e) The estimated total cost includes $30.0 million for the purchase of additional land to be offset by proceeds from the eventual sale of land surplus to the project requirements.

(f) From 2016–17 this program replaces the former programs, National Black Spot, National Minor Works, Rural & Remote, Responsive Road Safety, State Black Spot, Transport System Responsiveness, National Highway Upgrade, Public Transport Infrastructure Renewal (part), Rural Freight Improvement, Shoulder Sealing, Greenways, bicycle boulevards and a public bike share scheme, Rural Road Safety and Station Security and Amenity Upgrades. This will enable greater flexibility in providing funding for priority works.



(g) From 2016–17 this program replaces the former programs, Building Management, SA Aquatic & Leisure Centre, Road Resurfacing and Rehabilitation Works, Fishing Industries, Public Transport Infrastructure Renewal (part), Marine Safety and Plant Fleet Replacement. This will enable greater flexibility in providing funding for priority works.

(h) From 2016–17 this program replaces the former programs, Corporate Services and Recreation and Sport. This will enable greater flexibility in providing funding for priority works.

(i) From 2016–17 this program replaces the former programs, Land Services, Planning and Public Transport Infrastructure Renewal (part). This will enable greater flexibility in providing funding for priority works.



Program 1: Land Use Planning


Administering the South Australian Planning and Development System, leading and presenting South Australia’s strategic land use and development planning, and assessing applications for land use and development.

Program summary ― expenses, income and FTEs(a)

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 14 148 14 780 14 955 17 566 Supplies and services ................................................... 6 525 3 412 5 096 5 367 Depreciation and amortisation expenses ...................... 147 147 285 17 Grants and subsidies .................................................... 7 312 9 100 1 291 Intra-government transfers ........................................... — — 27 45 Other expenses ............................................................ 362 354 — 14

Total expenses 28 494 18 702 20 463 24 300 Income Intra-government transfers ........................................... 6 030 1 070 1 000 2 253 Fees, fines and penalties .............................................. 5 532 5 358 5 358 5 941 Sales of goods and services ......................................... 986 961 961 936 Other income ................................................................ — — — 40

Total income 15 946 7 389 7 319 9 170 Net cost of providing services 8 646 11 313 13 144 15 130 FTEs as at 30 June (No.)(b) 130.9 134.7 130.0 123.2

(a) The 2015–16 Budget amounts contained in the 2016–17 Agency Statements differs from amounts in the 2015–16 Agency Statements to reflect internal resources allocations for each program. The 2015–16 Budget amounts in these statements have been amended for comparative purposes.

(b) Does not include investing expenditure FTEs.




• once-off grant to the Adelaide City Council for laneway revitalisation ($7.3 million)

• implementation of reforms to the state’s planning system ($3.5 million).

The $5.2 million increase in income is primarily due to funding from the Planning and Development Fund ($5.0 million).


The $1.8 million decrease in expenses is primarily due to functions reported against program 1 Land Use Planning in 2015–16 budget transferred to program 6 Infrastructure Planning and Management ($1.8 million).





• the transfer of functions reported under program 1 Land Use Planning in the 2015–16 budget to program 6 Infrastructure Planning and Management ($1.8 million)

• expenditure associated with Vibrant City initiatives in 2014–15 ($1.6 million)

• expenditure for targeted voluntary separation package and executive termination payments in 2014–15 ($1.4 million)

• once-off grant to Kangaroo Island Council associated with Kangaroo Island brand alliance in 2014–15 ($0.8 million).

The $1.8 million decrease in income is primarily due to the contribution from the Planning and Development Fund for Vibrant City initiatives in 2014–15.


• Completed passage and commenced preliminary implementation of the Planning, Development and Infrastructure Act 2016 to establish the framework for a contemporary and competitive planning system for this state.

• Finalised significant up-zoning of residential land, boosting infill supply and promoting renewal of suburban areas including Glenelg, Minda Incorporated Brighton Campus and the extensive re-zoning at Playford.

• Finalised stage one of zoning for retail centres in metropolitan areas and Victor Harbor to promote competition and remove unnecessary barriers to investment.

• Progressed the 30-Year Plan for Greater Adelaide.

• Approved two major development proposals to the value of $89 million and declared a further two projects to the value of $84 million.

• 30 assessed and approved proposals to the value of $1266 million through the department’s pre-lodgement and design review process.

Targets 2016–17

• Complete medium density guidelines to influence the quality of new housing types.

• Deliver the Adelaide Park Lands demonstration project to support growing number of residents and create a modern urban park.

• Finalise the state variation to the National Construction Code to enable activation of older buildings and continued case management support.

• Enact transitional legislation to implement the Planning, Development and Infrastructure Act 2016 in a staged approach over the next five years.

• Publish the updated 30-Year Plan for Greater Adelaide.

• Commence collaborative implementation of a new planning and development system including:

– Launch the New Planning Commission

– Launch the Community Engagement Charter

– Complete the Framework for the Planning and Design Code

– Complete the Framework for the State Planning Policies

– Launch the Planning Portal.



Program 2: Recreation, Sport and Racing


Provision of strategic policy, programs, services, sporting infrastructure and elite sport pathways aimed at increasing participation, developing a sustainable sport and recreation sector and ensuring that all South Australians are able to enjoy lives enriched through participation in active recreation and sport.

This program also includes the provision of strategic policy advice to the minister on matters relating to the South Australian racing industry.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 7 847 7 471 7 323 8 627 Supplies and services ................................................... 4 945 5 269 5 564 4 621 Depreciation and amortisation expenses ...................... 7 621 7 609 6 495 6 422 Borrowing costs ............................................................ 37 81 90 146 Grants and subsidies .................................................... 33 074 36 848 18 861 21 527 Other expenses ............................................................ 678 674 487 78

Total expenses 54 202 57 952 38 820 41 421

Income Commonwealth revenues ............................................. 568 554 554 404 Intra-government transfers ........................................... 3 919 3 720 3 720 3 761 Other grants.................................................................. 672 672 672 536 Fees, fines and penalties .............................................. — — — 1 Sales of goods and services ......................................... 496 465 465 595 Interest Revenue .......................................................... — — — 2 Net gain or loss from disposal of assets ....................... — — — 14 Resources received free of charge ............................... — — — 6 414 Other income ................................................................ 163 158 158 989

Total income 5 818 5 569 5 569 12 716


FTEs as at 30 June (No.)(a) 87.3 87.3 87.8 79.0

(a) Does not include investing expenditure FTEs.




• once-off grants to:

– the Football Federation of South Australia for high quality playing fields and upgraded facilities in 2015–16 ($10.0 million)

– the Port Pirie Memorial Oval redevelopment in 2015–16 ($5.0 million)



– the construction of a regional level BMX facility at O’Halloran Hill Recreation reserve by the City of Marion in 2015–16 ($2.0 million)

partially offset by grants for:

• the City of Charles Sturt towards the upgrade of St Clair recreational facilities in 2016–17 ($7.5 million)

• land at the former Ross Smith Secondary School to be provided to the City of Port Adelaide to construct a community recreation and sport facility in 2016–17 ($4.6 million).



• once-off grants for:




– the upgrade of the Modbury Bowling Club facilities in 2015–16 ($0.8 million)

• the increase in depreciation associated with the transfer of the Parks Community Centre from program 6 Infrastructure Planning and Management to program 2 Recreation, Sport and Racing ($1.0 million).



• once-off grants for:




– the upgrade of the Modbury Bowling Club facilities in 2015–16 ($0.8 million)

• the increase in depreciation associated with the transfer of the Parks Community Centre from program 6 Infrastructure Planning and Management to program 2 Recreation, Sport and Racing ($1.0 million)

partially offset by

• a reduction in the Community Recreation and Sport Facilities Program in 2015–16 ($3.0 million)

The $7.1 million decrease in income is primarily due to the recognition of Parks Community Centre land donated by the Department of Communities and Social Inclusion ($6.4 million).




• In 2015–16, 63 South Australian Sports Institute (SASI) athletes competed at world championships. 23 SASI athletes medalled in seven sports bringing home a total of 38 medals across 32 events (11 gold, 14 silver, seven bronze). Nine SASI athletes were crowned World Champions.

• Developed the South Australian Regional Level Recreation and Sport Facilities Planning Guidelines in collaboration with the Local Government Association.

• Supported Recreation SA to develop the SA Recreational Trails 10-Year Master Plan and provided funding for two projects identified in the master plan.

• Established a partnership with the Conservation Council of SA that resulted in the delivery of environmental sustainability training and a manual for sport and recreation organisations. The resources include information on minimising utility consumption.

• Continued the second phase of 360 degree service reviews with state associations and industry peak bodies, anticipated to be completed early in 2016–17.

• In 2015–16, the first full year of sport vouchers, approximately 53 000 vouchers were redeemed for primary school aged children of which an estimated 20 000 children were new members to the sporting activities.

Targets 2016–17

• Select 30 SASI–SA athletes for the 2016 Rio Olympic Team and 10 SASI–SA athletes for the 2016 Rio Paralympic Team.

• SASI athletes to win medals at international benchmark events, including the Rio Olympic and Paralympic Games, in four sports.

• Deliver an Economic and Social Cost Benefit Analysis Tool that can be applied to recreation and sport facilities.

• Deliver a regional sport pathways pilot project to improve access to specialist coaching to youth identified through talent identification program.

• Implement a state wide strategy to formally recognise sporting clubs within the STARCLUB development program.

• Deliver a National Active Recreation Strategy in partnership with all states and territories to provide national alignment and local support for the South Australian recreation sector.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of community participation programs managed The 2015–16 estimated result reflects increased demand for inclusion programs. In 2016–17 development programs will shift to 1:1 support for targeted groups, reducing the number of programs overall.

91 109 91 97

No. of training and development services provided to the active recreation and sports industry Anticipate involvement in the redevelopment of several significant sport facility projects in 2016–17.

115 117 99 105

No. of state active recreation and sports facilities developed or maintained Transfer of former Kilburn Primary School site from the Department of Education and Child Development completed January 2015. The site is to be developed as a football (soccer) facility.

30 27 26 27



2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of strategic industry networks managed 23 23 24 23 No. of athletes scholarships and services provided SASI had more program scholarship holders in 2015–16 than was projected.

235 243 230 236

No. of high performance sports programs conducted 9 9 9 9 No. of consultations with racing and wagering industry organisations 2015–16 estimated results includes increased consultation with regional racing clubs.

30 29 26 57

Number of grant agreements managed 1 139 1 319 1 300 1 529

Number of sport vouchers redeemed The Office is projecting a 10 per cent increase in the uptake of sport vouchers for primary school aged children. Reflects part year impact in 2014–15 actual.

58 300 53 050 55 000 21 454



Program 3: Office of Local Government


The Office of Local Government provides policy and other advice to the Minister for Local Government.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 758 1 015 1 205 1 073 Supplies and services ................................................... 348 312 — 364 Other expenses ............................................................ — — 4 9

Total expenses 1 106 1 327 1 209 1 446 Income Commonwealth revenues ............................................. — 225 — —

Total income — 225 — — Net cost of providing services 1 106 1 102 1 209 1 446











• Finalised the Local Government Amendment Act 2016 to reform conflict of interest provisions, informal gatherings policies and other legislative amendments to strengthen accountability and transparency, and resolve outstanding legislative amendments.

• Progressed a review of the code of conduct for elected members and council employees.

• Progressed a review of the 2014 local government elections.

• Provided specific and targeted advice to government regarding future service provision in the northern Flinders Ranges region brought about as a result of the closure of the Leigh Creek coal mine.

• Supported the Premier’s State/Local Government Forum to progress matters of mutual interest and enhance intergovernmental cooperation.



• Implemented the Municipal Services on Aboriginal Lands Program.

Targets 2016–17

• Reform the legislative provisions that govern how council boundaries can be changed under the Local Government Act 1999.

• Implement the revised code of conduct for elected members and council employees.

• Finalise a review of the 2014 local government elections.

• Publish an annual report for the State of the Outback that identifies aspects of the outback that are important to people who live, work and visit the region.

• Identify needed improvements to the Municipal Services on Aboriginal Lands Program.



Program 4: Roads and Marine


Provision of safe, effective and efficient maintenance and operational services to manage the department’s controlled road and marine infrastructure. This program also includes the regulation of driver and vehicle access to the transport network.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 78 488 83 062 80 232 82 367 Supplies and services ................................................... 145 318 120 108 93 037 151 730 Depreciation and amortisation expenses ...................... 238 302 237 541 232 623 233 505 Grants and subsidies .................................................... 3 439 4 005 3 189 4 660 Intra-government transfers ........................................... 44 761 49 864 48 692 237 Other expenses ............................................................ 14 087 17 024 13 750 30 457

Total expenses 524 395 511 604 471 523 502 956

Income Commonwealth revenues ............................................. 653 039 243 409 365 270 118 136 Intra-government transfers ........................................... 32 251 — 12 663 Other grants.................................................................. — 3 857 2 500 — Fees, fines and penalties .............................................. 483 937 473 996 469 341 477 720 Sales of goods and services ......................................... 13 915 13 852 13 833 5 008 Interest revenues .......................................................... 394 394 394 596 Net gain or loss from disposal of assets ....................... — — — -309 Resources received free of charge ............................... — 1 721 — 52 Other income ................................................................ 23 738 24 223 25 993 26 039 Other income — MAC .................................................. — 448 500 — 852 900

Total income 1 175 055 1 210 203 877 331 1 492 805

Net cost of providing services -650 660 -698 599 -405 808 -989 849






• an increase in Anangu Pitjantjatjara Yankunytjatjara (APY) Lands main access road upgrade project in 2016–17 ($17.2 million)

• commencement of works on the Gawler East Collector Link to support significant residential growth anticipated for the Gawler region in 2016–17 ($12.1 million)

partially offset by

• targeted voluntary separation package (TVSP) payments in 2015–16 ($5.2 million)



• a reduction in SA Water service relocation works on the South Road upgrade from 2015–16 for Torrens Road to River Torrens project ($5.0 million)

• the transfer of functions reported under program 4 Roads and Marine in 2015–16 to program 6 Infrastructure Planning and Management ($2.7 million)

• safety cameras donated to South Australia Police in 2015–16 ($1.6 million)

• increased wharfage charges as a result of an increase in fleet size and cargo volume in 2015–16 ($1.0 million).


• the transfer from Motor Accident Commission to the Highways Fund in 2015–16 for future investment in road safety improvements ($448.5 million)

partially offset by

• the timing of Commonwealth Government contributions towards major projects including the South Road upgrade from Torrens Road to River Torrens, Northern Connector, North–South Corridor Darlington upgrade, Goodwood and Torrens Rail Junction upgrade and Tonsley rail line extension to Flinders Medical Centre ($407.1 million)

• an increase in motor vehicle registrations due to changes in volume and indexation increases in 2016–17 ($5.0 million).



• additional expenditure on the APY Lands main access road upgrade project ($13.1 million)

• the transfer of functions reported in program 4 Roads and Marine from program 5 Public transport in 2015–16 ($13.0 million)

• TVSP payments in 2015–16 ($5.2 million)

• increased depreciation expense due to the movement of assets from program 5. Public Transport to program 4 Roads and Marine ($4.9 million)

• safety cameras donated to South Australia Police in 2015–16 ($1.6 million)

• the transfer of functions reported under program 6 Infrastructure Planning and Management in 2015–16 budget to program 4 Roads and Marine ($1.3 million)

• increased wharfage charges as a result of an increase in fleet size and cargo volume in 2015–16 ($1.0 million)

• additional expenditure on casting, drilling and testing of groundwater wells in the APY Lands ($0.7 million)

partially offset by

• the transfer of functions reported under program 4 Roads and Marine in 2015–16 budget to program 7 Road Safety ($1.1 million).



• increased personalised number plate revenue now included in program 4 Roads and Marine from program 6 Infrastructure Planning and Management ($4.7 million)



partially offset by

• the timing of Commonwealth Government contributions towards major projects including the South Road upgrade from Torrens Road to River Torrens, North–South Corridor Darlington upgrade and Goodwood and Torrens Rail Junction upgrade ($121.7 million).



• additional expenditure for the APY Lands main access road upgrade project in 2015–16 ($13.1 million)

• additional expenditure to SA Water for service relocation works on the South Road upgrade for Torrens Road to River Torrens project in 2015–16 ($10.0 million)

partially offset by

• payment of heavy vehicle registration revenue to the National Heavy Vehicle Regulator in 2014–15 ($13.6 million)




• personalised number plate revenue transferred to program 4 Roads and Marine from program 6 Infrastructure Planning and Management ($4.7 million)

partially offset by

• the timing of Commonwealth Government contributions towards major projects including the South Road upgrade from Torrens Road to River Torrens, North–South Corridor Darlington upgrade, Goodwood and Torrens Rail Junction upgrade and APY Lands main access road upgrade ($125.3 million).


• Completed the transfer of the vessel survey function to the Australian Marine Safety Authority Accredited Surveyors.

• Expanded range of new vehicles able to be registered by motor vehicle dealers via EzyReg to include larger light commercial vehicles.

• Prepared a Heavy Vehicle Drivers Handbook for distribution to industry including all licence holders upgrading to a heavy vehicle and produced and published online video material on safely descending the South Eastern Freeway.

• Completed over 20 lane kilometres of resurfacing to improve ride quality on inner urban roads and resealed over 70 lane kilometres to improve safety on rural roads.

• Commenced review of Conditional Registration Scheme for Historic, Left Hand Drive and Street Rod Vehicles to consider allowing modifications to vehicles registered on the scheme.

• Completed South Road and Richmond Road intersection upgrade, James Congdon Drive duplication and Park Terrace, Fitzroy Terrace and Torrens Road upgrade in advance of major works on the North–South Corridor, Torrens Road to River Torrens project.



• Awarded major works contract to Gateway South for Darlington upgrade project and announced a scope extension of approximately one kilometre to the Tonsley Precinct.

• Installed the first of two new steel hulled ferries at the Lyrup crossing.

Targets 2016–17

• Implement a revised Conditional Registration Scheme for Historic, Left Hand Drive and Street Rod Vehicles.

• Continue national maritime reform, with the transition of all domestic commercial vessel functions undertaken by the agency to the Australian Marine Safety Authority.

• Conduct further resurfacing of inner urban roads to improve ride quality and reseal rural roads to improve safety.

• Continue major works on the North–South Corridor, Torrens Road to River Torrens project, open the new overpass on the Outer Harbor railway line and commence major works on the North–South Corridor, Northern Connector project and Darlington upgrade project.

• Award a major works contract for a new rail underpass at Torrens Junction.

• Commence construction relating to the Last Mile Program on the Upper Yorke Peninsula including a roundabout at the junction of the Copper Coast Highway and Yorke Highway and two new overtaking lanes on the Yorke Highway.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

Bridge health index The health index of a structure reflects a bridge’s overall condition relative to its original condition. The higher the number, the better its condition.

65 64 65 63

Road pavement surface condition — per cent of travel taken on roads with acceptable or better smoothness — a roughness level of less than 110 NRM National Association of Australian State Road Authorities (NAASRA) roughness measure.

94% 94.1% 93.7% 93.7%

% of compliant heavy vehicles inspected at weigh stations Only includes heavy vehicles that are randomly directed into a weigh station and checked for compliance under Heavy Vehicle Law.

94% 94% 94% 92%

% of compliant heavy vehicles inspected at targeted roadside inspections for compliance with the requirements of the Heavy Vehicle National Law.

94% 67% n.a. n.a.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

Average travel speed on arterial roads in Adelaide 36km/h 37.4km/h 38.5km/h 36.8km/h

% variability of travel speed — caused by traffic controls and conditions

12% 11.7% 11.5% 11.1%



Program 5: Public Transport


Provision and maintenance of safe, efficient, equitable and accessible public transport services and infrastructure in metropolitan Adelaide and assist regional councils and communities to deliver diverse passenger transport services.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses(a) ....................................... 124 203 123 237 118 689 50 834 Supplies and services(a) ................................................ 274 670 246 766 261 867 320 843 Depreciation and amortisation expenses ...................... 104 369 103 571 117 062 102 108 Grants and subsidies .................................................... 16 567 16 119 17 267 14 550 Intra-government transfers ........................................... — — — 28 Other expenses ............................................................ 10 124 11 902 5 273 -672

Total expenses 529 933 501 595 520 158 487 691

Income Commonwealth revenues ............................................. — 30 — — Intra-government transfers ........................................... 248 242 242 75 Other grants.................................................................. 59 702 57 529 60 825 60 665 Fees, fines and penalties .............................................. 9 532 2 434 2 434 2 305 Sales of goods and services ......................................... 97 111 93 464 101 239 96 393 Interest revenues .......................................................... — — — 3 Net gain or loss from disposal of assets ....................... — — — -602 Other income ................................................................ 13 976 13 529 14 121 9 090

Total income 180 569 167 228 178 861 167 929


FTEs as at 30 June (No.)(b) 935.2 942.7 938.9 929.4

(a) Note that there is an accounting reclassification of $55.3 million between employee benefit expenses and supplies and services, which reflects salaries paid to Rail Commissioner employees in 2014–15.





• the introduction of an industry assistance package associated with changes to the regulation of the taxi and chauffeur vehicle industry ($20.4 million)

• indexation of the metropolitan bus service and rail maintenance contracts from 2015–16 ($7.4 million).


• the introduction of new fees and charges associated with changes to the regulation of the taxi and chauffeur vehicle industry ($7.0 million)



• an increase in Metroticket revenue and concession reimbursements resulting from the annual Metroticket fare review ($5.6 million).



• the transfer of functions reported under program 5 Public transport in 2015–16 to program 4 Roads and Marine ($13.0 million)

• decreased depreciation expense due to the transfer of assets from program 5 Public Transport to program 4 Roads and Marine ($4.9 million).


• a reduction in Metroticket revenue in 2015–16 ($6.0 million)

• introduction of a freeze on the sale of taxi licences from 2015–16 ($4.9 million).



• increased bus contract costs from additional services, indexation, patronage payments and contract extensions ($10.0 million)

• higher rail maintenance contract expenditure in 2014–15 ($3.4 million).


• Announced major reforms to the point to point industry, operational from 1 July 2016, following the South Australian Taxi and Chauffer Vehicle Industry review.

• Continued the provision of special event services for events held at the Adelaide Oval and other large events.

• Implemented new services and changed timetable for buses in January 2016 to improve the efficiency of the public transport network.

• Improved safety across the rail network including increased station lighting.

• Completed the re-sleepering of the Port River Rail Bridge.

Targets 2016–17

• Engage with our customers to further develop initiatives that promote Metro Card, real time travel and event services to attract customers to use public transport.

• Improve transparency and reporting around performance and accountability to enhance our public transport system for all customers.

• Upgrade the City South tram stop to accommodate a wider platform, improve accessibility for all people and install a platform shelter.

• Continue the upgrade of existing train stations with new platform surfaces, improve station accessibility, install bicycle enclosures and improve lighting, shelter and amenity of the stations.

• Undertake an evaluation of alternative power and fuel buses for the Adelaide Metro bus fleet which includes Euro 6 diesels, electric and micro hybrid buses.




2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

Metropolitan public passenger services Initial boardings

Boardings for public transport services excludes free travel provided for special events associated with train and tram services and for regular tram services along Jetty Road, Glenelg and Entertainment Centre to North Terrace.

62.0m 61.4m 53.5m 61.2m

Total boardings (including Transfers)

Boardings for public transport services excludes free travel provided for special events associated with train and tram services and for regular tram services along Jetty Road, Glenelg and Entertainment Centre to North Terrace.

75.6m 74.9m 67.9m 74.8m

% of metropolitan weekday passenger vehicle travel on public transport

7.5% 7.4% 7.5% 6.8%

On-time running % of bus services arriving within 4 minutes and 59 seconds 91% 92.3% 91% 91.9% % of train services arriving within 5 minutes and 59 seconds 94% 94.8% 94% 91.5% % of tram services arriving within 5 minutes and 59 seconds 99% 99% 99% 99.1% % of taxi bookings responded to within 30 minutes: • access cabs 97% 97% 97% 97% • regular cabs 99% 99% 99% 99% Adelaide Metro InfoLine response times Percentage of calls answered in 120 seconds. Due to the implementation of the metro card and Infoline service level agreement this target has been updated.

80% 80% 80% 84.9%

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of buses used for Metroticket services 995 993 990 989 No of rail cars used for Adelaide Metro services 136 136 136 136

No. of trams used for Adelaide Metro services Excludes the two heritage H class trams in storage.

21 21 21 21

% of fully accessible vehicles in metro fleet by: • bus 91% 89% 88% 88% • train 100% 100% 100% 100% • taxi 9.0% 9.0% 9.0% 9.0% • tram (excludes H-class trams). 100% 100% 100% 100% Metropolitan public passenger patronage: • total service kilometres (million) 53 52.6 52.5 52.5 Passenger journeys in regional areas (million) 1.2 1.2 1.1 1.3



Program 6: Infrastructure Planning and Management


Provision of planning and investment advice for state transport infrastructure and services to government agencies in relation to the construction and maintenance of buildings and properties. The program also includes statutory services and information to the community related to land titling, surveying and other land administration functions.

Program summary — expenses, income and FTEs(a)

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 64 061 72 962 69 526 74 358 Supplies and services ................................................... 319 887 305 602 328 098 323 983 Depreciation and amortisation expenses ...................... 33 349 33 427 36 578 33 865 Borrowing costs ............................................................ 3 441 3 487 3 733 3 446 Grants and subsidies .................................................... 13 989 13 049 4 769 1 504 Intra-government transfers ........................................... 2 905 2 843 1 826 63 Other expenses ............................................................ 16 731 14 848 18 195 11 096

Total expenses 454 363 446 218 462 725 448 315

Income Commonwealth revenues ............................................. 4 760 7 020 7 071 15 000 Intra-government transfers ........................................... 11 621 11 392 14 809 4 397 Other grants.................................................................. — — — 41 Fees, fines and penalties .............................................. 12 880 12 906 16 899 8 419 Sales of goods and services ......................................... 332 736 324 915 346 152 344 455 Interest revenues .......................................................... 3 026 3 526 3 026 3 831 Net gain or loss from disposal of assets ....................... 300 300 300 5 055 Resources received free of charge ............................... — — — 601 Other income ................................................................ 35 870 11 018 31 623 799

Total income 401 193 371 077 419 880 382 598


FTEs as at 30 June (No.)(b) 734.4 769.2 781.2 740.1

(a) The 2015–16 Budget amounts contained in the 2016–17 Agency Statements differs from amounts in the 2015–16 Agency Statements to reflect internal resources allocations for each program. The 2015–16 Budget amounts in these statements have been amended for comparative purposes.





• an increase in the grant to Kangaroo Island Council for the redevelopment of Kangaroo Island Airport in 2016–17 ($5.3 million)

• an increase in expenditure for a detailed business case into the AdeLINK tram network investigation in 2016–17 ($3.5 million)



• the transfer of functions reported under program 4 Roads and Marine in 2015–16 to program 6 Infrastructure Planning and Management ($2.7 million)

• commencement of upgrade and demolition works to meet ongoing housing requirements in Leigh Creek, following the transfer of control to government in early 2017 ($2.0 million)

partially offset by

• once-off grant to the Tea Tree Gully Council towards the footpath renewal program in 2015–16 ($3.0 million)

• the transfer of the Angaston Railyard to Barossa Council in 2015–16 ($2.0 million).


• a change in timing of receipts associated with the Adelaide Festival Centre Precinct from 2015–16 ($25.0 million)

• recognition of the transfer of control of the Leigh Creek township to government in early 2017 ($3.0 million).



• volume adjustment and other changes from new across government facilities management arrangement contracts ($20.7 million)

• the transfer of functions reported under program 6 Infrastructure Planning and Management in 2015–16 budget to program 7 Road Safety ($1.6 million)

• the transfer of functions reported under program 6 Infrastructure Planning and Management in 2015–16 budget to program 4 Roads and Marine ($1.3 million)

• decrease in depreciation associated with the transfer of the Parks Community Centre from program 6 Infrastructure Planning and Management to program 2 Recreation, Sport and Racing ($1.0 million)

partially offset by


• the transfer of the Angaston Railyard to Barossa Council in 2015–16 ($2.0 million)

• functions reported against program 1 Land Use Planning in 2015–16 budget transferred to program 6 Infrastructure Planning and Management ($1.8 million)

• commencement of a grant to Kangaroo Island Council for the redevelopment of Kangaroo Island Airport in 2015–16 ($1.2 million).


• a change in timing of receipts associated with the Adelaide Festival Centre Precinct from 2015–16 ($25.0 million)

• volume adjustments and other changes from new across government facilities management arrangement contracts ($23.2 million)

• personalised plates revenue now included in programs 4 Roads and Marine from program 6 Infrastructure Planning and Management ($4.7 million)

partially offset by

• adjustments to across government accommodation budgets in 2015–16 ($4.1 million).





• the completion of Land Services Business reform project in 2014–15 ($5.2 million)

• decrease in depreciation associated with the transfer of the Parks Community Centre from program 6 Infrastructure Planning and Management to program 2 Recreation, Sport and Racing ($1.0 million)

partially offset by


• the transfer of functions reported under program 1 Land Use Planning in 2015–16 budget to program 6 Infrastructure Planning and Management ($1.8 million).


• once-off contribution from the Commonwealth Government for municipal services on regional and remote Aboriginal Lands in 2014–15 ($15.0 million)

partially offset by

• personalised number plate revenue included in program 4 Roads and Marine from program 6 Infrastructure Planning and Management ($4.7 million).


• Completed the construction of the Northfield Prisons Infrastructure upgrade, Mount Gambier Prison Accommodation Unit, State Drill Core Library and the Anzac Centenary Memorial Garden Walk.

• Commenced construction of the Transforming Health projects at Flinders Medical Centre, Modbury Hospital and Noarlunga Health Services.

• Commenced and significantly progressed the development of the ports strategy.

• Commenced a major planning study of the electrification of public transport including the AdeLINK investigation.

• Negotiated leases that will achieve space and rental savings under the Adelaide Central Business District Office Accommodation Strategy.

• Continued planning work associated with Adelaide’s North–South Corridor.

Targets 2016–17

• Complete construction of the Port Augusta Prison Accommodation.

• Commence construction of the New Adelaide CBD High School Redevelopment and contemporary learning facilities.

• Complete the ports strategy and commence the freight strategy.

• Significantly progress the major planning study for the electrification of public transport including the AdeLINK investigation.

• Implement information and communication technology system enhancements to support the state’s participation in the National Electronic Conveyancing System.



Performance indicators(a)

2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

Client satisfaction Building management facilities services only.

92% 92% 85% 92%

Average facilities services management cost as a percentage of value of services Building management facilities services only.

12% 12% 11.5% 11.5%

Contract administration cost as a percentage of facilities management contract throughout

1.5% 1.5% 1.5% 1.45%

Vacancy rate as a percentage of the total area of owned commercial buildings Includes government owned commercial buildings. Excludes buildings on land held for future road projects, and buildings used in the course of DPTI business.

2.0% 1.9% 1.9% 1.7%

Management cost per residential property per annum $1 450 $1 400 $1 500 $1 480 Vacancy rate as a percentage of the total number of residential properties managed

9.0% 9.8% 7.0% 7.8%

% of documents processed within industry standards for: • registration 95% 35% 95% 75.6% • division Industry standard is 15 working days for registration and division. The 2014–15 actual and 2015–16 estimated result are lower than the target due to the redirection of resources to the testing associated with the Electronic Conveyancing project. This reduction in staff directly applied to operational outputs and coupled with higher than expected document lodgements has led to the lower than expected results

95% 100% 95% 93.6%

(a) A number of indicators presented in the 2015–16 Agency Statements have been discontinued due to a review of reporting priorities during 2015–16.

Activity indicators(a)

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of facilities services jobs 101 000 98 000 101 000 106 009 Value of facilities services jobs $115m $112m $115m $122m Value of building construction projects managed Excludes individual projects >$300m in value.

$2 300m $1 826m $1 400m $2 300m

No. of government employee residential tenancies managed 2 000 2 050 2 170 2 100 No. of owned government employee residential properties 1 400 1 420 1 415 1 440 No. of leased government employee residential properties 250 250 300 270

(a) A number of indicators presented in the 2015–16 Agency Statements have been discontinued due to a review of reporting priorities during 2015–16.



Program 7: Road Safety


Provision of policy and investment advice, community information on road safety, and the provision of services for safe and sustainable road use and travel behaviour.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 6 227 6 110 3 986 4 416 Supplies and services ................................................... 5 135 3 971 3 072 4 446 Depreciation and amortisation expenses ...................... 889 889 369 221 Grants and subsidies .................................................... 3 519 5 580 4 432 2 040 Intra-government transfers ........................................... 40 536 39 652 40 728 39 000 Other expenses ............................................................ 310 368 272 56

Total expenses 56 616 56 570 52 859 50 179

Income Fees, fines and penalties .............................................. 2 727 2 645 2 245 2 771 Interest revenue ............................................................ 343 343 343 377

Total income 3 070 2 988 2 588 3 148













• an increase to Motor Accident Commission road safety funded expenditure for local government initiatives in 2015–16 ($2.2 million)




• the transfer of functions reported under program 4 Roads and Marine in 2015–16 budget to program 7 Road Safety ($1.1 million)

• an increase in the payment to the South Australia Police for road safety ($0.9 million).


• Commenced review of the Road Safety Strategy 2020 — Towards Zero Together and development of South Australia’s Road Safety Action Plan 2017–2020.

• Completed the safety upgrade of the intersection of North East Road and Sudholz Road and undertook shoulder sealing works on the rural road network including the completion of the Karoonda Highway.

• Undertook specific road safety infrastructure treatments, including constructing roundabouts, in rural locations to reduce the incidence and severity of head-on, run off road crashes and right turn junction crashes.

• Delivered the Safer Driving Tips campaign.

• Introduced a motorcycle returning riders’ refresher course and legislation to enhance the motorcycle licensing scheme.

Targets 2016–17

• Continue to implement the actions from South Australia’s Road Safety Action Plan and develop a new Road Safety Action Plan to 2020.

• Introduce legislation to strengthen drug driving penalties.

• Undertake shoulder sealing works in rural areas, including the Pages Flat Road between Willunga and Myponga, Eden Valley Road between Angaston and Birdwood and the Balaklava and Mallala Roads between Hoskin Corner and Owen–Pinery Road.

• Complete the safety upgrades on Main South Road, between Old Coach and Malpas Roads.

• Expand the number of local councils and schools actively engaged in Way2Go Bike Education, which promotes safer, greener and more active travel for primary schools and their communities.

• Double the number of Aboriginal people living in the Anangu Pitjantjatjara Yankunytjatjara Lands and Maralinga Tjarutja Lands who achieve a P2 licence as a result of undertaking the On the Right Track Remote program.




2016–17 Target(a)

2015–16 Estimated

Result(b) 2015–16 Target(a)

2014–15 Actual

No. of road fatalities Number of fatalities on South Australian road network in one year. Fatality numbers are small and are likely to fluctuate from year to year.

≤86 99 86 113

No. of serious injuries Number of serious injuries on South Australian road network in one year. There has been a substantial decline in serious injuries over the past few years, which is due to a reduction in the number and severity of crashes, and changes in the recording of crashes due to improved follow up procedures.

≤600 646 600 713

(a) In previous reports the interim target was based on reaching the South Australian Road Safety Strategy 2020 — Towards Zero Together targets of less than 80 fatalities and less than 800 serious injuries by the end of 2020. As the number of serious injuries has already fallen below the 2020 target, the 2015–16 targets were based on the expected number of fatalities and serious injuries given the 2011–2020 trend. The 2016–17 targets have not been revised and remain as per the previous year. Both fatality and serious injury targets are being reviewed in 2016 as part of the review of the strategy.

(b) Figures are based on projections using the most up to date figures available (South Australia Police reported fatalities to the end of April 2016 and serious injuries to the end of December 2015). In previous reports the Target was based on the South Australian Road Safety Strategy 2020 — Towards Zero Together targets of less than 80 fatalities and less than 800 serious injuries by the end of 2020. The strategy targets are based on a straight linear trend from 2011 to 2020.

Activity indicators

2016–17

Projection(a)

2015–16 Estimated

Result(b) 2015–16

Projection(a) 2014–15

Actual

Single vehicle run off road casualty crash rate (run off road casualty crashes per 100 million vehicle kilometres travelled):

• rural ≤5.55 6.45 5.55 7.17 • urban Run off road crashes refer to crashes where a vehicle has left the road out of control, hit a fixed object, or has rolled over. Includes crashes that have occurred on DPTI maintained roads only.

≤1.83 4.28 1.83 5.09

Intersection serious casualty crashes: • rural ≤37 36 37 34 • urban Serious casualty crashes are the sum of fatal and serious injury crashes. Includes crashes that have occurred on DPTI maintained roads only.

≤125 100 125 103

(a) In previous reports the projection was based on reaching the South Australian Road Safety Strategy 2020 — Towards Zero Together targets of less than 80 fatalities and less than 800 serious injuries by the end of 2020. As the number of serious injuries has already fallen below the 2020 target, the 2016–17 projections have not been revised and remain as per the 2015–16 projection. Both fatality and serious injury targets are being reviewed in 2016 as part of the review of the strategy.

(b) Estimated figures are based upon the trend line of crash data values over the past 10 years.



Department of Planning, Transport and InfrastructureStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 240 152 248 260 247 669 180 880Long service leave............................................................. 11 034 10 965 10 912 8 609Payroll tax.......................................................................... 13 001 13 462 12 970 11 357Superannuation.................................................................. 26 428 26 494 26 369 20 993Other.................................................................................. 5 117 16 492 5 032 23 815

Supplies and servicesGeneral supplies and services........................................... 756 462 686 066 697 360 812 301Consultancy expenses....................................................... 366 360 360 364

Depreciation and amortisation.............................................. 384 677 383 184 393 412 376 138Borrowing costs.................................................................... 3 478 3 568 3 823 3 592Grants and subsidies............................................................ 77 900 75 610 48 618 45 572Intra government transfers.................................................... 88 202 92 359 91 273 39 373Other expenses..................................................................... 42 292 45 170 37 981 41 038

Total expenses 1 649 109 1 601 990 1 575 779 1 564 032

IncomeCommonwealth revenues..................................................... 658 367 251 238 372 895 133 540Intra-government transfers.................................................... 21 850 16 704 19 800 23 149Other grants.......................................................................... 60 374 62 058 63 997 61 242Fees, fines and penalties...................................................... 514 608 510 705 509 643 510 448Sales of goods and services................................................. 445 244 433 657 462 650 447 442Interest revenues.................................................................. 3 763 4 263 3 763 4 809Net gain or loss on disposal of assets.................................. 300 300 300 4 158Resources received free of charge....................................... — 1 721 — 7 067Other income........................................................................ 73 747 497 428 71 895 889 857

Total income 1 778 253 1 778 074 1 504 943 2 081 712

Net cost of providing services -129 144 -176 084 70 836 -517 680

Income from/expenses to state governmentIncome

Appropriation...................................................................... 636 641 385 063 262 223 358 408Other income...................................................................... — 41 525 — 10 827

ExpensesTax equivalents.................................................................. 3 079 3 079 3 079 4 202Other payments.................................................................. 1 706 1 706 1 706 —Payments to Consolidated Account................................... — — — 75 775

Net income from/expenses to state government 631 856 421 803 257 438 289 258

Net Result 761 000 597 887 186 602 806 938

Other comprehensive incomeChanges in property, plant and equipment assetrevaluation surplus............................................................... 40 761 40 761 40 761 163 328

Total comprehensive result 801 761 638 648 227 363 970 266



Department of Planning, Transport and InfrastructureStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 2 201 678 2 048 692 1 506 095 1 423 773Receivables.......................................................................... 188 897 177 649 294 246 179 006Inventories............................................................................ 11 740 11 740 13 883 12 767Other current assets............................................................. 29 030 29 030 18 504 26 097Non-current assets held for sale........................................... 142 298 142 298 38 124 142 298

Total current assets 2 573 643 2 409 409 1 870 852 1 783 941

Non current assets

Land and improvements....................................................... 2 959 417 2 934 476 2 944 716 2 952 841Plant and equipment............................................................. 22 250 383 21 451 046 21 470 037 21 102 701Intangible assets................................................................... 30 823 31 339 11 236 37 400Other non-current assets...................................................... 44 953 49 096 21 359 21 720

Total non-current assets 25 285 576 24 465 957 24 447 348 24 114 662

Total assets 27 859 219 26 875 366 26 318 200 25 898 603

LiabilitiesCurrent liabilitiesPayables............................................................................... 157 738 157 534 175 576 157 330Short-term borrowings.......................................................... 2 253 2 253 2 155 2 253Employee Benefits

Salaries and wages........................................................... 13 785 12 969 5 395 11 113Annual leave..................................................................... 20 698 20 413 21 848 20 128Long service leave............................................................ 7 167 6 902 7 690 6 637Other................................................................................. 38 19 38 —

Short-term provisions............................................................ 9 656 9 607 9 471 9 558Other current liabilities.......................................................... 31 999 31 945 34 790 28 960


Non current liabilitiesLong-term borrowings........................................................... 45 696 46 804 47 972 47 521Long-term employee benefits

Long service leave............................................................ 84 442 75 409 89 668 66 376Other................................................................................. 60 30 60 —


Total non-current liabilities 198 651 187 634 176 310 153 371

Total liabilities 441 985 429 276 433 273 389 350

Net assets 27 417 234 26 446 090 25 884 927 25 509 253



Department of Planning, Transport and InfrastructureStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Equity

Contributed capital................................................................ 3 304 468 3 135 085 3 135 085 2 836 896Retained earnings................................................................. 9 456 902 8 695 902 8 255 247 8 098 015Asset revaluation reserve..................................................... 14 655 864 14 615 103 14 494 595 14 574 342

Total equity 27 417 234 26 446 090 25 884 927 25 509 253




Department of Planning, Transport and InfrastructureStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 286 196 305 132 292 411 244 606Payments for supplies and services...................................... 762 837 657 983 700 642 1 490 429Interest paid........................................................................... 3 478 3 568 3 823 3 592Grants and subsidies............................................................. 77 900 75 610 48 618 45 503GST paid................................................................................ — — — 93 336Intra-government transfers..................................................... 88 202 92 359 91 273 39 373Other payments..................................................................... 41 051 40 890 36 313 46 715


Cash inflowsIntra-government transfers..................................................... 21 850 16 704 19 800 23 149Commonwealth receipts........................................................ 658 367 251 238 372 895 133 591Other grants........................................................................... 60 374 62 058 63 997 39 105Fees, fines and penalties....................................................... 514 608 510 705 509 643 594 023Sales of goods and services.................................................. 449 721 403 682 464 040 978 592Interest received.................................................................... 3 695 4 195 3 695 5 357GST received......................................................................... — — — 165 422Other receipts........................................................................ 67 552 512 113 61 580 960 283


State government

Appropriation.......................................................................... 636 641 385 063 262 223 358 408Other receipts........................................................................ — 41 525 — 10 827Payments

Tax equivalents................................................................... 3 079 3 079 3 079 4 202Payments to Consolidated Account.................................... — — — 2 069Other................................................................................... 1 706 1 706 1 706 73 706

Net cash provided by state government 631 856 421 803 257 438 289 258

Net cash provided by (+)/used in (-) operating activities 1 148 359 1 006 956 580 008 1 225 226


Cash outflowsPurchase of property, plant and equipment........................... 1 179 070 702 215 719 960 242 064Purchase of intangibles.......................................................... 6 492 879 600 233 642Advances paid....................................................................... — — — 342

Cash used in investing activities 1 185 562 703 094 720 560 476 048

Cash inflowsProceeds from sale of property, plant and equipment........... 18 505 22 794 27 465 51 600Repayment of advances........................................................ 3 356 1 025 1 025 666

Cash generated from investing activities 21 861 23 819 28 490 52 266

Net cash provided by (+)/used in (-) investing activities -1 163 701 -679 275 -692 070 -423 782



Department of Planning, Transport and InfrastructureStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Cash outflowsRepayment of borrowings...................................................... — — — 446Finance lease payments........................................................ 1 055 951 483 1 837

Cash used in financing activities 1 055 951 483 2 283

Cash inflowsCapital contributions from state government......................... 169 383 298 189 298 189 188 084

Cash generated from financing activities 169 383 298 189 298 189 188 084

Net cash provided by (+)/used in (-) financing activities 168 328 297 238 297 706 185 801

Net increase (+)/decrease (-) in cash equivalents 152 986 624 919 185 644 987 245

Cash and cash equivalents at the start of the period 2 048 692 1 423 773 1 320 451 436 528

Cash and cash equivalents at the end of the period 2 201 678 2 048 692 1 506 095 1 423 773


Assets acquired under finance lease..................................... — 285 — 898Assets received (+)/donated (-) free of charge...................... — 136 — 4 494



Administered items for the Department of Planning, Transport and InfrastructureStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 351 457 1 476 483Other.................................................................................. — — 127 —

Supplies and servicesGeneral supplies and services........................................... 4 351 3 592 5 316 6 427

Depreciation and amortisation.............................................. — — 425 —Borrowing costs.................................................................... 121 121 121 79Grants and subsidies............................................................ 13 500 22 379 168 595 21 623Intra government transfers.................................................... 302 075 287 952 287 795 917 907Other expenses..................................................................... 821 918 785 003 787 795 176 358

Total expenses 1 142 316 1 099 504 1 251 650 1 122 877

IncomeTaxation................................................................................ 42 995 42 388 42 088 —Commonwealth revenues..................................................... — — 151 651 —Intra-government transfers.................................................... 852 747 827 022 828 513 911 794Other grants.......................................................................... — — — 3 612Fees, fines and penalties...................................................... 232 386 217 782 215 907 202 227Sales of goods and services................................................. 20 20 58 —Interest revenues.................................................................. 1 096 1 096 1 161 540Other income........................................................................ 2 591 2 527 3 044 234

Total income 1 131 835 1 090 835 1 242 422 1 118 407


IncomeAppropriation...................................................................... 10 070 8 850 8 361 10 057


Net Result -411 181 -867 5 587

Other comprehensive incomeChanges in property, plant and equipment assetrevaluation surplus............................................................... — — — 1 700

Total comprehensive result -411 181 -867 7 287



Administered items for the Department of Planning, Transport and InfrastructureStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 62 270 62 677 85 812 62 931Receivables.......................................................................... 618 827 3 490 1 036


Non current assets

Land and improvements....................................................... 16 398 16 398 16 145 16 398Plant and equipment............................................................. — — 1 180 —

Total non-current assets 16 398 16 398 17 325 16 398

Total assets 79 286 79 902 106 627 80 365

LiabilitiesCurrent liabilitiesPayables............................................................................... 39 688 39 688 66 616 39 688Short-term borrowings.......................................................... 318 303 301 288Employee Benefits

Salaries and wages........................................................... 8 4 8 —Annual leave..................................................................... — — 77 —Long service leave............................................................ — — 33 —Other................................................................................. — — 9 —

Short-term provisions............................................................ 22 22 1 461Other current liabilities.......................................................... 2 345 2 345 262 2 345


Non current liabilitiesLong-term borrowings........................................................... 217 441 505 665Long-term employee benefits

Long service leave............................................................ — — 365 —Long-term provisions............................................................ — — 2 —

Total non-current liabilities 217 441 872 665


Net assets 36 688 37 099 38 448 36 918

Equity

Retained earnings................................................................. 33 612 34 023 33 940 33 842Asset revaluation reserve..................................................... 3 076 3 076 4 508 3 076

Total equity 36 688 37 099 38 448 36 918




Administered items for the Department of Planning, Transport and InfrastructureStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 347 453 1 597 477Payments for supplies and services...................................... 4 351 3 592 5 316 5 787Interest paid........................................................................... 121 121 121 —Grants and subsidies............................................................. 13 500 22 379 168 595 9 932Intra-government transfers..................................................... 302 075 287 952 287 795 919 399Other payments..................................................................... 821 918 785 442 787 795 176 358


Cash inflowsTaxation................................................................................. 42 995 42 388 42 088 —Intra-government transfers..................................................... 852 747 827 022 828 513 911 794Commonwealth receipts........................................................ — — 151 651 —Other grants........................................................................... — — — 3 611Fees, fines and penalties....................................................... 232 386 217 782 215 907 204 496Sales of goods and services.................................................. 20 20 58 —Interest received.................................................................... 1 096 1 096 1 161 542Other receipts........................................................................ 2 591 2 527 3 044 234


State government

Appropriation.......................................................................... 10 070 8 850 8 361 10 057


Net cash provided by (+)/used in (-) operating activities -407 -254 -436 18 781


Cash outflowsPurchase of property, plant and equipment........................... — — 170 —

Cash used in investing activities — — 170 —

Cash inflowsRepayment of advances........................................................ 209 209 209 271

Cash generated from investing activities 209 209 209 271

Net cash provided by (+)/used in (-) investing activities 209 209 39 271



Administered items for the Department of Planning, Transport and InfrastructureStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Cash outflowsRepayment of borrowings...................................................... 209 209 209 350

Cash used in financing activities 209 209 209 350

Net cash provided by (+)/used in (-) financing activities -209 -209 -209 -350

Net increase (+)/decrease (-) in cash equivalents -407 -254 -606 18 702








Expenses


• the introduction of an industry assistance package associated with changes to the regulation of the taxi and chauffeur vehicle industry ($20.4 million)

• an increase in Anangu Pitjantjatjara Yankunytjatjara (APY) Lands main access road upgrade project in 2016–17 ($17.2 million)

• commencement of works on the Gawler East Collector Link to support significant residential growth anticipated for the Gawler region in 2016–17 ($12.1 million)

• once-off grant to the Adelaide City Council towards the Market to Riverbank Laneway Revitalisation in 2016–17 ($7.3 million).

partially offset by

• a reduction in SA Water service relocation works on the South Road upgrade from 2015–16 for Torrens Road to River Torrens project ($5.0 million)

• once-off grant towards the Port Pirie Memorial Oval redevelopment in 2015–16 ($5.0 million)

• once-off grant for the construction of a regional level BMX facility at O’Halloran Hill Recreation reserve by the City of Marion in 2015–16 ($2.0 million).

Income



The $971.1 million increase in net assets is primarily due to:

• changes in the carrying amount of non-current assets mainly due to the revaluation of assets and capitalisation of completed road projects ($819.6 million)

• the increase in departmental cash balances ($153.0 million).




The $42.8 million increase in expenses is primarily due to increases in volume and indexation for fees and charges collected under the Real Property Act 1886 ($18.5 million) and Motor Vehicles Act 1959 ($25.5 million) and subsequent payments to the Consolidated Account and government agencies.



The $41.0 million increase in income is primarily due to increases in volume and indexation for fees and charges collected under the Real Property Act 1886 ($18.5 million) and Motor Vehicles Act 1959 ($25.5 million).









Additional information for administered items for the Department of Planning, Transport and Infrastructure Statement of cash flows

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Operating activities

Cash outflows Employee benefit payments

Parliamentary salaries and electorate and expense allowances ........................................................................ 347 316 296 291

Payments for supplies and services Major administered projects .............................................. 2 835 2 413 2 768 4 429 Planning and Development Fund ...................................... 1 470 1 134 1 183 1 358 Registrar-General and Surveyor-General statutory Acts .................................................................... 46 45 — —

Interest paid Metropolitan (Woodville, Henley and Grange) Drainage Scheme ............................................................................. 14 14 14 — South Western Suburbs Drainage Scheme ...................... 107 107 107 —

Grants and subsidies Flood mitigation ................................................................. 90 86 86 — Planning and Development Fund ...................................... 13 410 22 293 17 953 3 760 West Beach Trust ............................................................. — — — 936 Recreation and Sport Fund ............................................... — — — 220 Sport and Recreation Fund ............................................... — — — 3 500 Flinders Ports .................................................................... — — — 2 358

Intra-government transfers Emergency Services Levy ................................................ 46 114 45 411 45 111 47 650 Flinders Ports .................................................................... 2 561 2 498 2 498 — Federal registrations ......................................................... — — — 9 452 Hospitals Fund .................................................................. 73 391 71 185 71 185 67 798 Lifetime Support Scheme .................................................. — — — 140 852 Local Government Grants Commission ............................ 438 428 — — Motor Accident Commission ............................................. — — — 479 799 Outback Communities Authority........................................ 2 200 632 — — Planning and Development Fund ...................................... 6 140 1 785 1476 — Recreation and Sport Fund ............................................... 220 220 220 — Refunds ............................................................................ — — — 16 448 Sport and Recreation Fund ............................................... 3 700 3 500 3 500 — State Taxation Office — Stamp Duties ............................. 165 727 160 744 160 744 156 163 West Beach Trust ............................................................. 880 858 877 — Other minor contributions .................................................. 704 691 691 1 237

Other payments Administered planning fees ............................................... 1 243 1 206 1 206 — Motor Accident Commission ............................................. 609 820 591 484 591 484 — Other minor receipts paid to Consolidated Account .......... 476 477 477 — Planning and Development Fund ...................................... 15 15 15 —



2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Registrar-General and Surveyor-General statutory Acts .................................................................... 210 364 192 260 194 546 175 516


Cash inflows Taxation

Emergency Services Levy ................................................ 42 795 42 188 41 888 — Recreation and Sport Fund ............................................... 200 200 200 —

Intra-government transfers Emergency Services Levy ................................................ — — — 41 467 Flood mitigation ................................................................. 88 86 86 — Hospitals Fund .................................................................. 73 391 71 185 71 185 67 830 Lifetime Support Scheme .................................................. — — — 141 079 Motor Accident Commission ............................................. 609 820 591 485 591 485 487 065 Refunds ............................................................................ — — — 16 746 Sport and Recreation Fund ............................................... 3 700 3 500 3 500 — State Taxation Office — Stamp Duties ............................. 165 728 160 744 160 744 156 046 Other ................................................................................. 20 22 22 1 561

Other grants Recreation and Sport Fund ............................................... — — — 3 500 Sport and Recreation Fund ............................................... — — — 111

Fees, fines and penalties Administered Planning Fees ............................................. 1 243 1 206 1 206 1 437 Flinders Ports .................................................................... — — — 2 358 Other ................................................................................. 517 505 505 — Planning and Development Fund ...................................... 20 262 24 250 19 650 24 061 Registrar-General and Surveyor-General statutory Acts .................................................................... 210 364 191 821 194 546 176 640

Sales of goods and services Recreation and Sport Fund ............................................... 20 20 20 —

Interest received Land Services Trust .......................................................... — — — 164 Planning and Development Fund ...................................... 975 975 975 299 South Western Suburbs Drainage Scheme ...................... 121 121 121 79

Other receipts Other minor contributions .................................................. 2 591 2 527 2 527 234

Cash generated from operations 1 131 835 1 090 835 1 088 660 1 120 677 State government

Appropriation

Emergency Services Levy ................................................ 3 319 3 223 3 223 6 112 Local Government Grants Commission ............................ 438 428 — — Major administered projects .............................................. 2 836 2 768 2 768 2 701 Outback Communities Authority........................................ 2 200 632 — — Other minor appropriation ................................................. 1 277 1 662 1 173 1 058




2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Net cash provided by (+)/used in (-) operating activities -407 -254 -613 18 781 Investing activities

Cash inflows Repayment of advances

Metropolitan (Woodville, Henley and Grange) Drainage Scheme ............................................................. 13 13 13 22 South Western Suburbs Drainage Scheme ...................... 196 196 196 249

Cash generated from investing activities 209 209 209 271

Net cash provided by (+)/used in (-) investing activities 209 209 209 271 Financing activities

Cash outflows

Repayment of borrowings Metropolitan (Woodville, Henley and Grange) Drainage Scheme ............................................................. 13 13 13 36 South Western Suburbs Drainage Scheme ...................... 196 196 196 314

Cash used in financing activities 209 209 209 350

Cash generated from financing activities — — — —

Net cash used in financing activities -209 -209 -209 -350

Net increase (+)/decrease (-) in cash equivalents -407 -254 -613 18 702





Reconciliation to statement of cash flows

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Reconciliation to operating payments

Operating payments (as per additional information for administered items) ................................................................ 1 142 312 1 099 802 1 096 437 1 111 767

Add: Transferred out: State Valuation Office ....................................................... — 137 137 186 Outback Communities Authority........................................ — — 2 502 — Local Government Grants Commission ............................ — — 152 143 —

Equals: Operating payments (as per administered items statement of cash flows)

1 142 312 1 099 939 1 251 219 1 111 953


Operating receipts (as per additional information for administered items) ................................................................ 1 131 835 1 090 835 1 088 660 1 120 677

Add: Transferred out: Outback Communities Authority........................................ — — 2 046 — Local Government Grants Commission ............................ — — 151 716 —

Equals: Operating receipts (as per administered items statement of cash flows) 1 131 835 1 090 835 1 242 422 1 120 677

Reconciliation to investing activities

Investing activities (as per additional information for administered items) ................................................................ 209 209 209 271

Add: Transferred out: Outback Communities Authority........................................ — — -170 —

Equals: Investing activities (as per administered items statement of cash flows) 209 209 39 271

Reconciliation of closing cash balances

Cash and cash equivalents at the end of the financial year (as at 30 June) (as per additional information for administered items) ................................................................

62 270 62 677 85 805 62 931

Add: Transferred out: Outback Communities Authority and Local Government Grants Commission .......................................................... — — 7 —

Equals: Cash and cash equivalents at the end of the financial year (as per administered items statement of cash flows)

62 270 62 677 85 812 62 931



Agency: South Australia Police

Minister for Police


Police


Contents

Objective ........................................................................................................................................ 122 Ministerial responsibilities .............................................................................................................. 122 Workforce summary ...................................................................................................................... 123 Program net cost of services summary ......................................................................................... 123 Investing expenditure summary .................................................................................................... 124 Program 1: Public Safety ........................................................................................................... 125 Program 2: Crime and Criminal Justice Services ...................................................................... 130 Program 3: Road Safety ............................................................................................................. 135 Financial statements ..................................................................................................................... 139 Summary of major variations......................................................................................................... 145 Additional information for administered items ............................................................................... 146

Police


Objective

The objective of South Australia Police (SAPOL) is to prevent crime, uphold the law, preserve the peace, assist the public in emergency situations, coordinate and manage responses to emergencies, regulate road use and prevent vehicle collisions.



The Hon. P Malinauskas Minister for Police

1. Public Safety 1.1 Response and Event Management

1.2 Emergency Response, Management and Coordination

2. Crime and Criminal Justice Services

2.1 Crime and Illegal Drugs 2.2 Criminal Justice and Custodial

Services

3. Road Safety 3.1 Road Use Regulation 3.2 Education and Vehicle Collision

Prevention

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the minister:

• Exhibit monies

• Firearms Safety Training Levy

• Grant to the Australian Crime Prevention Council

• Grant to Safer Communities Australia Inc.

• Public private partnership expenditure and revenue (related to Courts Administration Authority sites)

• Revenue from expiation notices

• Statutory officer salaries (Police Commissioner)

• SA Water Corporation — water rate concession for emergency services

• Unclaimed property

• Victims of Crime Levy.

Statutes


Police


Workforce summary

FTEs as at 30 June

Agency 2016–17

Budget(a)

2015–16 Estimated


South Australia Police ......................................................................... 5 818.2 5 795.1 5 666.2

Administered items for South Australia Police ..................................... 1.0 1.0 1.0

Total 5 819.2 5 796.1 5 667.2




Net cost of services(a)

2016–17 Budget

2015–16 Estimated


2014–15 Actual

Program $000 $000 $000 $000

1. Public Safety ....................................................... 338 339 324 842 329 911 314 080

2. Crime and Criminal Justice Services ................... 402 611 386 586 387 597 372 988

3. Road Safety ........................................................ 108 972 102 832 99 842 93 965

Total 849 922 814 260 817 350 781 033

(a) The net cost of services excludes intra-government transfers mainly from the Community Emergency Services Fund and the Community Road Safety Fund.

Police




Estimated

completion

Total project


2015–16 Estimated



New projects Continuous Monitoring for Screening Jun 2017 1 440 1 440 — —

Total new projects 1 440 1 440 — —

Existing projects Closed Circuit Television (CCTV) for Custody Management .......................... Jun 2016 8 070 — 258 — Crime Tracking App .............................. Jun 2017 1 000 309 322 600 Data Entry Devices ............................... Jun 2020 3 043 1 455 — 633 Domestic Violence Legislation System Support ................................................. Jun 2017 1 003 194 150 324 Facial Recognition Technology............. Jun 2017 780 230 550 405 Henley Beach Police Station ................ Jun 2017 5 120 3 017 1 744 1 864 Hi-tech Crime Fighting Equipment ........ Jun 2017 4 475 456 212 550 Police Records Management System — Stages 2 to 4 .................................... Jun 2020 29 501 6 798 5 308 7 009 Small Projects ....................................... n.a. 643 190 453 530


Annual programs Asset Maintenance ............................... n.a. n.a. — — 7 260 Communications Infrastructure ............. n.a. n.a. — — 1 853 Minor Capital Works, Vehicles and Equipment ........................................... n.a. n.a. 10 437 10 240 —


Total investing expenditure 55 075 24 526 19 237 21 028

Police


Program 1: Public Safety


Provides visible and available police services, working in partnership with the community and other agencies to support the achievement of South Australia’s Strategic Plan and strategic priorities. SAPOL helps make South Australia a safer place to live, visit and do business through police response and assistance, management of major events, and emergency response, management, and coordination across the state.

Sub-programs

1.1 Response and Event Management

1.2 Emergency Response, Management and Coordination


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 279 164 270 854 267 828 268 615 Supplies and services ................................................... 59 571 53 498 61 556 48 525 Depreciation and amortisation expenses ...................... 9 129 9 804 10 863 10 456 Other expenses ............................................................ 8 036 8 306 7 166 3 698

Total expenses 355 900 342 462 347 413 331 294

Income Fees, fines and penalties .............................................. 5 141 5 342 5 188 4 126 Sales of goods and services ......................................... 12 420 12 221 12 314 12 991 Resources received free of charge ............................... — 57 — 97

Total income 17 561 17 620 17 502 17 214


FTEs as at June (No.) 2 408.2 2 398.9 2 397.7 2 340.2

Police


Sub-program 1.1: Response and Event Management


This sub-program includes enhanced local visibility and frontline policing through responding to calls for service. SAPOL protect the public from crime and disorder, by maximising police presence in local communities and community facilities. This sub-program also involves targeting anti-social behaviour and alcohol related offending at and around community events and using social media to outreach to the public.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 291 614 280 587 283 158 270 383 Income .......................................................................... 17 561 17 620 17 502 17 214


FTEs as at June (No.) 1 982.2 1 974.6 1 977.0 1 928.1



The $11.1 million increase in net cost is primarily due to:

• indexation of expenses, movements in employee entitlements and additional police resources in 2016–17 ($14.1 million)

partially offset by

• operating savings measures ($2.4 million).


The $2.7 million decrease in net cost is primarily due to:

• lower expenditure in 2015–16 ($3.2 million)

• movement in resource allocation between sub-programs from organisational restructures and the application of the 2016 service activity survey ($2.5 million)

partially offset by

• increased expenses resulting from the Police Enterprise Bargaining Agreement ($3.2 million).



• indexation of expenses, movements in employee entitlements and additional police resources ($8.4 million)

• increased expenses resulting from the Police Enterprise Bargaining Agreement ($3.2 million)

• new initiative funding in relation to data entry devices, body worn video and the human resources management system (HRMS) replacement project ($1.0 million)

partially offset by


Police



• Efficient response to calls for assistance from the public.

• Continued high level of community satisfaction with police services.

Targets 2016–17

• Continue to respond to community needs and the increasing demand for police services.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

% of call centre calls answered within 20 seconds ≥80% 80.16% ≥80% 83.17% Level of community satisfaction with police services ≥75% 78% ≥75% 78.2%

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of patrol taskings in the metropolitan area n.a. 393 804 n.a. 386 106 No. of police incident reports taken by the call centre as a % of all reports recorded by police

n.a. 29.2% n.a. 28.76%

No. of offences against good order recorded per 1000 head of population Counting rule change. While the substance of the activity indicators remains the same, actual results for previous years are now not comparable. If the new counting rule had been used, the 2015–16 Projection would have been 17.89 and 2014–15 Actual would have been 17.84.

25.0 20.16

34.0

33.21

% of DNA links of persons to crime scenes that contribute to an arrest or report

32% 31% n.a. 33%

No. of operational stations 129 129 130 130 No. of grade 2 taskings in the metropolitan area n.a. 208 940 n.a. 205 675 No. of special, major and local events planned and managed by police

n.a. 648 n.a. 783

No. of close personal protection taskings conducted by Special Task and Rescue (STAR) Group

n.a. 498 n.a. 417

Police


Sub-program 1.2: Emergency Response, Management and Coordination


This sub-program involves accessibility 24/7 for emergency response calls, protecting life and property in emergencies, improving protective security capabilities and providing leadership in incident command. SAPOL also focuses on counter-terrorism, to protect critical infrastructure and dignitaries, prevent violent extremism and manage high risk incidents.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 64 286 61 875 64 255 60 911 Income .......................................................................... — — — —


FTEs as at June (No.) 426.0 424.3 420.7 412.1



The $2.4 million increase in net cost is primarily due to indexation of expenses, movements in employee entitlements and lower expenditure in 2015–16.


The $2.4 million decrease in net cost is primarily due to movement in resource allocation between sub-programs from organisational restructures and the application of the 2016 service activity survey.




• Maintained community safety by timely responding to calls for police assistance.

• Received over 445 000 calls at the call centre from members of the public.

Targets 2016–17

• Continue to respond to high risk incidents to support community safety.

• Continue to enhance capabilities to manage high risk incidents through joint emergency services exercises.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

% of grade 1 taskings in the metropolitan area responded to within 15 minutes

≥80% 83.3% ≥80% 85.4%

% of 000 calls presented to Police Communications Centre by Telstra answered within 10 seconds

90% 92.75% 90% 92.13%

Police


Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of calls received by call centre n.a. 448 302 n.a. 415 197 No. of 000 calls presented to Police Communications Centre by Telstra

n.a. 146 844 n.a. 144 179

No. of grade 1 taskings in the metropolitan area n.a. 1 207 n.a. 1 206 No. of high-risk incidents attended by STAR Group n.a. 53 n.a. 71 No. of search and rescue operations attended by STAR Group

n.a. 546 n.a. 480

No. of times Police Operations Centre activated n.a. 23 n.a. 28 No. of times State Emergency Centre activated n.a. 11 n.a. 15 No. of joint emergency services exercises conducted with Emergency and Major Event Section support

75 63 75 74

Police


Program 2: Crime and Criminal Justice Services


SAPOL’s crime prevention and reduction and support of the criminal justice system contribute to the achievement of South Australia’s Strategic Plan and strategic priorities. To prevent crime and reduce offending, SAPOL works in partnership with the community and other agencies for an accessible and effective criminal justice system.

Sub-programs

2.1 Crime and Illegal Drugs

2.2 Criminal Justice and Custodial Services


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000


Total expenses 411 120 395 279 396 193 380 564

Income Fees, fines and penalties .............................................. 2 326 2 404 2 374 845 Sales of goods and services ......................................... 6 183 6 078 6 222 6 426 Resources received free of charge ............................... — 211 — 305

Total income 8 509 8 693 8 596 7 576


FTEs as at June (No.) 2 735.1 2 724.6 2 716.2 2 659.7

Police


Sub-program 2.1: Crime and Illegal Drugs


This sub-program involves expanding local community support and visibility to reduce crime, and the fear of crime. Leading multi-agency collaboration has enhanced SAPOL’s response to domestic and family violence. This sub-program also includes support and collaboration with victims of crime, use of intelligence, public education and technology to reduce cybercrime and innovative techniques to confiscate illicit profits and assets. SAPOL works with government, community, business and media to educate on the harm of illicit drugs.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 269 418 259 076 259 766 251 030 Income .......................................................................... 4 344 4 511 4 475 3 843


FTEs as at June (No.) 1 791.3 1 784.4 1 779.6 1 746.6





partially offset by






• indexation of expenses, movements in employee entitlements, additional police resources and lower expenditure in 2014–15 ($11.4 million)

• new initiative funding for data entry devices, body worn video and the HRMS replacement project ($1.0 million)

partially offset by


Police



• Continued reduction in the rate of robberies and related offences reported by victims.

• Received over 24 000 contacts including online reports to Crime Stoppers.

Targets 2016–17

• Continue working in partnership with the community and other key stakeholders towards reducing the level of offences against the person and property.

• Continue to focus on reducing the impact of illicit drugs in the community.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of recorded offences against the person as reported by/on behalf of victims per 1000 head of population

≤15.0 14.41 ≤15.0 14.59

No. of recorded homicide and related offences as reported by/on behalf of victims per 1000 head of population

≤0.03 0.03 ≤0.03 0.04

No. of recorded acts intended to cause injury as reported by/on behalf of victims per 1000 head of population

≤13.0 10.82 ≤13.0 10.69

No. of recorded sexual assault and related offences as reported by/on behalf of victims per 1000 head of population

≤1.3 1.16 ≤1.4 1.24

No. of recorded robberies and related offences as reported by/on behalf of victims per 1000 head of population

≤0.40 0.36 ≤0.40 0.41

No. of offences against the person detected by police and recorded on apprehension reports

≥11 000 10 646 ≥11 000 13 997

Level of alcohol related crime in licensed premises 1 860 1 870 1 862 1 923 No. of recorded offences against property as reported by/on behalf of victims per 1000 head of population Counting rule change. While the substance of the activity indicators remains the same, actual results for previous years are now not comparable. If the new counting rule had been used, the 2015–16 Projection would have been ≤46.41 and 2014–15 Actual would have been 46.55.

≤50.0 48.79

≤47.0 49.00

No. of recorded theft offences (excluding theft of motor vehicle) as reported by/on behalf of victims per 1000 head of population

≤24.0 23.49 ≤22.0 24.17

No. of recorded motor vehicle thefts/illegal use of motor vehicles as reported by/on behalf of victims per 1000 head of population

≤1.95 1.97 ≤1.7 1.91

No. of recorded serious criminal trespass offences as reported by/on behalf of victims per 1000 head of population

≤8.0 7.86 ≤7.0 7.66

No. of recorded property damage offences as reported by/on behalf of victims per 1000 head of population

≤14.0 13.74 ≤13.5 13.63

No. of recorded fraud/deception and related offences as reported by/on behalf of victims per 1000 head of population

≤1.75 1.75 ≤1.6 1.64

No. of offences against property detected by police and recorded on apprehension reports

≥19 000 18 331 ≥19 300 20 684

No. of illicit drug offences detected by police and recorded on apprehension reports

≥4 000 3 868 ≥3 000 4 911

No. of drug diversions recorded as part of the Police Drug Diversion Initiative

≥7 000 7 132 ≥5 000 5 581

No. of expiation notices issued for cannabis offences ≥9 000 9 406 ≥8 500 9 129 % of the community who think illegal drugs are a problem in their neighbourhood

<11% 11% <10% 9.5%

No. of clandestine labs detected 70 73 65 67 No. of participants attending Blue Light functions ≥40 000 41 474 ≥43 000 45 692 No. of active watch groups 750 779 862 837 No. of watch areas launched/relaunched 1 2 10 5

Police


2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of contacts including online reports to Crime Stoppers 22 823 24 929 18 000 18 523 Ratio of apprehensions to actions sent out by Crime Stoppers

n.a. 1:13 n.a. 1:9.8

No. of online reports to Crime Stoppers 4 347 4 490 3 000 3 140

Sub-program 2.2: Criminal Justice and Custodial Services


This sub-program aims to ensure safety in police holding facilities. SAPOL partners with government and the community on identifying and implementing legislative reform. Continuing to innovate to improve police prosecution processes for better criminal justice services is an ongoing focus for SAPOL.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 141 702 136 203 136 427 129 534 Income .......................................................................... 4 165 4 182 4 121 3 733


FTEs as at June (No.) 943.8 940.2 936.6 913.1





partially offset by





The $6.2 million increase in net cost is primarily due to indexation of expenses, movements in employee entitlements and lower expenditure in 2014–15.


• Continued high percentage of SAPOL prosecutions finalised by a guilty verdict or guilty plea.

• Continued to provide diversionary options for juveniles as appropriate.

• Processed over 34 000 prisoners through police holding facilities.

Police


Targets 2016–17

• Continue to provide specialist investigation support to the State Coroner.

• Continue to focus on providing safe custodial facilities.


2016–17

Target

2015–16 Estimated

Result 2015–16

Target 2014–15

Actual

% of SAPOL prosecutions which are finalised by a guilty verdict or guilty plea

82.2% 81.7% 80% 81.9%

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of apprehension reports and application files received at prosecution units

n.a. 71 475 n.a. 67 720

No. of prosecution charges initiated by police in state courts n.a. 111 564 n.a. 105 122 No. of coronial investigation reports (deaths) submitted by police to the State Coroner’s Office

n.a. 1 522 n.a. 1 452

No. of investigations referred by the State Coroner to SAPOL Coronial Investigation Section

n.a. 60 n.a. 59

No. of formal cautions (juvenile) issued n.a. 1 202 n.a. 1 284 No. of family conference referrals (juvenile) by police n.a. 810 n.a. 912 Proportion of juveniles for which an apprehension report results in a family conference

n.a. 14.76% n.a. 16.62%

No. of prisoners processed through police holding facilities n.a. 34 786 n.a. 32 518 No. of (unnatural) deaths in police custody — 2 — 1 No. of self-harm incidents (full investigation) in police custody

— — — —

No. of self-harm incidents (preliminary investigation) in police custody

— 13 — 15

No. of self-harm incidents (incident investigation) in police custody

— 145

— 96

No. of escapes from police holding facilities — 4 — 1

No. of Commissioner’s inquiries for police custody related matters

— 2 — 1

Police


Program 3: Road Safety


Policing for safer roads and road use across the state supports the achievement of South Australia’s strategic priorities. SAPOL road safety services include the regulation of road use, education and vehicle collision prevention. Police work in partnership with the community and other agencies to achieve better road safety outcomes for all South Australians and those visiting the state.

Sub-programs

3.1 Road Use Regulation

3.2 Education and Vehicle Collision Prevention


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000


Total expenses 115 629 110 055 106 089 102 969

Income Fees, fines and penalties .............................................. 419 427 411 3 396 Sales of goods and services ......................................... 6 238 5 479 5 836 4 423 Resources received free of charge ............................... — 1 317 — 1 185

Total income 6 657 7 223 6 247 9 004


FTEs as at June (No.) 675.9 672.6 681.2 667.3

Police


Sub-program 3.1: Road Use Regulation


This sub-program targets dangerous and high risk driving behaviours, and applies innovative policing practices in areas at high risk for fatal and serious injury crashes. There is a focus on recidivist dangerous road users and effective use of technology to support safer road use.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 91 172 86 843 82 078 80 615 Income .......................................................................... 6 356 6 916 5 942 8 777


FTEs as at June (No.) 520.7 518.4 519.1 510.0





partially offset by





• increased expenses resulting from the Police Enterprise Bargaining Agreement ($0.8 million)

partially offset by

• resources received free of charge for road safety cameras from the Department of Planning, Transport and Infrastructure in 2015–16 ($1.3 million)

• lower expenditure in 2015–16 ($1.2 million).




• indexation of expenses, movements in employee entitlements and lower expenditure in 2014–15 ($4.2 million)

partially offset by


Police



• Conducted over 550 000 driver screening tests.

• Continued emphasis on detecting dangerous and high risk driving behaviours.

Targets 2016–17

• Continue to target dangerous driving behaviours such as speeding, distraction, drink and drug driving.

• Continued focus on high risk areas for fatal and serious injury crashes.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of apprehension reports for traffic offences detected by police

24 500 24 603 24 000 24 991

No. of detections of drink driving n.a. 6 105 n.a. 6 347 No. of detections of drug driving n.a. 5 503 n.a. 4 945 No. of speed detection hours (mobile cameras, mobile radars and lasers)

100 000 85 463 125 000 96 584

No. of expiation notices issued for traffic offences n.a. 148 935 n.a. 147 672 No. of driver screening tests conducted 500 000 551 627 500 000 566 127 No. of detections as a percentage of the number of vehicles passing mobile speed cameras

≤1.00%

1.3% ≤1.00% 0.98%

No. of detections as a percentage of the number of vehicles passing fixed speed cameras

≤0.04% 0.029% ≤0.04% 0.04%

No. of drivers treated at hospital following a casualty crash recording a blood alcohol concentration exceeding the prescribed concentration of alcohol

n.a. 168 n.a. 151

Sub-program 3.2: Education and Vehicle Collision Prevention


SAPOL collaborates and engages with partners and local communities on road safety issues. This sub-program also includes understanding community needs and responding through the police role in education, collision prevention and road safety programs. SAPOL develops and delivers targeted road safety operations across the state.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 24 457 23 212 24 011 22 354 Income .......................................................................... 301 307 305 227


FTEs as at June (No.) 155.2 154.2 162.1 157.3

Police










• Conducted around 1000 road safety sessions to improve road safety and road user awareness.

• Worked with the community through Traffic Watch complaints to improve road safety.

• Continued emphasis on conducting corporate/statewide traffic operations.

Targets 2016–17

• Continue to conduct road safety programs to educate the public on safe road use practices.

• Collaborate and engage with the public and key stakeholders to understand community needs and reduce fatalities and serious injuries on South Australian roads.

Activity indicators

2016–17

Projection

2015–16 Estimated

Result 2015–16


Actual

No. of sessions conducted by the Road Safety Section 1 000 1 000 870 1 300 No. of traffic cautions issued as recorded on expiation notices

n.a. 59 912 n.a. 54 603

No. of Traffic Watch complaints received 27 000 26 860 20 000 21 304 No. of actions taken addressing Traffic Watch complaints n.a. 3 288 n.a. 6 232 No. of fatalities per 100 000 head of population n.a. 5.7 n.a. 6.7 No. of serious injuries per 100 000 head of population n.a. 45.7 n.a. 42.2 No. of casualty crashes (including fatal crashes) per 100 000 head of population

n.a. 316.9 n.a. 318.1

No. of crashes tasked to police in the metropolitan area as recorded by the Police Communications Centre

n.a. 12 724 n.a. 9 677

No. of corporate/state-wide traffic operations 40 44 30 43 No. of corporate/state-wide traffic operations that include a rural road safety component

20 22 20 26

Police


South Australia PoliceStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 535 709 519 467 514 024 524 361Long service leave............................................................. 20 552 19 992 19 827 27 074Payroll tax.......................................................................... 33 423 32 357 32 069 30 777Superannuation.................................................................. 83 802 81 553 81 182 67 232Other.................................................................................. 1 101 1 073 233 963

Supplies and servicesGeneral supplies and services........................................... 163 266 144 167 157 372 129 313Consultancy expenses....................................................... 108 105 105 129

Depreciation and amortisation.............................................. 24 080 25 848 26 601 25 859Intra government transfers.................................................... 1 190 3 166 960 —Other expenses..................................................................... 19 418 20 068 17 322 9 119

Total expenses 882 649 847 796 849 695 814 827

IncomeIntra-government transfers.................................................... 62 319 60 724 60 724 59 829Fees, fines and penalties...................................................... 7 886 8 173 7 973 8 367Sales of goods and services................................................. 24 841 23 776 24 372 23 835Interest revenues.................................................................. — 2 — 5Resources received free of charge....................................... — 1 585 — 1 587

Total income 95 046 94 260 93 069 93 623



IncomeAppropriation...................................................................... 790 854 755 336 757 567 732 750Other income...................................................................... — 9 325 — 3 136

ExpensesCash alignment.................................................................. — 29 821 — —Payments to Consolidated Account................................... 1 570 — — —


Total comprehensive result 1 681 -18 696 941 14 682

Police


South Australia PoliceStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 127 338 116 071 123 938 121 416Receivables.......................................................................... 8 364 8 235 4 821 8 106Inventories............................................................................ 276 276 265 276Other current assets............................................................. 2 207 2 167 2 545 2 127Non-current assets held for sale........................................... 9 893 9 893 10 217 9 893


Non current assetsInvestment properties........................................................... 1 259 1 259 1 259 1 259Land and improvements....................................................... 291 727 304 029 296 501 310 512Plant and equipment............................................................. 63 847 49 613 61 292 44 637Intangible assets................................................................... 10 079 14 135 4 006 18 517


Total assets 514 990 505 678 504 844 516 743

LiabilitiesCurrent liabilitiesPayables............................................................................... 56 939 55 725 51 661 54 511Employee Benefits

Salaries and wages........................................................... 22 549 20 848 14 587 19 147Annual leave..................................................................... 32 511 32 148 33 063 31 785Long service leave............................................................ 11 856 11 525 10 737 11 194

Short-term provisions............................................................ 16 179 15 711 16 067 15 243Other current liabilities.......................................................... 541 520 541 499


Non current liabilitiesLong-term employee benefits

Long service leave............................................................ 179 683 178 825 167 618 177 967Other................................................................................. 4 250 4 250 351 4 250




Net assets 110 656 108 975 119 825 127 671

Equity

Contributed capital................................................................ 85 220 85 220 85 220 85 220Retained earnings................................................................. -103 628 -105 309 -95 274 -86 613Asset revaluation reserve..................................................... 129 064 129 064 129 879 129 064

Total equity 110 656 108 975 119 825 127 671


Police


South Australia PoliceStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 670 897 650 752 643 645 659 537Payments for supplies and services...................................... 163 568 144 466 157 671 91 825GST paid................................................................................ — — — 14 893Intra-government transfers..................................................... 1 190 3 166 960 —Other payments..................................................................... 15 344 15 994 13 248 18 305

Cash used in operations 850 999 814 378 815 524 784 560

Cash inflowsIntra-government transfers..................................................... 62 319 60 724 60 724 82 460Fees, fines and penalties....................................................... 7 886 8 173 7 973 8 367Sales of goods and services.................................................. 24 725 23 660 24 256 17 207Interest received.................................................................... — 2 — 5GST received......................................................................... — — — 15 252Other receipts........................................................................ 8 8 8 —


State government


Cash alignment................................................................... — 29 821 — —Other................................................................................... 1 570 — — —




Cash outflowsPurchase of property, plant and equipment........................... 24 526 19 237 21 028 14 392


Cash inflowsProceeds from sale of property, plant and equipment........... 2 570 863 10 500 559

Cash generated from investing activities 2 570 863 10 500 559


Net increase (+)/decrease (-) in cash equivalents 11 267 -5 345 24 476 60 784




Assets received (+)/donated (-) free of charge...................... — 1 585 — 1 587

Police


Administered items for the South Australia PoliceStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 456 447 447 502Supplies and services

General supplies and services........................................... 2 389 2 331 2 331 2 270Grants and subsidies............................................................ 189 185 185 178Intra government transfers.................................................... 14 685 12 741 15 840 13 439Other expenses..................................................................... 82 220 71 639 88 363 74 054

Total expenses 99 939 87 343 107 166 90 443

IncomeIntra-government transfers.................................................... 2 366 2 308 2 308 2 257Fees, fines and penalties...................................................... 96 640 84 133 103 956 87 355Sales of goods and services................................................. 136 136 136 12Other income........................................................................ 152 148 148 136

Total income 99 294 86 725 106 548 89 760


IncomeAppropriation...................................................................... 645 618 618 675

Net income from/expenses to state government 645 618 618 675

Total comprehensive result — — — -8

Police


Administered items for the South Australia PoliceStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 14 038 14 037 12 878 14 036Receivables.......................................................................... 235 235 892 235


Total assets 14 273 14 272 13 770 14 271


Salaries and wages........................................................... 2 1 2 —Annual leave..................................................................... — — 77 —

Other current liabilities.......................................................... 7 663 7 663 7 001 7 663



Long service leave............................................................ — — 560 —

Total non-current liabilities — — 560 —


Net assets 534 534 511 534

Equity

Retained earnings................................................................. 534 534 511 534

Total equity 534 534 511 534


Police


Administered items for the South Australia PoliceStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 455 446 446 468Payments for supplies and services...................................... 2 389 2 331 2 331 2 266Grants and subsidies............................................................. 189 185 185 178Intra-government transfers..................................................... 14 685 12 741 15 840 13 451Other payments..................................................................... 82 220 71 639 88 363 73 526


Cash inflowsIntra-government transfers..................................................... 2 366 2 308 2 308 2 253Fees, fines and penalties....................................................... 96 640 84 133 103 956 87 355Sales of goods and services.................................................. 136 136 136 672Other receipts........................................................................ 152 148 148 94


State government

Appropriation.......................................................................... 645 618 618 675


Net cash provided by (+)/used in (-) operating activities 1 1 1 1 160

Net increase (+)/decrease (-) in cash equivalents 1 1 1 1 160



Police





Expenses



partially offset by


Income



The $11.4 million increase in current assets is primarily due to an increase in accrual appropriation which is reported in cash and cash equivalents.

The $7.6 million increase in total liabilities is primarily due to increases in employee entitlements.




The $12.6 million increase in income is primarily due to higher expiation fee revenue relating to road safety initiatives, including increased enforcement through additional red light, speed and point-to-point cameras.

The $12.6 million increase in expenses is primarily due to payments to the consolidated account associated with increased income.




The movements in cash outflows and inflows are generally consistent with the changes discussed above under the statement of comprehensive income.



Police


Additional information for administered items for South Australia Police Statement of cash flows

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Operating activities Cash outflows Employee benefit payments

Commissioner of Police .................................................... 455 446 446 468 Payments for supplies and services

Public Private Partnership Costs — Courts Administration Authority .................................................... 2 389 2 331 2 331 2 253 SA Police and Emergency Service Games ....................... — — — 13 Exhibit/unclaimed property ................................................ — — — —

Grants and subsidies Crime Prevention Council ................................................. 3 3 3 — Safer Communities Australia............................................. 125 122 122 119 SA Water — concession for emergency services ............. 61 60 60 59

Intra-government transfers Victims of Crime Levy ....................................................... 14 541 12 601 15 700 13 336 Other Intra-government transfers ...................................... 144 140 140 115

Other payments Payments to Consolidated Account .................................. 82 220 71 639 88 363 73 526


Cash inflows

Intra-government transfers Public Private Partnership Costs — Courts Administration Authority .................................................... 2 366 2 308 2 308 2 253

Fees, fines and penalties Infringement Notice Scheme — expiated fee .................... 82 110 71 532 88 256 74 052 Victims of Crime Levy ....................................................... 14 530 12 601 15 700 13 303

Sales of goods and services Exhibit/unclaimed property ................................................ 136 136 136 660 SA Police and Emergency Service Games ....................... — — — 12

Other receipts Other receipts ................................................................... 152 148 148 94


State government

Appropriation Appropriation..................................................................... 645 618 618 675


Net cash provided by (+)/used in (-) operating activities 1 1 1 1 160

Net increase (+)/decrease (-) in cash equivalents 1 1 1 1 160

Police


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000



Police


Police


Agency: Department of the Premier and Cabinet

Premier

Minister for the Public Sector


Premier and Cabinet


Contents

Objective ........................................................................................................................................ 152 Ministerial responsibilities .............................................................................................................. 152 Ministerial office resources ............................................................................................................ 153 Workforce summary ...................................................................................................................... 153 Program net cost of services summary ......................................................................................... 153 Investing expenditure summary .................................................................................................... 154 Program 1: Premier and Cabinet Policy and Support ................................................................ 155 Program 2: Strategic Engagement and Communications ......................................................... 158 Program 3: Agent-General ......................................................................................................... 160 Program 4: State Coordinator-General ...................................................................................... 162 Program 5: Support Services and Community Programs .......................................................... 164 Program 6: Office for Digital Government .................................................................................. 165 Program 7: Government Services .............................................................................................. 167 Program 8: Public Sector Performance ..................................................................................... 172 Financial statements ..................................................................................................................... 174 Summary of major variations......................................................................................................... 181 Additional information for administered items ............................................................................... 182

Premier and Cabinet


Objective

The Department of the Premier and Cabinet delivers specialist policy advice to the Premier and ministers and supports the Cabinet process. It also has overarching responsibility for Commonwealth-state relations and manages the Premier’s Council of Australian Governments (COAG) agenda. The department leads the implementation of South Australia’s strategic priorities and policy commitments in the areas of economic and social development, international relationships and strengthening engagement between government and the community.

The department provides direction and leadership to the South Australian public sector and leads key government initiatives to benefit other government agencies and the community. These include the provision of shared corporate and business services across government, management of the government’s information communication technology strategy and innovation, digital technology strategies and infrastructure, and delivery of government information, services and transactions through the Service SA network.



The Hon. JW Weatherill Premier

1. Premier and Cabinet Policy and Support

Nil

2. Strategic Engagement and Communications

Nil

3. Agent-General Nil

4. State Coordinator-General Nil

5. Support Services and Community Programs

Nil

6. Office for Digital Government Nil

The Hon. JR Rau Minister for the Public Sector

7. Government Services 7.1 Shared Services SA 7.2 Service SA 7.3 Chief Technology Officer 7.4 Strategic Procurement

8. Public Sector Performance Nil

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the ministers:

• Emergency services levy receipts

• Expiation receipts including the Victims of Crime Levy

• Firearm receipts

• Hospitals Fund — contribution

• Motor Accident Commission receipts

• Registration and Licensing collections and disbursements

• Stamp duties receipts.

Statutes


Premier and Cabinet



2016–17 Budget

Cost of provision

Minister $000 FTE

The Hon. JW Weatherill .......................................................................... 7 104 40.4

Workforce summary

FTEs as at 30 June

Agency 2016–17

Budget(a)

2015–16 Estimated


Department of the Premier and Cabinet ............................................. 1 541.6 1 611.2 1 499.1

Administered items for the Department of the Premier and Cabinet ........................................................................................ 1.6 1.6 1.6

Total 1 543.2 1 612.8 1 500.7

Add: FTEs transferred out:

State Records of South Australia to the Attorney-General’s Department on 1 July 2015 ............................................................ — — 32.8

Industry Participation Advocate to the Department of State Development on 1 July 2015 ......................................................... — — 7.4

Equals: Data published by the Office for the Public Sector (Department of the Premier and Cabinet)(c) 1 543.2 1 612.8 1 540.9



(c) Excluding the State Governor’s Establishment.



2016–17 Budget

2015–16 Estimated

Result 2015–16

Budget(a) 2014–15

Actual

Program $000 $000 $000 $000

1. Premier and Cabinet Policy and Support ............ 24 629 21 480 17 905 24 065

2. Strategic Engagement and Communications ...... 6 754 7 962 5 039 5 829

3. Agent-General ..................................................... 1 890 1 665 1 656 6 043

4. State Coordinator-General .................................. 1 012 985 976 426

5. Support Services and Community Programs ...... 19 334 18 876 18 534 17 694

6. Office for Digital Government .............................. 6 308 6 756 6 688 10 459

7. Government Services .......................................... 7 742 15 642 15 919 16 154

8. Public Sector Performance ................................. 7 399 8 323 7 482 9 060

Total 75 068 81 689 74 199 89 730

Premier and Cabinet



2016–17 Budget

2015–16 Estimated

Result 2015–16

Budget(a) 2014–15

Actual

Reconciliation to agency net cost of providing services(b)

Add: Net costs transferred out:

State Records of South Australia to the Attorney-General’s Department on 1 July 2015 ..... — — — 6 582

Industry Participation Advocate to the Department of State Development on 1 July 2015 .................... — — — 1 359

Equals: Net cost of providing services (as per agency statement of comprehensive income) 75 068 81 689 74 199 97 671

(a) Amounts may differ from 2015–16 Agency statements due to machinery of government changes and the realignment of corporate overheads across the agency.

(b) The net cost of services for individual programs are shown on a full-year basis, whereas the agency financial statements reflect revenues and expenses from the effective date of the transfer of some programs. This reconciliation shows the difference between the program notes and the financial statements.



This program represents continual investment in government information and communication technology services.

Estimated

completion

Total project


2015–16 Estimated



Existing projects Government Information and Communication Technology Services .. Jun 2017 26 982 5 425 5 293 5 293

Masterpiece Software Licences(a) ......... Jun 2017 7 458 1 489 — —


Annual programs Minor Capital Works and Equipment .... n.a. n.a. 799 778 778 Office of the Chief Information Officer Minor Works ......................................... n.a. n.a. 564 551 551 Service SA ............................................ n.a. n.a. 564 551 551 Shared Services SA ............................. n.a. n.a. 1 776 1 733 1 733 Voice Ancillary Equipment and Licences ............................................... n.a. n.a. 577 562 562


Total investing expenditure 34 440 11 194 9 468 9 468

(a) Contract for the licensing, maintenance and support of the Masterpiece financial system for two years.

Premier and Cabinet


Program 1: Premier and Cabinet Policy and Support


Coordination and leadership of cross-government policy on behalf of the Premier and Cabinet; leadership of the strategic economic and policy priorities of the state; support to the Premier in intergovernmental relations; leadership and coordination of the government’s international engagement and protocol functions; economic analysis to support the state budget and economic policy reforms; and support to Cabinet and Cabinet committees.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 13 448 12 346 12 010 12 218 Supplies and services ................................................... 10 476 5 723 4 991 4 300 Depreciation and amortisation expenses ...................... 172 181 189 158 Grants and subsidies .................................................... 864 3 319 958 8 312 Other expenses ............................................................ 69 88 123 -13

Total expenses 25 029 21 657 18 271 24 975

Income Commonwealth revenue .............................................. 130 63 — — Grants and subsidies .................................................... 229 76 87 385 Fees, fines and penalties .............................................. 1 1 — 1 Sales of goods and services ......................................... 35 32 279 469 Net gain or loss from disposal of assets ....................... — — — 5 Other income ................................................................ 5 5 — 50

Total income 400 177 366 910


FTEs as at 30 June (No.) 105.0 105.6 105.7 102.8



The $3.4 million increase in expenses is primarily due to funding in 2016–17 to enable the government to engage with the community to develop an informed response to the Nuclear Fuel Cycle Royal Commission Final Report which was released on 9 May 2016 ($4.6 million).


The $3.4million increase in expenses is primarily due to:

• additional expenditure to support South Australia’s expanding international engagement agenda ($1.5 million)

• additional expenditure reflecting South Australia’s contribution towards a national campaign to reduce violence against women ($1.1 million)

Premier and Cabinet


• funding for an early childhood data project undertaken jointly with the University of Adelaide ($0.9 million).


The $3.3million decrease in expenses is primarily due to:

• grant expenditure in 2014–15 for the establishment of a privately built and operated motor sport park at Tailem Bend ($7.5 million)

partially offset by

• expenditure in 2015–16 to support South Australia’s expanding international engagement agenda ($1.5 million)

• expenditure in 2015–16 reflecting South Australia’s contribution towards a national campaign to reduce violence against women ($1.1 million)

• expenditure in 2015–16 for an early childhood data project undertaken jointly with the University of Adelaide ($0.9 million)

• a transfer of funding in 2015–16 from the Department of State Development, the Department of Planning, Transport and Infrastructure, and the Department of Environment, Water and Natural Resources for the establishment of the Low Carbon Economy Unit ($0.6 million).


• Provided leadership across the public sector to support the delivery of the government’s priorities, including providing advice to Cabinet and support for Cabinet committees.

• Supported the Premier to secure the agreement with the Commonwealth Government on the National Disability Insurance Scheme transition to full scheme in South Australia and to secure additional funds for the SA Health system.

• Provided commercial advice to support the progress of key projects such as the Tailem Bend Motorsport Park, the Cyber Security Growth Centre, Adelaide Biomed City and the Northern Adelaide Food Park.

• Established an innovative mobile messaging program to deliver parenting advice to new parents.

• Provided strategic advice and across-government leadership to plan and deliver outbound and inbound international engagements, including critical business missions to both South East Asia and China.

• Developed and coordinated whole of government policy papers and reforms on a range of areas including domestic violence, boards and committees and vulnerable children.

• Coordinated the implementation of South Australia’s economic priorities.

• Issued call for Innovative Information and Communication Technology Expressions of Interest and received 187 from 103 suppliers — established Innovative ICT Transformation program.

Targets 2016–17

• Provide leadership to support the delivery of the government’s policy reform agenda and drive delivery of key innovative projects including; a trial of social impact investments, implementation of public value reforms and identification of innovative digital solutions to keep women safe.

• Optimise government’s international engagement efforts to deliver commercial outcomes which support job creation and growth in trade and investment in South Australia.

• Monitor the implementation of a Low Carbon Investment plan for South Australia through the newly established Low Carbon Economy Unit.

Premier and Cabinet


• Maximise outcomes for South Australia in state-Commonwealth negotiations in areas such as tax and revenue reform, health and education funding, counter terrorism and reducing violence against women.

• Establish the Nuclear Fuel Cycle Royal Commission Consultation and Response Agency to increase awareness of the Royal Commission’s report and facilitate the community consultation process.

• Develop legislation to remove legislative discrimination against lesbian, gay, bisexual, transgender, intersex and queer South Australians.

• Lead the implementation of a strategy to maximise economic, cultural and tourism opportunities from the submarine and shipbuilding contracts.

• Lead the whole of government implementation of South Australia’s economic priorities to support South Australia being the best place to do business.

• Coordinate and implement initiatives that make government regulations and decision-making faster and more efficient.

• Through the ICT transformation program, government will improve productivity and flexibility by moving towards buying expert services rather than managing and owning ICT in-house.

Premier and Cabinet


Program 2: Strategic Engagement and Communications


Provision of whole of government leadership in marketing and communications, including the monitoring of advertising expenditure and leadership of whole of government marketing campaigns. Provision of support for high-quality engagement with specific sectors and the community at large, including through best practice community engagement advice and management of engagement tools.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 3 298 3 256 2 193 2 639 Supplies and services ................................................... 2 370 3 692 4 126 2 776 Depreciation and amortisation expenses ...................... 61 59 36 32 Grants and subsidies .................................................... 2 691 3 028 935 2 300 Other expenses ............................................................ 20 25 20 128

Total expenses 8 440 10 060 7 310 7 875

Income Grants and subsidies .................................................... 1 088 1 508 1 345 1 779 Fees, fines and penalties .............................................. 412 405 405 115 Sales of goods and services ......................................... 75 74 411 140 Net gain or loss from disposal of assets ....................... — — — 1 Other income ................................................................ 111 111 110 11

Total income 1 686 2 098 2 271 2 046


FTEs as at 30 June (No.) 29.9 30.4 17.6 18.9



The $1.6 million decrease in expense is primarily due to:

• additional funding in 2015–16 for Brand SA ($0.7 million)

• expenditure in 2015–16 for the whole of government communications plan ($0.3 million)

• expenditure in 2015–16 associated with Country Cabinet in the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands ($0.2 million)

• expenditure in 2015–16 to promote job growth in small business within South Australia ($0.2 million)

• expenditure in 2015–16 for the Return the Marbles campaign ($0.2 million).



• additional funding for Brand SA ($0.7 million)

Premier and Cabinet


• additional expenditure to support South Australia’s expanding international engagement agenda ($0.5 million)

• variations to corporate expenditure allocated across programs ($0.4 million)

• expenditure in 2015–16 for the whole of government communications plan ($0.3 million)

• expenditure in 2015–16 associated with Country Cabinet in the APY Lands ($0.2 million)

• expenditure in 2015–16 to promote job growth in small business within South Australia ($0.2 million)

• expenditure in 2015–16 for the Return the Marbles campaign ($0.2 million).


The $2.2 million increase in expenses is primarily due to expenditure in 2015–16 to deliver community engagement activities including Country Cabinet, an upgraded YourSay website, GovChat community phone-ins and the Fund My Idea grant program.


• Developed the South Australian Prospectus to support overseas trade missions.

• Oversaw marketing strategies, including Jobs 2016, to promote the achievements of South Australian small businesses.

• Published The New Adelaide Magazine in the Weekend Australian to position the state as a great place to live, visit and do business.

• Launched the Adelaide to Zero Carbon Challenge to support the Carbon Neutral Adelaide initiative — seeking innovative solutions to reduce emissions, showcase Adelaide’s leadership in renewables and clean energy, and support entrepreneurship.

• Delivered three Country Cabinets with over 1800 people having attended Country Cabinet events during 2015–16.

• Delivered further rounds of the Fund My Idea and Fund My Community programs.

• Successfully implemented the transition to the new master media agency provider.

• Developed and released the South Australian Government Communications Plan 2015–16.

Targets 2016–17

• Strengthen the government’s capability to communicate effectively with South Australians through the introduction of a certified training course in strategic communications for key government communicators.

• Update the government communications plan for 2016–17.

• Deliver Open State — a program of events focussing on open and accountable government involving people in decision making — helping position South Australia as a test-bed for ideas that will drive investment.

• Deliver Fund My Community 2017 and three more rounds of the Fund My Idea program.

• Increase the YourSay community to more than 60 000 registered users.

Premier and Cabinet


Program 3: Agent-General


The Agent-General’s Office represents the Premier and Government of South Australia in the United Kingdom and Europe to advance the state’s development objectives as expressed in South Australia’s Strategic Plan. The office aims to increase awareness of Adelaide and drive preference for all the state has to offer, principally as a destination for foreign investment, migrants, students, tourists, and as a producer of premium food and wine.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 920 902 766 1 067 Supplies and services ................................................... 918 708 848 1 006 Depreciation and amortisation expenses ...................... 51 51 53 54 Grants and subsidies .................................................... 1 3 — 24 Other expenses ............................................................ 4 5 7 5 415

Total expenses 1 894 1 669 1 674 7 566

Income Grants and subsidies .................................................... 2 2 1 2 Sales of goods and services ......................................... 2 2 17 133 Interest revenue ............................................................ — — — 2 Net gain or loss from disposal of assets ....................... — — — 1 258 Other income ................................................................ — — — 128

Total income 4 4 18 1 523


FTEs as at 30 June (No.) 6.5 6.5 6.5 6.8







The $5.9 million decrease in expenses is primarily due to the return of proceeds from the sale of the former Agent-General’s residence to the Consolidated Account in 2014–15 ($5.5 million).

The $1.5 million decrease in income is primarily due to the net gain associated with the sale of the former Agent-General’s residence ($1.3 million).

Premier and Cabinet



• Implemented multiple investment attraction programs in the United Kingdom and priority European countries, demonstrating opportunities in South Australia’s resources, energy, defence, bio health and primary industry sectors.

• Supported visits to the United Kingdom and Europe by the Premier and a number of ministers, arranged meetings and organised events to access high level stakeholders.

• Implemented and supported a variety of campaigns and events promoting South Australia’s food and wine export and migration objectives.

• Continued to grow the South Australia Club, a highly successful business networking program initiated and managed by the Office of the Agent-General.

Targets 2016–17

• Continue to raise the profile of South Australia amongst corporate decision makers and persons of influence in order to capture a greater share of United Kingdom and European foreign direct investment projects.

• Implement promotional campaigns in support of South Australia’s food and wine export and migration objectives.

• Support visits by the Premier and ministers to the United Kingdom and Europe.

• Further strengthen strategic relationships with the Australian High Commission, Austrade offices in the United Kingdom and Europe, and priority industry and commerce associations.

• Continue to facilitate, expand and mobilise the South Australia Club in the United Kingdom to promote the state’s interests.

• Create and strengthen strategic relationships in France to maximise economic, cultural and tourism opportunities arising from the Commonwealth selection of DCNS France for the submarine contract.

Premier and Cabinet


Program 4: State Coordinator-General


Assists proponents with eligible private projects over $3 million to unlock red tape and delays across all levels of government to stimulate investment and jobs growth. Administers the government’s assessment of unsolicited proposals from the private and community sector.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 736 712 721 341 Supplies and services ................................................... 270 265 257 89 Depreciation and amortisation expenses ...................... 5 5 6 2 Grants and subsidies .................................................... 1 2 — 1 Other expenses ............................................................ 3 4 6 -1

Total expenses 1 015 988 990 432 Income Grants and subsidies .................................................... 1 1 1 4 Sales of goods and services ......................................... 2 2 13 2

Total income 3 3 14 6 Net cost of providing services 1 012 985 976 426 FTEs as at 30 June (No.) 5.0 5.0 5.0 3.5







The $0.6 million increase in expenses is due to the appointment of the State Coordinator-General and establishment of the office from 1 January 2015 ($0.5 million).


• Assisted private sector proponents by unlocking red tape and streamlining various approval processes across all levels of government for industrial, commercial and mixed use projects over $3 million of economic significance.

• Exercised broader powers to fast track the approval of projects prescribed in the Development Regulations 2008.

Premier and Cabinet


• Determined the assignment of private sector projects of economic significance to the Development Assessment Commission (DAC). Eleven proposals with a combined estimated value of $298.8 million were assigned to DAC.

• Administered 39 Unsolicited Proposals in accordance with the Guidelines for the Assessment of Unsolicited Proposals.

• Oversaw and assisted private sector projects case managed by other departments of economic significance to the state.

• Exercised powers conferred for the purposes of the Renewing our Streets and Suburbs program.

Targets 2016–17

• Continue to ensure action is taken to address any blockages that may be occurring with government agencies in fast tracking private sector developments.

• Ensure the case management service of private sector projects over $3 million in construction value continues to generate substantial economic activity and supports jobs growth in South Australia.

• Continue to manage the Unsolicited Proposals framework in line with its objectives to drive reform and vibrancy for all stakeholders.

• Continue to exercise powers conferred for the purposes of the Renewing our Streets and Suburbs program.

• Continue to exercise the State Coordinator-General’s powers to fast track the approval of projects under the Development Regulations 2008.

Premier and Cabinet


Program 5: Support Services and Community Programs


Ministerial and support services, and the delivery of corporate services to the Department of Treasury and Finance.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 15 687 15 248 19 552 21 185 Supplies and services ................................................... 7 192 7 041 9 765 8 165 Depreciation and amortisation expenses ...................... 144 129 204 189 Grants and subsidies .................................................... 16 60 — 73 Other expenses ............................................................ 106 133 225 -52

Total expenses 23 145 22 611 29 746 29 560

Income Grants and subsidies .................................................... 3 313 3 242 10 312 31 Fees, fines and penalties .............................................. 2 2 — 2 Sales of goods and services ......................................... 490 485 891 11 279 Net gain or loss from disposal of assets ....................... — — — 9 Other income ................................................................ 6 6 9 545

Total income 3 811 3 735 11 212 11 866


FTEs as at 30 June (No.) 143.3 142.2 170.5 163.6





The $7.5 million decrease in income and $7.1 million decrease in expense is primarily a result of discontinuing the provision of ICT services to the Department of Treasury and Finance ($6.0 million).



Premier and Cabinet


Program 6: Office for Digital Government


Progressing the government’s digital transformation of services delivered to South Australian citizens, by developing best practice policy, strategy and resources, securing ICT resilience and leading projects that foster collaboration between the public and private sectors.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 4 145 4 522 4 441 7 575 Supplies and services ................................................... 1 979 2 025 2 233 2 978 Depreciation and amortisation expenses ...................... 66 67 77 99 Grants and subsidies .................................................... 107 119 — 142 Other expenses ............................................................ 38 51 64 -9

Total expenses 6 335 6 784 6 815 10 785

Income Grants and subsidies .................................................... 11 12 7 69 Fees, fines and penalties .............................................. 1 1 — 1 Sales of goods and services ......................................... 13 13 120 182 Net gain or loss from disposal of assets ....................... — — — 4 Resources received free of charge ............................... — — — 31 Other income ................................................................ 2 2 — 39

Total income 27 28 127 326


FTEs as at 30 June (No.) 40.5 46.0 45.8 49.7








• a revised structure reflecting the abolition of the former Office of the Chief Information Officer ($2.5 million)

• expenditure in 2014–15 associated with payments for employee separations ($0.8 million).

Premier and Cabinet



• Led the open data program across government by hosting the Unleashed Open Data Competition and actively engaged agencies through a number of tools and guidelines to promote the release of their open data on <data.sa.gov.au>.

• Developed and launched an across-government digital transformation strategy, digital government action plan and a digital transformation toolkit to assist agencies to deliver on the Premier’s Digital by Default Declaration and digitally transform their services for citizens.

• Led two Premier’s D3 Digital Challenges focussed on active ageing and keeping women safe, which brought together government, digital entrepreneurs, industry, academia and the community to deliver digital solutions for challenges that South Australians face.

• Released the across government Top Ten Cyber Security Resilience and Preparedness Objectives to reduce risks and enhance the resilience of the government’s ICT systems.

Targets 2016–17

• Develop additional guidance for agencies to assist with the use of the cloud services policy, including clearer guidance in areas of security, finance and network traffic impacts.

• Develop a proactive social media policy and digital signatures policy to encourage agencies to use modern technologies to enhance their engagement activities and create more effective work processes.

• Lead the development of a 2016 Digital Landscape Report to highlight the progress government has made to develop digital capabilities and improve delivery of digital services to citizens.

• Deliver the 2016 Unleashed Open Data Competition and D3 Digital Challenges.

• Implement the Digital Service Standard, adopted from the Commonwealth Government.

Premier and Cabinet


http://data.sa.gov.au/

Program 7: Government Services


Provision of a comprehensive range of services to various government agencies and the community.

Sub-programs

7.1 Shared Services SA

7.2 Service SA

7.3 Chief Technology Officer

7.4 Strategic Procurement


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 94 621 96 850 96 715 97 477 Supplies and services ................................................... 96 864 97 712 97 759 97 657 Depreciation and amortisation expenses ...................... 8 053 7 991 11 125 8 884 Grants and subsidies .................................................... 248 626 — 850 Other expenses ............................................................ 823 1 079 1 645 574

Total expenses 200 609 204 258 207 244 205 442

Income Grants and subsidies .................................................... 34 073 33 604 33 233 32 467 Fees, fines and penalties .............................................. 16 16 2 12 Sales of goods and services ......................................... 158 726 154 944 158 089 156 006 Net gain or loss from disposal of assets ....................... — — — -175 Other income ................................................................ 52 52 1 978

Total income 192 867 188 616 191 325 189 288


FTEs as at 30 June (No.) 1 147.2 1 203.4 1 200.8 1 074.5

Premier and Cabinet


Sub-program 7.1: Shared Services SA


Provision of a comprehensive, cost-efficient range of corporate and business services, including the provision of payroll, accounting and financial services to various government agencies and business units.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 87 965 92 662 94 647 92 686 Income .......................................................................... 89 572 87 495 89 084 90 385

Net cost of sub-program -1 607 5 167 5 563 2 301

FTEs as at 30 June (No.) 708.1 766.0 772.4 675.2




• higher expenditure in 2015–16 associated with the CHRIS 21 payroll reform project ($3.1 million)

• delayed savings in 2015–16 associated with the implementation of the e-Procurement system across SA Health ($1.1 million).


The $2.0 million decrease in expenses is primarily due to decreased depreciation estimates ($2.0 million).




• Commenced the implementation of the roll out of the new CHRIS 21 payroll platform to state government agencies.

• Completed the transition for online payment services from the current legacy arrangements to the whole of government banking contract provider.

• Launched a mobile application for the e-Procurement system to improve payment times for invoices.

• Completed the implementation of the e-Procurement system in the Department of the Health and Ageing.

Targets 2016–17

• Complete the implementation of the CHRIS 21 payroll platform across state government agencies.

• Investigate potential solutions for the future management of financial systems across a number of state government agencies.

Premier and Cabinet


• Commence the implementation of an online purchase card tool across a number of state government agencies.

Sub-program 7.2: Service SA


The government’s single entry point for access to most government information and services.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 44 875 44 453 46 332 48 054 Income .......................................................................... 37 653 37 676 38 796 37 380


FTEs as at 30 June (No.) 324.6 323.4 320.5 279.8








• higher labour costs in 2014–15 ($2.6 million)

• payments associated with employee separations in 2014–15 ($0.5 million).


• Over 95 percent of registration and licensing transactions (by volume) are now available online.

• The proportion of Service SA customers that indicated they were satisfied with the overall quality of service increased to 97 per cent.

• Wait times in customer service centres have reduced by 36 per cent.

• Improved services to the southern community through the opening of a new service centre at Seaford Meadows.

• Migration to a new online shop and web presence for government to improve public access to government products and services.

Targets 2016–17

• Launch the new look and feel of <www.sa.gov.au> to improve the user experience.

• Improve services to the regional community.

Premier and Cabinet


Sub-program 7.3: Chief Technology Officer

Description/objective.

Provision of information communication technology (ICT) strategy and innovation to all government agencies to support the service delivery commitments to their customers.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 59 520 57 658 57 273 55 524 Income .......................................................................... 59 292 57 267 57 343 55 656

Net cost of sub-program 228 391 -70 -132

FTEs as at 30 June (No.) 52.1 52.1 47.4 57.5









• Initiated the extension of the central data network to provide wireless capability across government agencies.

• Implemented a range of digital workplace initiatives to enable activity based working and facilitate collaboration across the agency.

Targets 2016–17

• Provide easy access for all agencies to cloud services through an extension of the state’s internet gateway to major cloud providers.

• Support the implementation of a range of business process automation activities to help improve whole of government service delivery initiatives.

• In collaboration with other agencies, develop a proof of concept to enable the production of government licences and other tokens on mobile devices.

Premier and Cabinet


Sub-program 7.4: Strategic Procurement

Description/objective.

Provision of high quality and value for money procurement outcomes across government.

2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Expenses ...................................................................... 8 248 9 485 8 992 9 178 Income .......................................................................... 6 349 6 178 6 102 5 867


FTEs as at 30 June (No.) 62.4 61.9 60.5 62.0



The $1.2 million decrease in expenses is primarily due to the allocation of savings associated with the former Office of the Chief Information Officer ($1.0 million).






• Supported the establishment and delivery of the Innovative ICT Expression of Interest process which was released to market in 2015.

• Completed the transition to the new messaging and business communication services arrangement to replace the current electronic messaging services agreement.

• Completed a range of cross-government procurements which will deliver cost savings to government over the next five years.

Targets 2016–17

• Delivery of spend analytics reporting for agencies to assist in the achievement of procurement efficiencies.

• Ongoing strategic sourcing of goods and services to support cross-government efficiencies.

Premier and Cabinet


Program 8: Public Sector Performance


The Office for the Public Sector undertakes statutory responsibilities under the Public Sector Act 2009 and South Australian public sector leadership development, sector-wide reform and renewal, workforce data analysis and strategy development, enterprise bargaining and industrial relations, workers compensation performance and injury management services.


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

Expenses Employee benefit expenses.......................................... 8 619 9 294 8 510 10 591 Supplies and services ................................................... 3 553 3 972 4 022 4 531 Depreciation and amortisation expenses ...................... 243 241 279 206 Grants and subsidies .................................................... 37 60 30 76 Other expenses ............................................................ 44 61 87 -32

Total expenses 12 496 13 628 12 928 15 372

Income Grants and subsidies .................................................... 115 446 16 996 Fees, fines and penalties .............................................. 4 059 3 961 3 978 3 507 Sales of goods and services ......................................... 920 895 1 393 1 447 Net gain or loss from disposal of assets ....................... — — — 4 Other income ................................................................ 3 3 59 358

Total income 5 097 5 305 5 446 6 312


FTEs as at 30 June (No.) 64.2 72.1 72.9 79.3




• the transfer of the Simpler Regulation unit to the Department of Treasury and Finance ($0.4 million)

• expenditure in 2015–16 to administer the Jobs4YouthSA initiative ($0.3 million)

• expenditure in 2015–16 for the examination of employment classifications across government ($0.3 million).


The $0.7 million increase in expenses is primarily due to the establishment of the Reform unit within the Office for the Public Sector ($0.5 million).

Premier and Cabinet




• unachieved savings in 2014–15 associated with the rationalisation of public sector renewal and review functions ($2.0 million)

partially offset by

• the establishment of the Reform unit within the Office for the Public Sector ($0.5 million).


• recoveries in 2014–15 associated with administering Jobs SA ($0.3 million)

• agency contributions in 2014–15 to recover costs associated with an upgrade to the whole of government injury management system ($0.3 million).


• Supported the statutory role of the Commissioner for Public Sector Employment by:

– issuing determinations and guidelines, including the Redeployment, Retraining and Redundancy Determination

– continued the standardisation of conditions of employment and consistent human resource policies

– developing improved processes to capture the observance and understanding of the public sector code of ethics and values.

• Negotiated an extension to the South Australian Government Salary Sacrifice Arrangements (SAGSSA) Principal Agreement with Maxxia Pty Ltd until 2023 and implemented Maxxia’s commitment to employ 40 fulltime staff in a new customer service centre.

• Implemented new leadership development initiatives including the Gender Equality in Leadership Strategy, the Jawun Executive Placement Program and the Modern Manager Series.

• Negotiated the South Australian Public Sector Wages Parity Enterprise Agreement (Weekly Paid) 2015.

• Continued implementation of the Change@SA program including the completion of 90 day change projects.

• Facilitated the graduation of 130 trainees who successfully completed the Jobs4Youth program.

Targets 2016–17

• Lead Change@SouthAustralia 90 day projects and 30 day innovation challenges aligned to the government’s economic priorities and which solve complex, cross-sector and cross-government problems and realise benefits for the community, business and government.

• Implement a new ‘One HR for One Government’ model for the public sector to enable a focus on lifting professional standards, managing the performance of public servants and driving leadership excellence.

• Lead the negotiation of major enterprise agreements, manage public sector industrial dispute notifications and employment related litigation.

• Support the statutory role of the Commissioner for Public Sector Employment through determinations and guidelines and standardisation of employment arrangements and conditions.

• Coordinate public sector efforts to recruit 800 trainees and graduates by March 2018, to deliver on the modern public sector policy commitment through the Jobs4Youth Program.

Premier and Cabinet


Premier and CabinetStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 108 278 110 575 111 890 120 968Long service leave............................................................. 5 355 5 386 5 439 5 888Payroll tax.......................................................................... 7 901 7 873 7 976 7 191Superannuation.................................................................. 16 655 16 458 16 647 14 413Other.................................................................................. 3 284 2 838 2 955 9 082

Supplies and servicesGeneral supplies and services........................................... 121 910 119 426 122 406 122 800Consultancy expenses....................................................... 1 700 1 701 1 586 1 660

Depreciation and amortisation.............................................. 8 796 8 723 11 967 10 246Borrowing costs.................................................................... 12 12 12 —Grants and subsidies............................................................ 3 643 6 118 1 923 10 410Intra government transfers.................................................... 322 1 099 — 1 367Other expenses..................................................................... 1 107 1 446 2 177 6 016

Total expenses 278 963 281 655 284 978 310 041

IncomeCommonwealth revenues..................................................... 130 63 — —Intra-government transfers.................................................... 38 554 38 623 44 637 35 277Other grants.......................................................................... 276 269 364 452Fees, fines and penalties...................................................... 199 141 141 96Sales of goods and services................................................. 164 556 160 691 165 458 173 616Net gain or loss on disposal of assets.................................. — — — 789Resources received free of charge....................................... — — — 31Other income........................................................................ 180 179 179 2 109

Total income 203 895 199 966 210 779 212 370



IncomeAppropriation...................................................................... 78 456 81 213 75 551 86 974Other income...................................................................... — 2 757 — 6 465

ExpensesCash alignment.................................................................. — 7 961 — —


Total comprehensive result 3 388 -5 680 1 352 -4 232

Premier and Cabinet


Premier and CabinetStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 51 040 49 003 60 348 55 845Receivables.......................................................................... 24 398 24 397 24 281 24 396Inventories............................................................................ 93 93 92 93Other current assets............................................................. 1 766 1 766 1 926 2 367Non-current assets held for sale........................................... — — 4 242 —


Non current assetsLand and improvements....................................................... 5 987 7 355 18 845 8 736Plant and equipment............................................................. 30 799 26 634 26 781 22 688Heritage assets..................................................................... 27 27 27 27Intangible assets................................................................... 4 249 4 648 2 252 6 468Other non-current assets...................................................... 85 85 125 85


Total assets 118 444 114 008 138 919 120 705


Salaries and wages........................................................... 1 957 1 406 1 430 855Annual leave..................................................................... 10 121 10 083 11 630 10 368Long service leave............................................................ 7 296 7 251 7 826 7 206Other................................................................................. 713 713 772 713

Short-term provisions............................................................ 610 608 3 475 608Other current liabilities.......................................................... 600 600 388 600



Long service leave............................................................ 26 326 25 815 30 687 27 130Long-term provisions............................................................ 1 934 1 964 3 671 1 816Other non-current liabilities................................................... 540 900 900 1 260



Net assets 49 008 45 620 57 331 51 300

Equity

Contributed capital................................................................ 916 916 916 916Retained earnings................................................................. 45 752 42 364 47 143 48 044Asset revaluation reserve..................................................... 2 340 2 340 9 272 2 340

Total equity 49 008 45 620 57 331 51 300Balances as at 30 June end of period.

Premier and Cabinet


Premier and CabinetStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 140 334 144 292 143 828 155 838Payments for supplies and services...................................... 123 776 120 692 123 557 132 694Interest paid........................................................................... 12 12 12 —Grants and subsidies............................................................. 3 643 6 118 1 923 11 138GST paid................................................................................ — — — 5 600Intra-government transfers..................................................... 322 1 099 — —Other payments..................................................................... 1 032 1 135 1 866 5 750


Cash inflowsIntra-government transfers..................................................... 38 554 38 623 44 637 35 277Commonwealth receipts........................................................ 130 63 — —Other grants........................................................................... 276 269 364 2 137Fees, fines and penalties....................................................... 199 141 141 —Sales of goods and services.................................................. 164 555 160 690 165 457 178 831Interest received.................................................................... — — — 3Other receipts........................................................................ 180 179 179 2 347


State government


Cash alignment................................................................... — 7 961 — —




Cash outflowsPurchase of property, plant and equipment........................... 9 705 9 468 9 468 4 275Purchase of intangibles.......................................................... 1 489 — — 3 590


Cash inflowsProceeds from sale of property, plant and equipment........... — — — 5 584

Cash generated from investing activities — — — 5 584


Premier and Cabinet


Premier and CabinetStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Cash outflowsCash transfers from restructuring activities............................ — — — 7 153

Cash used in financing activities — — — 7 153

Cash inflowsCapital contributions from state government......................... — — — 916

Cash generated from financing activities — — — 916

Net cash provided by (+)/used in (-) financing activities — — — -6 237

Net increase (+)/decrease (-) in cash equivalents 2 037 -6 842 5 675 -7 504




Assets received (+)/donated (-) free of charge...................... — — — -10

Premier and Cabinet


Administered items for the Department of the Premier and CabinetStatement of comprehensive income

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000


Salaries, wages, annual and sick leave............................. 459 422 396 440Payroll tax.......................................................................... 8 8 8 —Superannuation.................................................................. 54 43 33 —Other.................................................................................. 9 9 9 16

Supplies and servicesGeneral supplies and services........................................... — — 235 202

Grants and subsidies............................................................ — — — 312Intra government transfers.................................................... 1 463 702 1 417 219 1 416 524 434 081Other expenses..................................................................... 17 933 16 792 17 245 1 965

Total expenses 1 482 165 1 434 493 1 434 450 437 016

IncomeIntra-government transfers.................................................... 852 736 824 026 823 926 434 412Fees, fines and penalties...................................................... 195 197 197 —Sales of goods and services................................................. — — 235 3Interest revenues.................................................................. 4 4 4 8Other income........................................................................ 626 732 607 887 607 887 99

Total income 1 479 667 1 432 114 1 432 249 434 522


IncomeAppropriation...................................................................... 2 460 2 361 2 325 2 511

ExpensesCash alignment.................................................................. — 3 505 — —

Net income from/expenses to state government 2 460 -1 144 2 325 2 511

Total comprehensive result -38 -3 523 124 17

Premier and Cabinet


Administered items for the Department of the Premier and CabinetStatement of financial position

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

AssetsCurrent assetsCash and cash equivalents................................................... 4 804 4 834 45 388 8 384Receivables.......................................................................... 13 13 137 13


Non current assets

Plant and equipment............................................................. — — 1 —

Total non-current assets — — 1 —

Total assets 4 817 4 847 45 526 8 397

LiabilitiesCurrent liabilitiesPayables............................................................................... 17 17 2 272 22Employee Benefits

Salaries and wages........................................................... 19 11 9 3Long service leave............................................................ — — 6 —

Other current liabilities.......................................................... 1 828 1 828 2 293 1 828



Net assets 2 953 2 991 40 946 6 544

Equity

Retained earnings................................................................. 2 953 2 991 40 946 6 544

Total equity 2 953 2 991 40 946 6 544


Premier and Cabinet


Administered items for the Department of the Premier and CabinetStatement of cash flows

2016-17Budget

2015-16Estimated

Result

2015-16Budget

2014-15

Actual$000 $000 $000 $000

Operating activitiesCash outflowsEmployee benefit payments................................................... 522 474 438 454Payments for supplies and services...................................... — — 235 2 147Grants and subsidies............................................................. — — — 312Intra-government transfers..................................................... 1 463 702 1 417 219 1 416 524 434 547Other payments..................................................................... 17 933 16 792 17 245 5

Cash used in operations 1 482 157 1 434 485 1 434 442 437 465

Cash inflowsIntra-government transfers..................................................... 852 736 824 026 823 926 434 412Fees, fines and penalties....................................................... 195 197 197 —Sales of goods and services.................................................. — — 235 55Interest received.................................................................... 4 4 4 8Other receipts........................................................................ 626 732 607 887 607 887 99

Cash generated from operations 1 479 667 1 432 114 1 432 249 434 574

State government

Appropriation.......................................................................... 2 460 2 361 2 325 2 511Payments

Cash alignment................................................................... — 3 505 — —

Net cash provided by state government 2 460 -1 144 2 325 2 511

Net cash provided by (+)/used in (-) operating activities -30 -3 515 132 -380


Cash outflowsCash transfers from restructuring activities............................ — 35 28 36 540

Cash used in financing activities — 35 28 36 540

Net cash provided by (+)/used in (-) financing activities — -35 -28 -36 540

Net increase (+)/decrease (-) in cash equivalents -30 -3 550 104 -36 920



Premier and Cabinet





Expenses

The $2.9 million decrease in expenses is primarily due to higher funding in 2015–16 associated with the CHRIS 21 payroll reform project ($3.1 million).

Income

The $3.9 million increase in income is primarily due to indexation associated with pricing in service delivery areas.






Expenses

The $48 million increase in expenses is primarily due to increased transaction volumes associated with the disbursement of fees and charges collected on behalf of the Motor Accident Commission and the Department of Planning, Transport and Infrastructure.

Income

The $48 million increase in income is primarily due to increased transaction volumes associated with the disbursement of fees and charges collected on behalf of the Motor Accident Commission and the Department of Planning, Transport and Infrastructure.




The movement in cash outflows and inflows is consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.

Premier and Cabinet




2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000 Operating activities

Cash outflows

Employee benefit payments Agent General ................................................................... 111 108 108 120 Parliamentary Salaries and electorate and expenses allowance .......................................................................... 411 366 330 331

Payments for supplies and services Promotion of the state ....................................................... — — — 1 959 AUSGoal ........................................................................... — — 235 183

Grants and subsidies Other ................................................................................. — — — —

Intra-government transfers Court Administration Authority .......................................... 1 393 1 359 1 359 — Emergency Services Levy ................................................ 42 795 42 188 42 088 — Hospital Fund .................................................................... 73 391 71 185 71 185 — Motor Vehicle Registration and Driver Licences ............... 490 267 470 558 470 558 370 079 Land Services Fees .......................................................... 15 818 15 343 15 343 158 SA Police — expiation notices .......................................... 50 078 48 829 48 829 57 982 SA Police — firearms ........................................................ 3 468 3 384 3 384 2 442 State Taxation Office — stamp duties ............................... 164 169 160 165 160 165 — Promotion of the state ....................................................... 1 079 1 500 1 047 — Government Workers Rehabilitation and Compensation Fund (GWRCO) ........................................ — 53 — — Motor Accident Commission ............................................. 601 228 583 150 583 150 — Outback Communities Authority........................................ — — — 3 866 Bank of Tokyo ................................................................... — 89 — — Other ................................................................................. 20 016 19 416 19 416 —

Other payments Promotion of the state ....................................................... 853 379 832 Other ................................................................................. 17 080 16 413 16 413

Cash used in operations 1 482 157 1 434 485 1 434 442 437 120

Cash inflows

Intra-government transfers Court Administration Authority .......................................... 1 393 1 359 1 359 — Emergency Services levy .................................................. 42 795 42 188 42 088 — Hospital Fund — contribution ............................................ 73 391 71 185 71 185 — Land Services Fees .......................................................... 15 818 15 343 15 343 158 Motor Vehicle Registration and Driver Licences ............... 490 267 470 558 470 558 369 614 SA Police — expiation notices .......................................... 50 078 48 829 48 829 57 982 SA Police — firearms ........................................................ 3 468 3 384 3 384 2 442

Premier and Cabinet


2016–17 Budget

2015–16 Estimated


2014–15 Actual

$000 $000 $000 $000

State Taxation Office — stamp duties ............................... 164 169 160 165 160 165 — Other ................................................................................. 11 357 11 015 11 015 3 866

Fees, fines and penalties Other ................................................................................. 195 197 197 —

Sales of goods and services Promotion of the State ...................................................... — — — 3 AUSGoal ........................................................................... — — 235 151

Interest received Other ................................................................................. 4 4 4 7

Other receipts Motor Accident Commission ............................................. 601 228 583 150 583 150 — Other ................................................................................. 25 504 24 737 24 737 —

Cash generated from operations 1 479 667 1 432 114 1 432 249 434 223

State government

Appropriation .......................................................................... 2 460 2 361 2 325 2 511 Payments

Cash alignment ................................................................. — 3 505 — —

Net cash provided by state government 2 460 -1 144 2 325 2 511

Net cash provided by (+)/used in (-) operating activities -30 -3 515 132 -386

Net increase (+)/decrease (-) in cash equivalents -30 -3 515 132 -386


Less cash transferred out — 35 28 36 534


Reconciliation to operating payments Operating payments (as per additional information for administered items) ................................................................ 1 482 157 1 434 485 1 434 442 437 120 Add: Transferred out:

Anzac Day Commemoration Council — — — 345

Equals: Operating payments (as per Administered items statement of cash flows) 1 482 157 1 434 485 1 434 442 437 465


Operating receipts (as per additional information for administered items) ................................................................ 1 473 667 1 432 114 1 432 249 434 223 Add: Transferred out:

Anzac Day Commemoration Council — — — 351

Equals: Operating receipts (as per Administered items statement of cash flows) 1 473 667 1 432 114 1 432 249 434 574

State government

Appropriation .......................................................................... 2 460 -1 144 2 325 2 511

Premier and Cabinet


Premier and Cabinet


Accounting standards

The financial statements included in the 2016–17 Agency Statements are special purpose financial statements.

Estimates in these financial statements have been prepared on a basis consistent with:

• Australian Accounting Standards, except where these notes indicate otherwise

• accounting policies expected to be used in preparing historically orientated general purpose financial statements for that year, and the same accounting policies have been used for the subsequent forecast years (forward estimates).

Reporting entities

The financial statements include all estimated assets, liabilities, incomes and expenses of individual agencies.

Consistent with Australian Accounting Standards, estimated transactions and balances that are controlled are budgeted for, and reported on, separately to estimated transactions and balances which are administered but not controlled by the agency.

Activities that are ‘controlled’ are those where the agency delivers services and governs the financial and operating policies so as to obtain benefits from these activities and assets in the pursuit of its objectives.

Generally, activities that are ‘administered’ are those where the agency provides a service or function on behalf of the Minister and is unable to use the resources for the furtherance of its own objectives.

Basis of accounting and measurement

The estimated financial statements include a statement of comprehensive income, statement of financial position and a statement of cash flows.

The format of these estimated financial statements is consistent with the model financial statements (prepared by the Department of Treasury and Finance for statutory reporting requirements) and is consistent with the requirements of AASB 101 Presentation of Financial Statements and AASB 107 Statement of Cash Flows.

The accrual basis of accounting has been applied in the preparation of the estimated financial statements whereby estimated assets, liabilities, equity, incomes and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.

Assets

Most government assets are valued at their written-down current cost. Otherwise agencies adopt one of the following measurement bases:

• fair value — is the price that would be received to sell an asset in an orderly transaction between market participants at measurement date.


• market value — amount that uses prices and other relevant information generated by market transactions involving identical or comparable assets.

• current cost — amount that would be required currently to replace the service capacity of an asset.

All non-current tangible assets, with a cost of acquisition greater than $1.0 million and a useful life of more than three years, are required to be valued at fair value unless excluded from the scope of Australian Accounting Standard AASB 116 Property, Plant and Equipment and/or an alternative valuation is specified by another accounting standard.

All intangible assets are measured at cost.

Depreciation and amortisation All non-current assets having limited useful lives are systematically depreciated over their useful lives in a manner that reflects the consumption of their service potential. The most common method used for calculating depreciation expense is the straight line method.

Certain heritage assets have very long and indeterminate useful lives. Their service potential has not, in any material sense, been consumed during the reporting period. As such, no amount for depreciation has been recognised in respect of those assets.

Assets acquired under finance leases are depreciated/amortised over the period during which the government is expected to benefit from use of the leased asset.

Employee benefits Employee benefits (including salaries and wages, annual leave, long service leave, skills and experience retention leave, sick leave and superannuation benefits) reflect those benefits accrued as a result of services provided by employees up to the reporting date.

Short-term employee benefits (expected to be settled within 12 months after the end of the reporting period in which the employee rendered the services) are measured at a nominal amount based on the remuneration rates an agency expects to pay. Examples of short-term employee benefits include salaries and wages and annual leave.

Long-term employee benefits (other than short-term) are measured at the present value of estimated future cash flows. An example of a long-term employee benefit is long service leave.

Sick leave For the majority of agencies, no liability will be recognised for sick leave.

There is no liability for non-vesting sick leave (a non-vesting entitlement is that which does not constitute a legal obligation of the employing agency until a valid claim is made by an employee or an event has occurred) if, on average, sick leave taken is less than total entitlements accruing.

Vesting sick leave entitlements are rare for state government employees.

Superannuation For most state government controlled agencies, the Treasurer assumes the accrued superannuation liability in return for periodic payments from agencies. Therefore, unless there are contributions due but not yet paid at the reporting date, there is no superannuation liability recorded for the agency.

Accounting Standards


Two types of superannuation plans are in operation currently in the public sector: defined benefit plans and defined contribution plans. In a defined benefit plan, a member’s entitlement is determined by reference to a formula based on years of membership and/or salary levels. In a defined contribution plan, a member’s entitlement is determined by reference to accumulated contributions made to the plan together with investment earnings thereon.

Under existing arrangements, the Treasurer is liable for any net deficiency in assets for the defined benefits plans. Deficits in defined benefit superannuation plans are recognised as liabilities in the statement of financial position for the Treasurer. The deficits are measured as the excess of employees’ accrued benefits resulting from services up to the reporting date over the fair value of the plan’s assets as at the reporting date.

Income recognition

Wherever possible, income is recognised when the transaction or event giving rise to the income occurs. As a result, all items of income are normally reported in the statement of comprehensive income when an agency obtains control over the respective amounts. In circumstances where it is not possible to determine objectively when control over the asset passes to the agency, the amounts are recognised upon receipt.

Appropriation The investment program requirements for agencies included in the agency statements may be funded through operating appropriation, operating receipts, the proceeds of asset sales, grants and through Commonwealth payments. Where the investment requirements of an agency are not funded from these sources, the state government funding of an agency’s investment program will generally be treated as an equity contribution from the government, as representative owner. These contributions are treated as contributions to equity rather than income in an agency.

Funds appropriated, but not required to meet current year cash outflows will be deposited with the Treasurer and will show as an asset in the agency’s statement of financial position.

Cash alignment policy

Where agencies have returned excess cash held to the Treasurer in accordance with the cash alignment policy, the payment is generally recorded as a ‘payment to government’ in the statement of comprehensive income. Some agencies have elected to repay debt or return contributed capital with excess cash balances. These transactions will be reflected in the statement of financial position.

Rounding

All estimated amounts in the financial statements have been rounded to the nearest thousand dollars, unless otherwise indicated.

Due to rounding, there may be instances where estimated financial statements and tables do not add correctly.

Accounting Standards


www.statebudget.sa.gov.au2016 17 State Budget

www.statebudget.sa.gov.au

Department of Treasury and Finance

State Administration Centre 200 Victoria Square, Adelaide South Australia, 5000

GPO Box 1045, Adelaide South Australia, 5001

Telephone: +61 (08) 8226 9500 www.treasury.sa.gov.au

2016 17 state budget - treasury.sa.gov.au · budget paper 4 . 2016–17 agency statements . volume...

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