Annual Report 2005 – 2006Annual Report 2005 – 2006 Department for Transport, Energy and Infrastructure Level 9 Roma Mitchell House 136 North Terrace ADELAIDE SA 5000 DX 171 PO

Annual Report 2005 – 2006

Annual Report 2005 – 2006 Department for Transport, Energy and Infrastructure

Level 9Roma Mitchell House136 North TerraceADELAIDE SA 5000

DX 171

PO Box 1WALKERVILLE SA 5081

Telephone: (08) 8204 8214Facsimile: (08) 8204 8216

www.dtei.sa.gov.au

Department for Transport, Energy and Infrastructure

Annual Report - DTEI (Print) ISSN 1448-7357Annual Report - DTEI (Online) ISSN 1448-742X


1 contents | overview | divisions | statutory information | financials | glossary

The Honourable Patrick Conlon MPMinister for Transport Minister for InfrastructureMinister for EnergyLevel 12Roma Mitchell House136 North TerraceADELAIDE SA 5000

The Honourable Carmel Zollo MPMinister for Road SafetyLevel 6ING Building45 Pirie StreetADELAIDE SA 5000

Dear Ministers

I have pleasure in presenting the Annual Report for the Department for Transport, Energy and Infrastructure for the year ended 30 June 2006.

The department continues to change to meet the diverse needs of the Ministerial portfolios and the government’s strategic directions. This report details the work, achievements and relevant statutory and financial information of the department and provides an insight into the priorities for 2006-07.

The department looks forward to a challenging and exciting year in which it will further contribute to the growth and prosperity of South Australia.

This report is a submission to Parliament and complies with the requirements of the Public Sector Management Act 1995, Air Transport Act 2002 and the Public Finance and Audit Act 1987. The report of the Commissioner of Highways under the provisions of the Highways Act 1926 is also incorporated within this document.

Yours sincerely

Jim Hallion

CHIEF EXECUTIVEDEPARTMENT FOR TRANSPORT, ENERGY AND INFRASTRUCTURE

29 September 2006



Chief exeCutive’s stAtement ...............................................3

ORgAnisAtiOn ChARt .............................................................7

ministeRiAl RespOnsibilities ................................................8

ADMINISTERED ITEMS AND STATUTES ...................................8

LEGISLATION .........................................................................8

bOARds And COmmittees .....................................................9

sustAinAbility ......................................................................10

sOCiAl inClusiOn ..................................................................12

tRAnspORt plAnning divisiOn ..........................................14

INTRODUCTION ...................................................................14

OBJECTIVES .........................................................................14

FUNCTIONS .........................................................................14

ACTIVITIES ...........................................................................14

HIGHLIGHTS FOR 2005-06 ...................................................15

THE WAY FORWARD FOR 2006-07 ......................................15

AiR tRAnspORt ACt 2002 ......................................................16

tRAnspORt seRviCes divisiOn .............................................17

INTRODUCTION ...................................................................17

OBJECTIVE ...........................................................................17

FUNCTIONS .........................................................................17

ACTIVITIES ...........................................................................17

HIGHLIGHTS FOR 2005-06 ...................................................20


publiC tRAnspORt divisiOn ................................................26

INTRODUCTION ...................................................................26

OBJECTIVES .........................................................................26

FUNCTIONS .........................................................................26

ACTIVITIES ...........................................................................27

HIGHLIGHTS FOR 2005-06 ...................................................32


eneRgy divisiOn ....................................................................35

INTRODUCTION ...................................................................35

OBJECTIVES .........................................................................35

FUNCTIONS .........................................................................36

ACTIVITIES ...........................................................................36

HIGHLIGHTS FOR 2005-06 ...................................................37


OffiCe Of mAjOR pROjeCts And infRAstRuCtuRe ..........39

INTRODUCTION ...................................................................39

OBJECTIVES .........................................................................39

FUNCTIONS .........................................................................39

ACTIVITIES ...........................................................................40

HIGHLIGHTS FOR 2005-06 ...................................................40


sAfety And RegulAtiOn divisiOn .....................................43

INTRODUCTION ...................................................................43

OBJECTIVE ...........................................................................43

FUNCTIONS .........................................................................43

ACTIVITIES ...........................................................................43

HIGHLIGHTS FOR 2005-06 ...................................................44


RegistRAR Of mOtOR vehiCles stAtistiCs ........................47

CORpORAte seRviCes divisiOn.............................................48

INTRODUCTION ...................................................................48

OBJECTIVE ...........................................................................48

FUNCTIONS .........................................................................48

ACTIVITIES ...........................................................................48

HIGHLIGHTS FOR 2005-06 ...................................................48

WAY FORWARD FOR 2006-07 .............................................49

OffiCe Of the Chief infORmAtiOn OffiCeR ......................50

INTRODUCTION ...................................................................50

OBJECTIVES .........................................................................50

FUNCTIONS .........................................................................50

ACTIVITIES ...........................................................................51

HIGHLIGHTS FOR 2005-06 ...................................................52


eneRgy effiCienCy ACtiOn plAn RepORt .........................53

Audit And Risk mAnAgement ...........................................55

fRAud ......................................................................................56

mAnAgement Of humAn ResOuRCes ...............................57

OhsW, inCluding injuRy mAnAgement ..........................62

disAbility ACtiOn plAn .......................................................64

ReCOnCiliAtiOn .....................................................................65

OveRseAs tRAvel ..................................................................66

COntRACtuAl ARRAngements ..........................................67

COnsultAnCies ......................................................................68

ACCOunt pAyment peRfORmAnCe ....................................68

fReedOm Of infORmAtiOn stAtement .............................69

AsbestOs mAnAgement ......................................................71

finAnCiAl stAtements .........................................................73

ACROnyms And AbbReviAtiOns .......................................147

Contents




The Department for Transport, Energy and Infrastructure (DTEI) aims to connect communities through the provision of safe, secure, efficient, reliable and sustainable transport, energy and infrastructure for all South Australians.

Transport, energy and infrastructure are interlinked in many ways so it makes sense to take a unified approach to deliver the best results for South Australians. These areas of the department’s responsibility effect all South Australians on a daily basis when they travel on the transport network, use energy for everyday living and rely on the infrastructure that forms the physical backbone of our communities. Consequently, the department’s work is of great interest to the public and it endeavours to excel in every activity that it undertakes and in the process overcome the many challenges and complexities that such a multifaceted portfolio will always face.

In particular, the department’s responsibilities are to:

• provide leadership in the development and implementation of transport policy options, infrastructure and services for all types of transport;

• improve public transport;

• provide advice on major energy market reforms;

• identify strategic infrastructure priorities and carry out infrastructure projects for the State;

• develop and administer the necessary legislative and regulatory framework to carry out these responsibilities;

• manage and control State owned transport assets; and,

• manage traffic on its State arterial road network.

During 2005-06 the department made progress in many of these areas of responsibility. These efforts were characterised by a professional approach, innovative practice and a commitment by the people in DTEI to serve the public to the best of their abilities.

The department’s work is focused on making a significant contribution towards achieving several key objectives in South Australia’s Strategic Plan

– growing prosperity, attaining sustainability and building communities. Under these objectives, the department’s subsidiary targets are to:

• invest in strategic infrastructure;

• reduce road fatalities and serious injuries;

• increase the use of public transport;

• lead Australia in wind and solar power generation;

• increase the use of renewable electricity and the energy efficiency of dwellings;

• build sustainable regional infrastructure;

• reduce energy consumption in government buildings;

• maintain a competitive business climate; and,

• treble the State’s export income.

The department worked diligently during 2005-06 and successfully implemented a range of operational and legislative measures to better serve the public and be responsive to the many and changing needs, some of which are outlined here.

Transport

Transport made some strong achievements through its efforts to improve the operations of the State’s entire transport system.

Major projects completed include the Mawson Transport Hub - ready for operation at the start of the university year in February, the Port River Expressway Stage 1, City West Connector, Riddoch Highway Duplication and an upgrade of the Dukes Highway. Projects that progressed mainly in planning during 2005-06 were the road and rail upgrade of the LeFevre Peninsula Transport Corridor, the tramline extension project, South Road upgrade, Bakewell Bridge replacement and the new Northern Expressway.

Considerable work was undertaken on State and national transport policy initiatives such as the AusLink corridors and the South East Freight Logistics Task Force.

Chief Executive’s Statement



Major public transport service changes were introduced in response to community needs and resulted in notably improved patronage including a 4.7 per cent increase for the bus system and total patronage across the Adelaide Metro system reaching approximately 64 million for the year. A number of measures to improve safety and security on public transport were implemented including closed circuit television (CCTV) audits, installation of high visibility emergency help phones at all major interchanges and the commencement of CCTV surveillance installations across the bus fleet. Innovative technology called Nomad OnBoard was introduced allowing passengers to download and store Adelaide Metro timetables on their mobile phones.

The State’s ferry service, an example of regional infrastructure provided by the department, was maintained with a first-rate operational availability of 99.8 per cent and carried some 1.6 million vehicles. Of particular note, the first ferry to be built in South Australia for almost half a century was completed and has the capacity to carry a fully laden semi-trailer.

The public were encouraged to ride their bikes when Safety in Numbers – A Cycling Strategy for South Australia 2006-2010 was released. This strategy shows the way forward to make cycling easier and more popular so the public can enjoy the many benefits of this activity.

The department maintained a total of 23 000 kilometres of road network, under the Commissioner of Highway’s responsibility, across the State with routine road maintenance as well as initiatives such as the new Long Life Roads Program and Black Spot funding to improve road safety and extend the life of these assets.

New technologies were enlisted for high-tech pedestrian level crossings installed at Salisbury as part of a broader push to improve rail safety. This was complemented by the airing of a hard-hitting public information campaign called Don’t Play with Trains.

The department found novel ways to communicate road and transport safety messages to the public through Start Safe, an early childhood teaching

resource that promotes the safety of babies and young children while playing and as pedestrians and passengers. In addition, the stop.think road safety campaign website was launched to help promote the consequences of irresponsible behaviour and provide background to road safety communications campaigns.

Significant legislative measures were introduced during the financial year with the aim of improving road safety. These included the introduction of the enhanced Graduated Licensing Scheme for novice drivers and the immediate loss of licence for a 0.08 blood alcohol reading and excessive speed over 45 km/h.

Energy

The Energy Division was formed on 1 July 2005 with the transfer of Energy SA and the Office of the Technical Regulator from the Department of Primary Industries and Resources SA, and the Microeconomic Reform and Infrastructure Branch of the Department of Treasury and Finance.

In partnership with government, industry and the community, the Energy Division worked towards providing a cost-effective, reliable and sustainable energy future for the State.

Progress in the gas and electricity markets through adjustments to relevant legislation, and the continued encouragement of competitive retail markets has resulted in around half of all small gas/electricity customers now being on energy market contracts.

Greening of government and the community has been advanced through initiatives that have reduced energy consumption in government buildings by 3.1 per cent against the 2000-01 baseline, and, at the community level, provided 2600 solar hot water rebates that are expected to save about 7000 tonnes of CO2 emissions and 400 rebates for photovoltaic systems that will save over 900 tonnes of CO2 each year.

The provision of industry-based seminars has noticeably improved the safety of gas and electrical contractors and workers. Fatalities are at an all time low, indicating that improvements to safety standards and practices are effective.




Infrastructure

The Office of Major Projects and Infrastructure was created on 30 May 2006. Formerly the Infrastructure Division of DTEI, it was created from the transfer of the Office for Infrastructure Development from the Department for Administrative and Information Services from 1 July 2005.

The Office of Major Projects and Infrastructure supported the economic, social and environmental development of the State by identifying infrastructure priorities, coordinating infrastructure planning and development and facilitating the timely delivery of key projects.

Such projects include the development of Outer Harbour into a major export/import facility by deepening the channel to accommodate larger ships, developing new grain facilities and improving rail and road freight access.

The Kangaroo Island Power Station, for use when mains supply power is interrupted, is being assisted by a State Government investment in a telecommunications network to remotely control the facility. Further regional infrastructure improvements were made to ferry services and freight logistic networks.

Stormwater management in South Australia took a large step forward with the signing of an agreement between the State Government and Local Government Association to implement priority stormwater infrastructure.

Chief Information Officer

The newly formed Office of the Chief Information Officer supports a range of information and communications technology (ICT) strategic planning and reforms across government.

Our people

The department is committed to protecting the health and welfare of its employees at work. This is encapsulated in the Workplace Safety Management Strategy and the number of targets achieved by the department including a significant reduction in average days lost to injury with 94 per cent of injured workers returning to work within five days and 100 per cent return to work in three months.

An effort in improving performance management in the department has resulted in 85 per cent of staff having development plans in place and training for managers on how to effectively address performance issues. The future workforce needs of the department are being considered through the creation of a Workforce Development Plan.

The way forward

In the coming year, the department will continue to focus on achieving the defined South Australia Strategic Plan targets.

Integration of planning processes will further augment efforts to achieve the State’s high-level goals and refine existing programs to support the requirements of government. This includes work to deliver the State’s major infrastructure projects through the Office of Major Projects and Infrastructure, as guided by the Strategic Infrastructure Plan.

Tackling greenhouse gas emissions in the energy sector by seeking efficient, low emission energy sources and supporting new technologies will be high on the agenda and pursued vigorously. Similarly, sustainable management of the State’s water resources, including stormwater, will be a priority.

The upward trend in public transport usage will see further changes made to services so that patronage continues to grow and be supported as part of a continuing investment to renew the entire fleet through the purchase of new buses that are fully accessible to people with disabilities.




Safety on our roads will be improved by introduction of new compliance and enforcement legislation, as part of a national approach, relating to vehicle safety and transport management practices in South Australia. The central component of these laws are ‘chain of responsibility’ provisions that will extend liability for road law offences to all parties whose actions, inactions or demands influence driver conduct on the road.

The commencement of drug drive legislation enforcement as a 12 month pilot project will fill a significant gap in the ability of the State to catch drivers who chose to take the most commonly used illegal drugs and drive. Further legislative road safety measure will effect the regression of licences for drivers on learner permits and provisional licences who commit offences.

South Australia will be at the forefront of marine safety with High Frequency marine radio communications to be provided along the State’s 5000-kilometre coastline. This new system will form a vital part of a uniform national marine distress and safety communications network.

A Workforce Development Plan will be finalised to ensure the department has a skilled and committed workforce to provide high quality services into the future. Priority areas for training and development will be technical specialist skills, policy development, project management, strategic planning and contract management. Our support for professional development and ability to offer rewarding and challenging jobs will be the key to being an employer of first choice.

Although in this role for only a short time, I have been encouraged by the professional approach and diligence of departmental staff. I look forward to the year ahead with the confidence that we can together improve our business and develop innovative solutions that best serve the public interest.




Office of the Chief

Information Officer

Transport Services Division

Safety & Regulation

Division

Public Transport Division

Energy Division

Office of Major Projects &

Infrastructure

Corporate Services Division

Jim HALLIONChief Executive

Department for Transport, Energy and Infrastructure

Commissioner of Highways

hon. Carmel ZOllO mlCMinister for Road Safety

hon. patrick COnlOn mpMinister for Transport

Minister for InfrastructureMinister for Energy

Organisation Chart

Transport Planning Division



ADMINISTERED ITEMS AND STATUTES

For the reporting period 1 July 2005 to 30 June 2006 the Ministerial portfolio structure for the Department for Transport, Energy and Infrastructure included:

Administered Items

The portfolio administers the following items on behalf of Ministers:

• Catchment Management Subsidy Scheme.• Contractors Deposits.• Emergency Services Levy Receipts.• Energy Management Task Force.• Expiation Receipts Including the Victims of Crime

Levy.• Firearm Receipts.• Flood Mitigation.• Hospital Fund – Contribution.• Lincoln Cove Marina.• Major Administered Projects.• Metropolitan (Woodville, Henley and Grange)

Drainage Scheme.• Minister’s Salary.• Motor Accident Commission Receipts.• Natural Gas Authority of South Australia.• Passenger Transport Research and Development

Fund.• Photovoltaic Rebate Program.• Registration and Licensing Collections and

Disbursements.• Renewable Remote Power Generation Program.• Stamp Duties Receipts• South-Western Suburbs Drainage Scheme.• Unclaimed Salary and Wages.

LEGISLATION

The department is responsible for administering the following legislation:

Minister for Transport

• Adelaide Railway Station Development Act 1984• Aerodrome Fees Act 1998• Air Navigation Act 1937• Air Transport (Route Licensing – Passenger

Services) Act 2002• Austral Asia Railway (Third Party Access) Act 1999• Civil Aviation (Carriers Liability) Act 1962• General Tramways Act 1884• Goods Securities Act 1986• Harbors and Navigation Act 1993• Highways Act 1926• Metropolitan Adelaide Road Widening Plan Act

1972• Mile End Underpass Act 2005• Mobil Lubricating Oil Refinery (Indenture) Act

1976• Morphett Street Bridge Act 1964• Motor Vehicles Act 1959• Non-Metropolitan Railways (Transfer) Act 1997• Oil Refinery (Hundred of Noarlunga) Indenture

Act 1958• Passenger Transport Act 1994• Proof of Sunrise and Sunset Act 1923• Protection of Marine Waters (Prevention of

Pollution from Ships) Act 1987• Rail Safety Act 1996• Rail Transport Facilitation Fund Act 2001• Railways (Operations and Access) Act 1997• Railways (Transfer Agreement) Act 1975• Road Traffic Act 1961• South Australian Ports (Bulk Handling Facilities)

Act 1996• Steamtown Peterborough (Vesting of Property)

Act 1986• Tarcoola to Alice Springs Railway Agreement Act

1974• TransAdelaide (Corporate Structure) Act 1998• Victoria Square Act 2005

Ministerial Responsibilities



Minister for Infrastructure

• Commissioner of Public Works Incorporation Act 1917

• Golden Grove (Indenture Ratification) Act 1984• Maritime Services (Access) Act 2000• North Haven Development Act 1972• North Haven (Miscellaneous Provisions) Act 1986• South Australian Ports (Disposal of Maritime

Assets) Act 2000• West Lakes Development Act 1969

Minister for Energy

• Australian Energy Market Commission Establishment Act 2004

• Electrical Products Act 2000• Electricity Act 1996• Gas Act 1997• Gas Pipelines Access (South Australia) Act 1997• National Electricity (South Australia) Act 1996• Petroleum Products Subsidy Act 1965• The Electricity Trust of South Australia (Torrens

Island Power Station) Act 1962• Petroleum Products Regulation Act 1995 Part 5

minister

number of boards and Committees

as at 30 june 2006gender statistics as at 30 june 2006

Minister for Transport 12Male 81 (67.50%)

Female 39 (32.50%)

Minister for Energy 8Male 57 (81.43%)

Female 13 (18.57%)

Minister for Infrastructure 3Male 10 (71.43%)

Female 4 (28.57%)

Minister for Road Safety 1Male 14 (73.68%)

Female 5 (26.32%)

Boards and Committees

Ministerial Responsibilities



The department contributes to Objective 3 Attaining Sustainability, in South Australia’s Strategic Plan, through a broad range of initiatives. These initiatives include:

A Greener and Cleaner Adelaide Public Transport Fleet

Compressed natural gas is used to power approximately twenty-eight per cent of buses within the Adelaide Metro fleet.

The diesel fuelled bus and train fleet runs on a five per cent biodiesel blend. Trials using twenty per cent biodiesel continue.

Diesel Vehicle Emissions

Upon securing $3.9 million in Commonwealth funding, the State’s Vehicle Emissions Test Facility was constructed at Regency Park during 2005-06 to facilitate a test and repair demonstration program commencing July 2006.

Travel Demand Management

The TravelSmart Program is aimed at reducing the use of cars, and promoting more sustainable forms of transport such as walking, cycling and public transport. It involves a variety of projects and initiatives in schools, workplaces and the community, and employs a range of information and behavioural change techniques to influence people’s travel choices. Projects include:

• TravelSmart Households in the West project – continued towards the target of engaging 23 000 households in the program by its conclusion at the end of 2007.

• Local Government Grant program – continued for its third year, providing funding to nine councils.

• Development of the TravelSmart Workplace program – designed to engage workplaces in introducing initiatives for their employees changed travel behaviour.

• The Walking School Bus trial – commenced in October 2005 and will run until September 2006. It is intended for this concept to be made available for school communities across the state.

The department also continued to promote safer, healthier and sustainable transport through education, information and travel behaviour change programs in schools and the community, including Bike Ed, Safe Routes to School and Walk with Care.

Sustainability



Port River Expressway, Stages 2 and 3 Project

Key components of this project relate to sustainability and are demonstrated by the contractor’s commitment to:

• Utilising recycled pavement materials.

• Recycling concrete as a working platform when unsuitable sub grade material is encountered.

• Recycling any steel found on site (e.g. old rail).

• Using second hand rail and fishplates and refurbished turnouts in the Port Flat Yard.

• Using bubble curtains during piling to provide silt control and noise protection for dolphins.

• Utilising solar powered navigation lights.

All storm water is either directed away from the river to the adjacent wetlands or treated prior to discharge into the river. No run-off is allowed from the bridges into the river.

Transport Operations

• A remediation program to manage soil contamination at the former Cockburn rail yard and at the Walkley Heights depot is being implemented.

• The department’s Environment Management System, currently used to manage environmental risks and impacts on road and bridge construction projects, is being expanded to include marine, fleet and other operational areas.

• The department has developed a policy on the use of recycled materials and is investigating opportunities for recycling on current projects.

• Statements of Significant Environmental Benefit continue to be provided for all clearance of vegetation, in accordance with the Native Vegetation Act. These statements cover aspects of re-vegetation, weed control and bush care to be undertaken, or a commensurate contribution to the Native Vegetation Fund.

Transit-oriented Developments

Transit-oriented Developments (TODs) are mixed use developments designed to maximise the proportion

of the population that has immediate access to public transport and achieve the targets for public transport patronage.

In July 2005, the department teamed with the Land Management Corporation, Department for Families and Communities, Planning SA and TransAdelaide to prepare an agreed set of TOD Principles. These principles have guided subsequent work on TODs including preparation of a TOD Implementation Strategy and Evaluation Methodology. Work was undertaken to evaluate potential TOD locations and ensure that potential TOD opportunities are not lost due to inappropriate development.

South Australia’s Greenhouse Strategy to Tackle Climate Change

In 2005 the government announced its intention to develop a Climate Change Strategy for the State. This department was responsible for coordinating the input from the transport and planning sector, including preparation of an Issues Paper and contributions to the Draft Strategy released in early 2006.

The department also assisted the advancement of the South Australian Government’s Climate Change Strategy through contributing to the development of the energy sector component of the consultation processes conducted direct with industry and the community, including the South Australian Energy Sector Advisory Group.

Triple Bottom Line

The department continued to apply the triple bottom line model for project evaluation, including input to the South Australian Government’s five-step process for infrastructure development.

Stormwater Management

The department assumed the State Government’s role in stormwater management in mid 2005 and the responsibility to improve sustainability through better management of water resources.

Sustainability



Wandering Star

Servicing metropolitan Adelaide and including the outer areas of Gawler, Mount Barker, Noarlunga and Seaford Rise areas, the Wandering Star provides young people with access to safe transport home on Friday and Saturday nights.

Special Events Services

Temporary bus route changes, bus stop, bus parking zones and taxi stands were established to ensure passenger transport needs were sufficiently met and that public transport to these special events such as the Royal Adelaide Show, Clipsal 500, Tour Down Under, Skyshow, Christmas Pageant and Anzac Day ran smoothly.

Driver Intervention Program

The Driver Intervention Program is aimed at young people under twenty-five years of age, who have L and P plate disqualifications, to address the high numbers involved in road trauma. This program delivers a confronting ninety-minute interactive workshop in which participants identify the potential risk and consequences of their actions. The program is conducted across nine metropolitan and ten country venues with approximately 4000 clients per year. Attendance is compulsory and required by law (Section 81b of the Motor Vehicles Act 1959).

Social Inclusion



Community Road Safety Groups

Currently there are thirty-four Community Road Safety Group’s – twenty-nine in regional and rural areas and five in metropolitan Adelaide – with approximately 350 volunteers. These groups are incorporated bodies with representatives from a cross-section of the community including Police, emergency services, service clubs, Local Government and the department.

Government support, including project funding, assists the groups to advance a range of initiatives encompassing:

• Youth and driver safety awareness.

• Installation of local road safety signs.

• Promotional displays for local events.

• Support for Driver Reviver initiatives.

• Installation of roadside crash markers.

Cycling Strategy

The Minister for Transport released Safety in Numbers, A Cycling Strategy for SA 2006-10 in February 2006. The Strategy provides a framework for State Government departments to promote ‘more people cycling safely more often’. The vision of the strategy is that ‘cycling is embraced throughout the community as an activity that contributes significant health, environmental, economic and social benefits for all South Australians’.

The strategy was prepared in conjunction with key stakeholders and consolidates actions from across government to progress cycling participation rates and safety, by providing safe facilities for cyclists in all new road projects or upgrades in urban areas. Partnerships with local government through the State Bicycle Fund also continued to deliver bicycle facilities on local roads and paths.

Roads

The department manages over 10 000 kilometres of unsealed roads across the unincorporated area of South Australia, in the Far North and West. These roads, including iconic outback routes such as the Strzelecki, Birdsville and Oodnadatta Tracks, are vital links for outback communities. In addition to the social network and benefits, they provide access to the region for important economic activities such as mining, agriculture and tourism.

In 2005-06, twelve patrol gangs completed routine maintenance across the network, comprising 10 850 kilometres of dry maintenance, 1045 kilometres of wet maintenance and 630 kilometres of patch grading.

Two re-sheeting gangs undertook periodic maintenance, including re-sheeting ninety-three kilometres of road and constructing a total of two kilometres of earthworks and five kilometres of floodways. Flood damage repairs were also undertaken in the Parachilna Gorge.

The department also played a key role in the State’s response and recovery efforts for the Mount Osmond, Eyre Peninsula bushfires and Virginia flooding, ensuring access to basic services, such as transport, water, sewage and power.

Social Inclusion



INTRODUCTION

The Transport Planning Division is responsible for policy and planning for all modes of transport.

OBJECTIVES

To provide leadership in development of transport options by providing policy, planning and investment advice to assist government to achieve its strategic objectives.

FUNCTIONS

Transport Planning Division’s functions are to:

• Identify emerging transport issues.

• Develop and evaluate policy approaches, frameworks and options.

• Produce detailed policies, concept plans and investment strategies.

• Facilitate policy implementation.

• Advise on the development and administration of transport legislation.

• Monitor and evaluate policy effectiveness.

During 2005-06, responsibility for road safety policy was transferred to the newly created Safety and Regulation Division.

ACTIVITIES

The operations of Transport Planning Division are summarised as follows:

Road Transport Policy and Planning

• Planning advice on road network strategies and improvements.

• Development and assessment of road project concepts and plans.

• Policies for access and management of heavy vehicles.

• Road asset management policy advice and program development.

• Coordination of the department’s Budget Bilateral process.

Sustainable Transport Policy and Planning

• Policy and planning advice for rail transport and public transport investments and transport demand management.

• Policy advice on the health and environmental impacts of transport, such as noise, air pollution and greenhouse gas emissions.

• Transport policy analysis and research, including benefit cost analysis of transport initiatives and transport pricing and charging.

• Policy advice on air transport, general aviation and airports, including coordination of South Australian Government input into Commonwealth aviation policy and regulatory matters.

Security, Legislation and Inter-government Relations

• Coordination of inter-government relations activities and policy advice and legislative development services.

• Policy advice and strategy development for freight logistics across all modes and facilitating improvements to Freight Logistics Systems.

• Development of policy framework and processes for a strategic approach to transport security in South Australia and facilitating implementation of Transport Security measures.

• Policy advice on ports, commercial shipping and marine transport issues.




HIGHLIGHTS FOR 2005-06

Policy Development and Investment Strategy

In line with the department’s budget strategy programs, the division is responsible for the development and provision of effective policy framework, specific transport policy, strategic planning and advice concerning legislation committed to the Minister. This includes delivery of an investment strategy for consideration by the Minister, and provision of funding for the development of concept plans to inform investment decisions made by the Minister and Cabinet.

Considerable time is spent by the department on national transport policy initiatives and significant work is undertaken with various industry bodies and businesses to facilitate the implementation of transport initiatives with the private sector.

AusLink Corridor Strategies

The State Government, together with the Australian, State and Territory Governments, commenced preparing strategies for each of the five AusLink corridors that are located either wholly or partially within South Australia. The purpose of these corridor strategies is to identify priority land transport needs along major Australian freight and travel routes to guide future planning and investment decisions in the short and long term (to 2030). The Perth-Adelaide and Adelaide Urban draft corridor strategies are nearing completion, while the Melbourne-Adelaide, Adelaide-Darwin, and Sydney-Adelaide corridors are at various stages of development.

South East Freight Transport Plan

In September 2005, the department and the South East Local Government Association (SELGA) established a South East Freight Logistics Task Force to develop a plan for an efficient freight transport network in the south east of South Australia, including road and rail access to export ports. The task force mapped current and future freight flows and examined the benefits and costs of various options to improve the efficiency and safety of freight transport in the region. Business cases for upgrading transport infrastructure were developed and a recommended plan of transport infrastructure improvements was presented to SELGA and the South Australian Minister for Transport. Subsequent joint submissions for funding support for a number of projects were submitted to the Commonwealth Government.

Metropolitan Adelaide Strategic Transport Evaluation Model (MASTEM)

Development of the new multi-modal transport planning and analysis model, Metropolitan Adelaide Strategic Transport Evaluation Model (MASTEM) suite, was completed in a co-operative research project between the Transport Planning Division of the department and the Transport Systems Centre (University of SA), Halcrow Pacific, Parsons Brinckerhoff, IMIS, ARRB Transport Research and Sinclair Knight Merz.

THE wAy FORwARD FOR 2006-07

The division will continue to identify opportunities to improve performance and outcomes in all areas of its operations.




Report Required under Section 19 of the Air Transport (Route Licensing-Passenger Services) Act 2002.

Operation & Administration of the Act - 2005/2006

Two Route Service Licences were in effect during Financial Year 2005/06: Adelaide-Coober Pedy and Adelaide-Port Augusta. Both were issued to operators of marginally viable routes in accordance with s5(3) of the Air Transport (Route Licensing-Passenger Services) Act 2002 ‘…to encourage an operator or operators of air services to establish, maintain, re-establish, increase or improve scheduled air services on the route.’

Details of the operation and administration of each licence is as follows:

Adelaide-Coober Pedy:

This route was declared by the Minister on 1 July 2004 and a route service licence awarded to Australiawide Airlines Ltd trading as Regional Express, as an Existing Operator on the route according to s12(1) of the Act, on 12 August 2004 for a period of two years.

Notice of the award was laid before both Houses of Parliament as required by s13 of the Act on 15 September 2004.

On 1 July 2005 Regional Express gave notice of an increase of $9.00 exclusive of GST in the fully inclusive economy fare as a result of the City of Coober Pedy reintroducing its $9.00 per passenger airport tax. Condition 4 of the route service licence allows the Minister to require the licence holder to reverse the increase unless he is satisfied that the increase is justified by increased input costs. No action was taken by the Minister.

On 26 January 2006 the Minister, pursuant to s10 of the Act, consented to the transfer of the licence from Australiawide Airlines Ltd to Regional Express Holdings Ltd. This was a name change resulting from the company’s public float.

On 15 May 2006 Regional Express gave notice to the Minister of an increase in its fuel levy from $22 to $27 per sector and its Adelaide Airport Head Tax charge from $3.30 to $6.60 per sector, both exclusive of GST. The Minister was satisfied that the increase was justified by increased input costs and took no action under condition 4 of the licence.

Adelaide-Port Augusta

Scheduled air services were withdrawn from the route on 8 November 2005 as a result of the closure of Airlines of South Australia.

The Minister declared the route pursuant to s5 of the Act on 24 November 2005 for the period 25 February 2005-31 December 2007 and called for expressions of interest to operate it.

The Minister awarded a single route service licence to O’Connor’s Air Services Pty Ltd trading as O’Connor Airlines on 6 January 2006 for the 12 month period 13 February 2006-12 February 2007. O’Connor Airlines duly commenced twice-daily weekday services on 13 February 2006.

Pursuant to s12 of the Act, notice of the award of the licence was laid before both Houses of Parliament on 2 May 2006.

On 10 May 2006 O’Connor Airlines gave notice of its intention to increase its one-way fares by $5 exclusive of GST with effect from 15 May 2006 because of increases in the price of fuel. The Minister was satisfied that the increase was justified by increased input costs and took no action under condition 4 of the licence.

Other Administrative Action

On 14 April 2006 the Minister issued an Instrument of Delegation to the Principal Adviser-Aviation & Planning Coordination in the Transport Planning Division of the Department for Transport, Energy and Infrastructure to carry out administrative functions under sections 5(8)(a), 7(2)(3)&(4), 10 and 14(1) of the Act.

Air Transport Act 2002



INTRODUCTION

The Transport Services Division works in conjunction with the Australian Government and local government to create integrated and safe transport facilities. It provides and maintains essential road infrastructure and marine facilities for urban, rural and remote communities and industries to generate social, economic and environmental benefits. It also ensures that ongoing public investment in transport infrastructure and services is properly planned, managed and protected.

The focus of the division is on the delivery of projects, maintenance and management of State controlled transport infrastructure in line with government policy and the strategic transport direction set by the government, and in South Australia’s Strategic Plan and the State Infrastructure Plan.

OBJECTIVE

To deliver and support safe, sustainable and secure transport that underpins the economic and social growth of South Australia.

FUNCTIONS

Transport Services’ functions are to:

• Maintain transport assets.

• Operate and manage the transport system.

• Deliver transport infrastructure.

As of 30 May 2006, the role of managing major transport infrastructure projects was transferred to the newly formed Office of Major Projects and Infrastructure.

ACTIVITIES

Operating and Maintaining Roads

• South Australia is served by a road network totalling in excess of 97 000 road kilometres. The Commissioner of Highways is responsible for over 13 000 road kilometres of sealed road, 10 000 road kilometres of unsealed road and eleven River Murray ferry crossings. This network comprises a number of road categories, including AusLink National Network (national highway), urban arterial and urban local, rural arterial and rural local.

• In 2005-06, $109.3 million was spent on the maintenance, rehabilitation or replacement of road assets, made up of $68.6 million on the state funded sealed network, $28.0 million on the federally funded AusLink Network (formerly National Highway Network) and $12.7 million on the unsealed network (including re-sheeting works).




• Routine road maintenance expenditure, addressing ongoing small-scale defects and cyclic maintenance work for road pavements, roadsides and roadside furniture, totaled $24.2 million for state and AusLink Networks.

• Contracts were awarded for the provision of Routine Road Maintenance over the next five years, on approximately half of the agency’s sealed road network.

• A total of $34.4 million was applied to pavement resurfacing and rehabilitation works. A total of 851 lane kilometres of resurfacing works and 204 lane kilometres of rehabilitation works were undertaken including $5.5 million to complete 16.7 kilometres of rehabilitation of the Dukes Highway between Bordertown and the Victorian border.

• $2.4 million was spent on the maintenance of the ferry vessels and the approaches, which meant a 99.8 per cent operational availability was sustained. It is estimated that the ferries carried 1.6 million vehicles in 2005-06. A further $2.2 million was spent on the ferry replacement program.

• The department commenced operation of the Adelaide City Council (ACC) traffic signal network in October 2005. The Traffic Management Centre provides a twenty-four hour a day, seven-day a week monitoring and fault reporting service for all ACC traffic signals.

• The review and optimisation of traffic signal operation continued during 2005-06. This work improves the efficiency of traffic flow, particularly along strategic routes in the metropolitan area.

• Average metropolitan travel speed over standard routes reduced slightly from 42.0kph to 40.8kph.

The Commissioner of Highways is responsible for managing the long-term physical condition of a range of infrastructure assets associated with this road network including:

• Road pavement, sealed, unsealed.

• Roadside amenity, facilities, vegetation, shoulders and drainage.

• Structures including bridges and culverts.

• Pavement marking and raised pavement markers.

• Traffic management facilities and systems.

• Road lighting.

• Regulatory signs, advanced direction signs and tourist signs.

• Bus way and park-and-ride facilities.

• Ferries and ferry landings.

The estimated total replacement value of the network road assets is $8.3 billion with a written down value of $4.3 billion.




Operating and Maintaining the Marine System

• Transport Services manages the state’s marine infrastructure assets across 4000 kilometres of coastline, in partnership with the community, the commercial fishing industry, local councils and other key stakeholders.

• The marine asset inventory includes ports, harbours, recreational and commercial jetties, marinas, lighthouses, boatyards, slipways, boat ramps, over 700 navigation aids and the West Lakes tidal flushing system.

• Dredging of the Port MacDonnell Harbour was undertaken in 2005-06, providing all tide access and a safe navigable channel from the sea to the boat ramp, to benefit both the commercial fishing fleet as well as the recreational boating community. In particular, deepening of the channel will ensure the long-term viability of one of the largest rock lobster fleets in the state.

• Major structural refurbishment of the Number One Berth at Port Lincoln was completed in December 2005. The $800 000 project included partial demolition and replacement of the timber structure to provide a new recreational fishing facility to the Port Lincoln community. Structural work included the replacement of old timber piles and girders, as well as the re-decking of the entire length of the jetty.

• DTEI administers the boating fund on behalf of the Minister for Transport. The aim of the fund is to provide recreational boating facilities, as recommended by the Committee. Projects completed in 2005-06 included construction of the Axle Stenross and Stansbury boat ramps.

Managing Rail Property

• Transport Services is responsible for land tenure issues, property management and disposal of operational and non-operational railway land and infrastructure. This rail land comprises more than 3000 properties throughout South Australia and includes approximately 800 kilometres of non-operational railway corridor land.

• The Rail Portfolio manages in excess of 400 leases and more than 1000 former Australian National Railway Commission licences. Tenancies consist of office accommodation, rail workshops, heritage rail operators, agricultural distributors, grazing and cropping licences, residential, licences for access, pipelines, drainage and community purposes and grain bulk handling facilities. These properties vary from large office buildings, railway station buildings, rail yards and workshops, to houses and vacant land.

• Transport Services settled seventy-two parcels of land for a gross revenue of $6.78 million.

• Work is progressing to finalise approximately sixty land divisions to enable transfer of land from the Australian Rail Track Corporation to the Minister for Transport. It is expected to be 60 per cent complete by the end of June 2007.

Project Delivery

Transport Services delivers projects linked to the objectives of South Australia’s Strategic Plan and the State Infrastructure Plan. This includes:

• Project management for infrastructure and non-infrastructure delivery.

• Contract management.

• Infrastructure planning and design services.

• Field delivery.





Port River Expressway

Stage 1 of the Port River Expressway linking South Road at Wingfield to Francis Street at Port Adelaide was opened to traffic in July 2005. With up to 23 000 vehicles per day using the road, this has resulted in a reduction of approximately 9000 vehicles per day on the adjacent South and Grand Junction Roads intersection. It has also reduced travel time for heavy freight vehicles travelling to Outer Harbor by more than ten minutes.

Construction of the bridges over the Port River (Stages 2 and 3) commenced in December 2005. The rail bridge is scheduled for completion in mid 2007, with the road bridge due to open in late 2007.

Le Fevre Peninsula Transport Corridor – Road and Rail Upgrade

An upgrade was commenced to the freight railway route from Birkenhead to Outer Harbor, which will link the new Port River rail bridge to Outer Harbor and improve transport efficiency and safety.

In 2005-06 the department:

• Undertook a comprehensive process of community engagement.

• Completed the upgrade of Pelican Point Road.

• Commenced the rail upgrade and installation of a second rail track.

• Completed the detailed design to deliver alternative access roads and extensive accommodation works.

Tramline Extension to Adelaide Railway Station

A detailed design was completed for extension of the tramline.

Feedback from interested parties and the public has resulted in amendments to the concept design.

Major construction works on the tramline are scheduled to start in the second quarter of 2007 and due for completion later that year.

South Road Upgrade

The upgrade of two key bottlenecks on South Road has commenced as the first stage of a plan to transform South Road into a continuous non-stop route from the Southern Expressway to the Port River Expressway.

This first stage, which will reduce congestion and improve safety, includes:

• Construction of an underpass at the South Road and Anzac Highway intersection.

• South Road to underpass the intersections of Grange and Port Road and the Adelaide to Outer Harbor rail line.

• Road widening on South Road between Port and Torrens Roads.

During 2005-06, Open Houses have been held to help gather information from the community and provide an opportunity for members of the community to find out more about the projects.

Planning for the Anzac Highway underpass has been completed and on the basis of reduced social, environmental and financial impacts, the State Government decided to widen the western side of South Road to accommodate the underpass. Purchases of land were commenced where owners approached the department. Major construction on this project is expected to begin in early 2008, with completion expected in late 2009.

Planning continues for the road alignment to accommodate the upgrade project from Grange Road to Torrens Road.

Northern Expressway

Planning investigations continued to define a proposed route for the Northern Expressway linking the Sturt Highway at Gawler to the recently opened Port River Expressway. This will include a new expressway between Gawler and Port Wakefield Road, and the upgrade of Port Wakefield Road.

The Expressway will provide links between the eastern states, the Riverland, Barossa Valley and Gawler




regions to the Port of Adelaide, reducing travel time by up to twenty minutes. It will also reduce the traffic flow and improve safety on other key local roads such as Heaslip Road and Angle Vale Road as heavy freight and other vehicles will take advantage of the travel time savings on the new Expressway.

Dukes Highway

Stage 2 of the Dukes Highway rehabilitation from Bordertown to the South Australian and Victorian border was completed.

As part of the $15 million federally funded upgrade, a total of 16.7 lane kilometres was rehabilitated in stage 2 and involved repairing the pavement, improving the overall shape of the road and shoulder sealing to extend the life of the pavement and improve safety and ride comfort for users.

Riddoch Highway Duplication

Duplication of the Riddoch Highway between Wireless Road and Pinehall Avenue, Mount Gambier was completed to improve safety and traffic efficiency. The upgrade included:

• Duplication of the highway to provide two lanes in each direction.

• Sheltered right-turn lanes at several locations.

• A landscaped central median.

• Kerbing.

• Street lighting.

Rural Overtaking Lanes

Two new overtaking lanes were constructed on state arterial roads. One lane was added on the Noarlunga to Cape Jervis Road, and an extension to an existing overtaking lane on the Noarlunga to Victor Harbor Road.

City West Connector

Construction of the City West Connector was completed with the final section between Henley Beach Road and Sir Donald Bradman Drive opened to traffic. Costing $13 million, the new major arterial road connects Adelaide’s ring roads, and eases traffic flow pressure in the City’s west.

Bakewell Bridge

The government has committed to replace the eighty-year old Bakewell Bridge on Henley Beach Road with an underpass.

Since June 2005 the department has been working with the community to develop a preferred scheme for the replacement structure. A range of communication activities have been undertaken to increase awareness of this project and provide interested parties with opportunities to contribute.

An Early Contractor Involvement contract was awarded to develop the preliminary design. The first contract of this type to be used by the department, involved the department working in conjunction with the contractors to complete the design.

Construction of the underpass is expected to be completed by the end of 2007.

Mawson Transport Hub

A public transport interchange and a new road link between Salisbury Highway and Main Street, Mawson Lakes including an overpass over railway lines, opened in February 2006.

The hub improves public transport options for Mawson Lakes residents, workers and students, and reduces road congestion.

Roads to Recovery

The Northern and Western Region manages the Australian Government’s Roads to Recovery Program allocation to the Department for Transport, Energy and Infrastructure, for the unincorporated area.




Round 2 of the program commenced in 2005-06, which will see $10.875 million allocated to road related projects within the unincorporated area over four years. In the May 2006 Federal Budget, this allocation was increased by $2.7 million to $13.575 million.

Projects completed in 2005-06 include:

• Construction and sealing of town streets in Penong, Fowlers Bay and Lyndhurst.

• Re-sheeting twenty kilometres of Yalata to Ooldea Road.

• Construction and sealing of the Yalata Bypass, seven kilometres of the Fowlers Bay Access Road, four kilometres of the Blinman to Wilpena Road and five kilometres of the Marree to Lyndhurst Road.

• The upgrade of signs on the Oodnadatta, Strzelecki and Birdsville Tracks.

Mid North Freight Route

The Mid North Freight Route (Warnertown to Peterborough via Jamestown and Gladstone) was opened to road train traffic in November 2005. The route provides a continuous link for road trains between New South Wales via the Barrier Highway to Adelaide, Western Australia and Northern Territory. The route also provides access for the movement of stock and mining products from east of the Flinders Ranges to Adelaide and other areas of the State.

Sturt Highway Projects

Funded by the Australian Government under the AusLink Minor Works Program, four junctions in Renmark were upgraded to improve safety and traffic flow for all road users travelling on the Sturt Highway through Renmark, including B-double vehicles and buses. The upgrade covered approximately 2.5 kilometres between 28th Street and the Renmark Golf Club entrance and included installation of a right turn lane from the Sturt Highway into the Renmark Golf Club, upgrading the right turn lanes into both legs of 28th Street, and upgrading turning lanes for access to Almondco and Airport Road.

The Waikerie Bypass on the Sturt Highway was upgraded and funded by the Australian Government through the AusLink Sturt Highway Upgrading Program. The upgrade was a major realignment that improves road safety by significantly easing the previously sharp curves.

Mass Action Program

Approximately $1 million was spent in 2005-06 on Mass Action road safety improvements along the Noarlunga to Cape Jervis Road. The works included:

• Road delineation improvements between Sellicks Beach and Second Valley, including the upgrade and installation of warning signs, edge lines, guideposts and raised pavement markers.

• Road safety improvements along the fifteen kilometre section of road between Myponga and Yankalilla, which included culvert extensions/upgrades, curve realignment, removal of trees and the installation of guard fencing.

• Installation of concrete retaining walls to stabilise the road pavement along the section of road south of Myponga.

Long Life Roads Program

The Long Life Roads Program is a new initiative introduced in 2005-06 as an investment of $22 million over three years; $5 million in 2005-06, $7 million in 2006-07 and $10 million in 2007-08.

The aim of the program is to increase road safety by improving the condition of South Australian roads and extending the road asset.

Projects delivered under this program include:

• Princes Highway shoulder sealing along the twenty-one-kilometre section between Henry Creek and Kingston - $1.5 million.

• Main North Road shoulder sealing along the thirty-one-kilometre section between Auburn and Tarlee - $1.25 million.

• Mallala to Two Wells Road, shoulder sealing and delineation improvements along the 7.1 kilometre section north of Two Wells - $0.34 million.




Level Crossing Safety Improvements

Safety improvements were undertaken at twelve level crossings as prioritised by the State Level Crossing Strategy Advisory Committee. Most of the works, totalling $2.65 million, were aimed at reducing the risk of queuing across the level crossings.

Works included replacing the existing pedestrian facilities at the Park Terrace level crossing, Salisbury, with new state of the art automated pedestrian gates, the first of their kind in South Australia. While improving safety and accessibility for all users, the gates also encourage improved pedestrian behaviour and provide for the needs of the disabled.

Safety was also enhanced through the upgrade of signage at 300 level crossings, in collaboration with Local Councils and Rail authorities, and the implementation of community education initiatives such as the Don’t Play with Trains campaign.

Emergency Response and Recovery

The department was an active player in the State Government’s response and recovery efforts for the Eyre Peninsula and Mount Osmond bushfires (January 2005), the Adelaide floods (November 2005), and Mid North floods (April 2006).

The department’s emergency roles in the bushfires and floods included technical expertise, traffic management and movement, damage assessments to state infrastructure, repairs to damaged roads and roadsides, animal carcass and waste disposal and direct assistance to affected residents through restoration of essential services such as water, sewage and power.

New Ferry for River Murray Crossings

A new ferry was completed in May 2006, the first ferry built in South Australia for almost half a century. The new steel ferry is part of a program to replace the current timber hulled ferries and has an increased load carrying ability, which enables it to carry a fully laden semi trailer as well as cars.




Black Spot Programs

The division completed twenty-five projects in 2005-06 under the federally funded AusLink program and State Black Spot program, focused on cost effective treatment of hazardous road locations. Projects completed include:

• Kings Road - upgrade including the reconstruction of the roundabout at Kings Road and Martins Road and road widening and traffic management improvements along Kings Road between Lavender Drive and Southcott Terrace.

• Loxton to Murray Bridge Road junction with Purnong to Murray Bridge Road, Burdett - intersection improvements including a new T-junction layout that improves safety by better defining the junction for approaching drivers and also increases visibility.

• Noarlunga to Victor Harbor Road - shoulder sealing at various locations on the 12.5 kilometre section between Main Road, McLaren Vale, and Old Willunga Hill Road.

Responsive Road Safety

Transport Services undertook twenty-five projects under this program, which aims to address road safety issues at specific locations within metropolitan Adelaide and rural areas. Works focused on improvements for pedestrians, cyclists and disabled road users, intersection improvements, roadside hazard protection and better driver information.

Specific projects completed include:

• Riddoch Highway/ Mingbool Road - upgrade involving the modification of the Mingbool Road junction with Riddoch Highway, near Mount Gambier.

• Safe Routes to School/ Walk with Care programs - infrastructure improvements to address safety issues associated with students and the elderly.

• Golden Grove Road, One Tree Hill Road to Grenfell Road East - improvements including seal widening, shoulder sealing and minor junction upgrades to improve the safety and efficiency of the road section.

Lincoln Highway

Commenced in 1997-98, this project has seen the road widened from 6.2 metres to eight metres, and the worst sections rehabilitated, from thirty kilometres north of Cowell to Tumby Bay, a total length of 126 kilometres. The last twenty-two kilometres of the Lincoln Highway was widened during 2005-06.

Wallaroo to Port Wakefield, Kulpara to Port Wakefield Section

Reconstruction and widening of the Wallaroo to Port Wakefield Road between Kulpara and Port Wakefield was substantially completed with the remaining 5.7 kilometres opened to traffic in July 2006.





Rural Overtaking Lanes

Construction of the Sellicks Beach overtaking lane on the Noarlunga to Cape Jervis Road will be completed.

Upgrade of the Sturt Highway (Gawler to Nuriootpa)

Planning for the upgrade of the Sturt Highway (Gawler to Nuriootpa) will commence. This is a fully funded AusLink project and will build on the proposed Northern Expressway project to further improve transport access to the Port of Adelaide. It will include some sections of duplication, junction improvements and pavement strengthening.

Marine Facilities

Completion of the refurbishment of the in-shore section of the Beachport Jetty.

Completion of the Cape Jervis Ferry Facility upgrade including improved signage, traffic control, bus parking and pedestrian facilities.

Level Crossing Safety Program

Upgrade of the rail level crossings across the metropolitan and regional areas will continue. This involves the implementation of active signal and other traffic management controls to manage traffic queues in the vicinity of level crossings and to specifically prevent queuing over the rail crossing itself.

Major Projects

Transport Services will provide technical support to the Office of Major Projects and Infrastructure for the delivery of major projects including:

• Port River Expressway (Stages 2 & 3).• Le Fevre Peninsula Transport Corridor.• Tramline extension.• South Road Upgrade.• Northern Expressway.• Bakewell Bridge.




INTRODUCTION

The division brings together all the key functions of good public transport; combining service design, marketing, infrastructure and service planning within the Department for Transport, Energy and Infrastructure.

The Public Transport Division oversees South Australia’s land based passenger transport network.

This includes all forms of land transport that carry passengers for reward, including buses, trains, trams, hire cars, taxis and horse-drawn vehicles. In this report, the term ‘public transport’ mainly focuses on subsidised regular transport services, generally provided in the Adelaide metropolitan area by buses, trains and trams. Public transport is therefore part of the overall passenger transport system overseen by the Public Transport Division.

OBJECTIVES

To provide improved passenger transport to meet the social inclusion, environmental, efficiency and safety objectives of the government by improving mobility and accessibility to enhance the quality of life of all South Australians.

FUNCTIONS

The division’s key functions are to:

• Manage passenger transport contracts.

• Plan passenger transport services.

• Maintain public transport infrastructure.

• Accredit and enforce the Passenger Transport Act 1994.

• Market passenger transport.

• Develop the passenger transport industry.




ACTIVITIES

South Australia’s passenger transport system is extensive and responds to community demands.

Key characteristics include:

• Approximately sixty-four million Adelaide metropolitan passenger trips per year and about seven million Adelaide taxi trips per year.

• About 43.6 million kilometres of services are provided each year.

• Over 1316 kilometres of Adelaide metropolitan bus routes; 120 kilometres of train line; eleven kilometres of tram line; twelve kilometres of O-Bahn bus way.

• A total of 244 bus routes, six train routes, one tram route and about 7500 bus stops.

• A total of 808 buses, 94 trains, 17 trams, 920 taxis and 71 Access Cabs.

• Approximately 150 country buses and eleven community passenger networks providing around 129 800 trips per month.

Patronage

In 2005-06 the Public Transport Division contributed to significant improvements for passenger transport users throughout the State.

Patronage in metropolitan Adelaide:

• Initial boardings on the public transport system increased by 4.5 per cent.

• Total patronage, including initial boardings and transfers, increased by 4.5 per cent across the Adelaide Metro network in 2005-06. This represents a cumulative growth of 15.8 per cent since the introduction of Adelaide Metro in April 2000.

When compared to 2004-05, total patronage on the:

• Bus system increased by 4.7 per cent in 2005-06.

• Train system increased by 4.7 per cent.

• Tram system decreased by 1.2 per cent.

• Total patronage, including initial boardings and transfers on the Adelaide Metro system was approximately 64 million.

Patronage growth is assisted by:

• Aligning services more closely to people’s travelling patterns.

• Improved services.

• Cost competitive fares.

• Improving facilities, including park-and-rides.

• Improving public perceptions of public transport through better information and marketing.

• Improving the bus fleet.

• Ensuring public transport information is readily available to customers.

• Promoting the value and advantages of public transport.

table 1 – Adelaide metro patronage (initial boardings) by mode

yearBus & Tram(millions)

Train(millions)

Total Initial Boardings(millions)

05/06 39.10 9.35 48.45

table 2 – Adelaide metro patronage (initial boardings) by passenger type

year Regular Concession Other


05/06 16.99 30.12 1.34 48.45

table 3 – Adelaide metro patronage (initial boardings) by ticket type

year Singletrip Daytrip Multitrip Other Free


05/06 10.66 1.88 34.45 1.46 48.45




Special Event Services

The division assisted with passenger transport for special events including the Royal Adelaide Show, Adelaide Airport Public Open Weekend, New Year’s Eve, Clipsal 500, WOMAdelaide, Tour Down Under, Skyshow, Christmas Pageant, Anzac Day and the Schützenfest.

Temporary bus route changes, bus stop, bus parking zones and taxi stands were established to ensure passenger transport needs were sufficiently met and that public transport to these events ran smoothly.

Footy Express

The crowds attending the football season varies as different games attract different crowds. The total patronage declined marginally, however the crowd numbers also declined. The table below shows figures over the past two financial years.

table 4 – footy express services

footy expressservices

TotalPatronage Crowd

Total % of Crowd*

2004-05 151 693 878 709 8.63%

2005-06 151 237 842 350 8.98%

increase/(decrease) on previous year

(0.3%) (4.1%)

*Percentage is based on a return trip per patron, ie one person to two trips.Note: Figures in the 2004/05 Annual Report differ as they were based on the calendar year.

Adelaide Free

Adelaide Free bus services provide free travel for customers in the central city area. Adelaide Free buses are fully accessible and powered by environmentally friendly compressed natural gas. The service has two routes:

• City Loop 99C includes the North Terrace precinct, Central Market and Hindley Street.

• Bee Line 99B travels through the centre of the city via North Terrace and King William Street.

table 5 – Adelaide free service

2004-05 2005-06increase from previous year

total patronage 3.23 million 3.28 million 1.55%

Regional Services

The division regulates and contributes to funding transport services within country and regional areas and fosters regional transport initiatives that involve extensive community consultation and detailed transport studies.

The new Murray Mallee Medical contract was awarded to Coorong Coaches on 2 September 2005. This service transports people from the Murray Mallee, Murray Bridge and surrounding areas to Adelaide for medical appointments.

A contract was awarded on 1 November 2005 to Gulf Getaways for services between Port Augusta and Leigh Creek and Port Augusta and Wilpena Pound.

A new one-year contract for the provision of a service between Yalata and Ceduna for the Aboriginal Community of Yalata was established with Coastlink Ceduna in December 2005.

In February 2006 the Gawler Dial a Ride service was extended to incorporate the Roseworthy area.

The new Mid North contract was awarded to Yorke Peninsula Coaches in May 2006. This service transports people from the Mid North to medical




appointments in Adelaide four days a week. On the remaining day it provides links from the small communities in the Mid North to Clare, plus an around town service within Clare.

Country bus patronage for 2005-06 increased by 7.03 per cent on the previous year to a total of 970 441.

Provincial City Bus Services

Reviews of regional passenger transport services in the six provincial cities of Murray Bridge, Port Augusta, Port Pirie, Whyalla, Mount Gambier and Port Lincoln were completed by the division to ensure passenger transport services are aligned with the respective community’s needs.

As a result, the service delivery mode for around town services in Port Lincoln was changed in November 2005 from a traditional fixed route service to a pre-booked, demand responsive service.

Murray Bridge commenced a Dial a Ride service for customers on 27 March 2006 replacing a fixed route service during the day. The new flexible service picks customers up at their door and takes them to their destination of choice within the operating boundary.

Provincial city bus patronage for 2005-06 increased by 1.47 per cent on the previous year to a total of 587 278.

Asset Improvements

Bus Replacement and Design

Forty-three new buses were commissioned into the Adelaide Metro fleet in 2005/06. They comprise fifteen articulated buses, fourteen rigid buses and fourteen rigid O-Bahn buses. All new buses are fully accessible and have refrigerated air-conditioning.

Most buses used in the Adelaide Metro fleet are government owned. Fifty-three per cent of the fleet is wheelchair accessible and sixty-nine per cent of the fleet is air-conditioned. The entire bus fleet in the Outer South and Adelaide Free contract areas is fully accessible.

Adelaide Metro Facilities

A range of improvements were made to Adelaide Metro facilities in 2005-06 including:

• Bus Stops: 120 new bus stops due to route changes were installed in the Adelaide metropolitan area.

• Information Units: approximately 1039 information units were installed in 2005-06.

Park-and-Ride

Park-and-ride facilities are provided by the department to encourage people to use public transport for part of their journey to work. During 2005-06 an additional 200 car parking spaces were provided; 120 at Mawson Interchange, fifty spaces at Klemzig Interchange, twenty at Parafield Station and ten at Largs Station.




Safety and Security

When people feel safe and secure on the public transport system they are more likely to use it.

To this end, the government made further improvements to safety and security on the Adelaide Metro network in 2005-06. In accordance with Commonwealth and State Agreements, the Public Transport Preventative Security Committee continued to oversee the implementation of the Land Transport Security Strategy and improved security measures identified in the strategy, including:

• Completion of Closed Circuit Television (CCTV) audits at major interchanges to determine the effectiveness of current systems, to identify weakness points and to provide recommendations for consequent corrective procedures.

• Improved depot security systems.

• Commenced CCTV surveillance installations across the entire bus fleet.

• Upgraded Modbury, Paradise and Klemzig Interchange CCTV surveillance infrastructure to allow for future expansion.

• Installed surveillance cameras at Klemzig Interchange to provide coverage of the new car park.

• Introduced high resolution day/night dome cameras across all interchange car parks to provide better images in all lighting variants.

• Installed high visibility Emergency Help Phones at all major interchanges.

• Addressed potential terrorist threats through the relocation of bike lockers. Over 330 secure bike storage locations now exist on the Adelaide Metro network.

Information for Customers

Chain of Information

The Chain of Information Program was developed based on research that highlighted that a lack of understanding and subsequent lack of consumer confidence in the public transport system, were impediments to people using public transport.

Taking information to the customer and the community has played a key role in growing patronage by 15.8 per cent since its implementation in April 2000.

Information for passenger transport customers includes:

• Two websites, www.adelaidemetro.com.au for Adelaide Metro services and www.bussa.com.au for regional bus services.

• The Adelaide Metro InfoLine – 8210 1000, toll free number 1800 182 160 for callers outside the metropolitan area and 8303 0844 for hearing impaired (TTY).

• The Adelaide Metro InfoCentre located on the corner of Currie and King William Streets in the city.

• Adelaide Metro Roadshow.

• Comprehensive kerbside and interchange information.

• InfoBars at point of ticket purchase.

• Regular media information.

• Active and Older and Workplace Deal programs.


http://www.adelaidemetro.com.au

http://www.bussa.com.au



Adelaide Metro Website

In 2005-06 the Adelaide Metro website recorded:

• 16.7 million total hits.

• 1.3 million total visitor sessions.

• 473.24Gb downloaded.

• The most popular pages of the website were the SMS and e-mail subscription and the Find Your Timetable by Suburb pages.

The Adelaide Metro Electronic Mailing list using both SMS and e-mail sent a total of 187 752 messages advising over 7000 subscribers of service interruptions and improvements.

InfoBars

As at 30 June 2006, there were 352 InfoBars located in the metropolitan area. The InfoBars are in the Adelaide Metro livery and contain timetables for Adelaide Metro services relevant to the location of the InfoBar, along with various guides.

There were 26 major self-service displays at shopping centres, campuses and other high pedestrian traffic locations as at 30 June 2006.

Brochures and Timetables

The division continued to distribute brochures and timetables to customers.

• A total of 4.26 million timetables were distributed with the most popular timetable being the Gawler Central train timetable.

• A total of 1.69 million brochures were distributed with the most popular publication being the MetroGuide.

Adelaide Metro InfoLine

The Adelaide Metro InfoLine is available to customers between 7.00 am and 8.00 pm, seven days a week. In 2005-06, the InfoLine received, on average, over 1480 calls per day, resulting in a total of more than

540 000 calls for 2005-06. During special events, the number of calls can reach more than 3000 per day.

Adelaide Metro InfoCentre

The Adelaide Metro InfoCentre is open from 8.00 am to 6.00 pm Monday to Friday, 9.00 am to 5.00 pm on Saturday and 11.00 am to 4.00 pm on Sunday. Over 795 000 customers visited the InfoCentre during 2005-06.

Adelaide Metro Roadshow

The Adelaide Metro Roadshow is a display that travels to major shopping centres across metropolitan Adelaide providing public transport information to the community. It is equipped with timetables and route information and fully staffed by experienced personnel to assist customers with public transport queries. In 2005-06 the Roadshow spent 35 weeks on the road and provided public transport information and assistance to over 156 000 customers.

Customer Feedback

The division welcomes feedback from customers about passenger transport services.

table 6 - Commendations

2004-05 2005-06

Commendations 330 530

table 7 – Complaints

type of Complaint 2004-05 2005-06

service Changes and service Quality 1 694 5 549

punctuality 1 665 2 987

staff 1 754 1 407

fares and ticketing 446 359

passenger Comfort 797 445

Other 276 527

total 6 632 11 274

Total complaints represent 0.018 per cent of total patronage in 2005-06




table 8 – suggestions

2004-05 2005-06

suggestions for service changes 234 450

Customer Feedback – Taxi and Small Passenger Vehicles

The Public Transport Division receives complaints and commendations regarding taxis and small passenger vehicles. Complaints may lead to disciplinary action being taken if a breach of the regulations under the Passenger Transport Act is found to have occurred. Total complaints represent 0.02 per cent of estimated journeys.

table 9 – taxi and small passenger vehicle Complaints and Commendations

2004-05 2005-06

Complaints 964 1 009

Commendations 14 17

total 978 1 026

Waiting Times

The taxi centralised booking services reported that the average waiting time for general taxis in metropolitan Adelaide in 2005-06 was 8 minutes during the day (6.00 am – 6.00 pm) which represents an increase of one minute compared to 2004-05. At night (6.00 pm – 6.00 am) the waiting time was 10 minutes which is a decrease of one minute compared to the previous year.

Access Taxis

There has been a decrease in instances of people waiting for extended periods. The number of jobs picked up within thirteen minutes increased from 84 per cent in 2004-05 to 85 per cent in 2005-06 and the number of jobs picked up within thirty minutes increased from 96 per cent in 2004-05 to 97 per cent in 2005-06.

These figures indicate progress continues to be made to improving the reliability of services for people requiring wheelchair accessible vehicles.

Contract Arrangements

table 10 – Contract Arrangements

Contractual arrangements exceeding $4 million

project description Supplier/private sector participant

Duration

provision of metropolitan/country bus services

Transitplus 26 May 2000 to 24 April 2010

provision of metropolitan bus services

Torrens Transit and SouthLink

23 April 2000 to 24 April 2010

provision of metropolitan bus services

Torrens Transit and SouthLink

24 April 2005 to 24 April 2010

provision of metropolitan rail services

TransAdelaide 23 April 2000 to 24 April 2010

supply of Adelaide metro services vehicles

Scania July 2003 to June 2008


Adelaide Metro Service Improvements

Major services changes affecting seventy per cent of routes were implemented on 21 August 2005 to increase the quality and frequency of transport choices for the public. Many services changed in response to the community’s needs, and offer improved coverage in growing population areas. The improvements contributed to patronage increases of 4.5 per cent (initial boardings) and progress towards achieving South Australia’s Strategic Plan target to double the use of all public transport to ten per cent of all weekday travel by 2018. The changes included:

• A seven day-a-week Mega Go Zone commencing at 5.30 am until 10.15 pm, linking the north eastern suburbs via the O-Bahn and the city, through to the inner western suburbs and the Adelaide Airport.

• A seven day-a-week airport service, direct to the terminal commencing as early as 4.50 am and offering direct services from the City, Tea Tree Plaza, Golden Grove, Greenwith and Elizabeth.




• A new night-time ‘to your door’ Roam Zone service for Golden Grove.

• Six new Go Zones (offering fifteen minute frequency on weekdays and thirty minutes on weekends).

• Improved connections, travelling times and access in the north eastern, outer northern, outer southern and western suburbs.

New Trams

The new Flexity Classic trams constructed by Bombardier in Germany were introduced progressively into service on the Adelaide Metro fleet from January 2006. The journey on the City to Glenelg tramline in the new trams is now fully accessible, delivering long term benefits for the many commuters who travel on this corridor.

Nomad OnBoard

In a global first, Adelaide Metro introduced Nomad OnBoard on 1 June 2006. Building on the success of Nomads OnTrack to provide rail timetables to mobiles, Nomad OnBoard allows customers to download and store bus, train and tram timetables on Java equipped mobile phones. The addition of Nomad OnBoard provides another dimension to the delivery of information for customers.

New Buses

New Scania buses have continued to roll off the production line at one per week and bus trials have been conducted on the O-Bahn with the first delivery of Scania buses for the new O-Bahn fleet taking place.

Metrotickets

With a focus to continually develop ideas, systems and concepts to enhance the quality of customer service, Adelaide Metro customers now have the option of purchasing Metrotickets via the Adelaide Metro website, adding to the existing availability of Metrotickets over the phone on the Adelaide Metro InfoLine.

The Super Parp-Buster!

The children’s storybook The Super Parp-Buster!, which champions the use of public transport, was short listed in The Wilderness Society’s 2006 Environment Award for Children’s Literature.

Mawson Interchange

The new Mawson Interchange was open for public transport services on Sunday 26 February in readiness for the start of the University year on Monday 27 February.

The interchange gives direct and convenient access to the University of South Australia, Endeavour College and Technology Park as most trains connect with buses servicing Mawson Central. It also provides increased transport options for residents of Mawson Lakes, Parafield Gardens and Para Hills with express trains to the City taking approximately thirteen minutes to complete the journey from Mawson Lakes. It is the first public transport interchange to be built on the rail network in Adelaide for over twenty-five years, the last being Noarlunga Centre in 1979.

The South Australian Transport Subsidy Scheme

The South Australian Transport Subsidy Scheme (SATSS) expanded eligibility criteria and introduced the Plus One Companion card enabling carers to accompany SATSS users at no cost on public transport. The new transport assistance has been well received by the community with an additional 4949 members joining SATSS with an estimated 5400 utilising the Plus One Free Companion card.

Adelaide Metro Workplace Program

The Adelaide Metro Workplace program, providing information, ticket incentives and Metroticket sales in the workplace, proved very popular and at 30 June 2006 had over 15 000 participants and 29 major employers, including SANTOS, EDS Credit Services, Adelaide City Council, OPTUS, Department for Environment and Heritage, SGIC and Bank SA.




Adelaide Metro Active and Older Program

The Adelaide Metro Active and Older program provides an introduction to the public transport system for older members of the community. The program has proven very popular with over 8000 individuals participating at 126 venues such as nursing homes and Probus Clubs.

Smart Stops, Real Time Passenger Information System

Smart Stops on Norwood Parade and Henley Beach Road, continue to receive positive feedback from the public. The system uses global positioning technology (GPS) and computer equipment on forty-five buses and thirty-three Smart Stops.


Public Transport Patronage

The patronage gains over the last six years reflect public transport’s growing popularity with the community. Analysis of patronage changes show that the routes on which service improvements have been made have been generally responsible for the patronage increases, combined with ongoing marketing of the Adelaide Metro system.

The division will continue to meet South Australia’s Strategic Plan target of doubling the use of public transport to ten per cent of weekday travel by 2018.

The division will continue its successful provision of public transport information. Successful promotions with third parties that offer value to customers will also continue.

New Buses

As part of the government’s $81 million commitment to replace the bus fleet, the next financial year will see the delivery of forty-seven new buses. The new buses offer improved comfort with air conditioning and are fully accessible making it easier for older people, people with pushers and those with mobility and vision impairments.




INTRODUCTION

The Energy Division came into existence on 1 July 2005. The division was formed through the amalgamation of Energy SA and the Office of the Technical Regulator from the Department of Primary Industries and Resources, South Australia, and the Microeconomic Reform and Infrastructure Branch of the Department of Treasury and Finance.

The Energy Division has five organisational groupings. Community Energy Programs is responsible for the delivery and administration of programs and the Office of the Technical Regulator undertakes safety and technical regulation in relation to electricity and gas. Markets and Sustainability, and Retail and Demand Management, are both policy branches. The remaining group is the Business Support Unit.

OBJECTIVES

• To provide policy advice to the Minister on energy issues, coordinating market reforms and reviewing energy infrastructure needs.

• To ensure coordinated development and delivery of programs for the competitive, sustainable, safe, and reliable supply and use of energy, for the benefit of the South Australian community.

• To ensure coordinated development and implementation of policies and regulatory responsibilities for the competitive, sustainable, safe and reliable supply and use of energy, for the benefit of the South Australian community.

Energy Division



FUNCTIONS

Community Energy Programs

• Deliver sustainable energy advice and services to South Australian households.

• Provide safe, affordable, reliable and sustainable electricity to approved remote communities in South Australia.

• Manage government funded energy efficiency and renewable energy incentive programs in South Australia.

Office of the Technical Regulator

• Monitor and regulate safety and technical standards in the energy supply industry.

• Monitor and regulate safety and technical standards with respect to electricity and gas installations and appliances.

• Administer the provisions of the Electricity Act 1996 relating to the clearance of vegetation from powerlines.

• Provide advice in relation to safety or technical standards in the energy supply and utilisation industries.

• Provide advice to the Minister in relation to the management of energy supply interruptions.

Markets and Sustainability

• Provide consistent, clear and timely advice to the Minister on energy markets and energy networks, including ministerial responses and briefing requests on related issues.

• Contribute to the development of policy responses for the stationary energy sector to address greenhouse gas induced climate change.

• Implement the legislative requirements under the Australian Energy Market Agreement.

Retail and Demand Management

• Provide consistent, clear and timely advice to the Minister on retail, demand management and fuel

supply matters, including ministerial responses and briefing requests on related issues arising from relevant market based and regulatory institutions.

• Investigate, develop and implement new initiatives to increase the energy efficiency of dwellings and manage the state's future peak energy demands.

• Advocate South Australia's preferred position on energy market reform, energy efficiency, peak demand management and institutional matters through the Ministerial Council on Energy (MCE) and Council of Australian Governments (COAG).

• Implement the legislative requirements under the Australian Energy Market Agreement.

ACTIVITIES

Community Energy Programs

• Promotion and provision of training, advice and resources, on sustainable energy action directly to the public and via partnerships with community organisations.

• Managing the operation of ten remote government owned generation and distribution electricity systems and subsidisation of a further three independently owned remote area systems.

• Operation and management of Solar Hot Water Heater Rebate, Photovoltaic Rebate and Renewable Remote Power Generation programs.

Office of the Technical Regulator

• Monitoring, enforcement and promotion of compliance regarding work done on electrical and gas installations through the Certificate of Compliance scheme.

• Monitoring and enforcement of technical and safety compliance of energy utilities through the review and auditing of approved safety, reliability and technical management plans used by energy utilities in South Australia.

Energy Division



• Monitoring and enforcement of safety, energy efficiency and technical requirements of electrical and gas appliances through the application of pre-sale appliance certification schemes.

• Contributing to the ongoing improvement in safety and technical outcomes through active participation in national forums, such as Australian Standards, where knowledge gained by technical regulators can be used to improve regulatory requirements.

• Planning for effective management of energy supply interruptions where government monitoring and/or intervention may be required.

Markets & Sustainability

• Ensuring the timely development of the legislative framework required to support the transfer of energy market functions to the Australian Energy Regulator (AER) and Australian Energy Market Commission (AEMC).

• Participating in the National Emissions Trading Taskforce’s development of a national cap and trade emissions trading scheme covering the stationary energy sector.

• Commencement of work on the development of a strategic Energy Policy Framework with a longer-term focus for energy policy, regulation and emergency management in South Australia.

• Providing support for the implementation of the Government Energy Efficiency Action Plan, which supports South Australia's Strategic Plan target to reduce energy use in government buildings by twenty-five per cent by 2014.

Retail and Demand Management

• Analysing and resolving gas and electricity retail performance issues through price monitoring, bilateral consultations, and regulatory changes.

• Regularly monitoring and reporting to the Minister the petroleum fuel supply situation.

• Participating in the national working groups to advise the Ministerial Council on Energy (MCE) on energy reform, energy efficiency and institutional matters as contained in the revised Australian

Energy Market Agreement and the National Framework for Energy Efficiency.

• Advising Planning SA on the implementation of five-star energy efficiency provisions and greenhouse performance standards for water heaters into South Australian variations of the Building Code of Australia.

• Undertaking research and policy analysis on a suite of potential new initiatives for residential energy efficiency aimed at:

• Attaining South Australia's Strategic Plan target of increasing energy efficiency in dwellings by ten per cent within ten years.

• Managing the state's future peak energy demands.


• The finalisation of the new National Electricity Law enabling:

• The AEMC to commence rule making for the National Electricity Market (NEM).

• The AER to undertake the economic regulation of electricity transmission, and monitoring and enforcing the operation of the NEM.

• Amendments to the Gas Pipelines Access (South Australia) Act 1997 were made providing greater certainty in relation to the regulatory coverage of greenfields pipelines, thereby encouraging further investment in new pipelines.

• A National Electricity Market Technical Standard rule change was proposed for integrating wind energy and submitted to the AEMC for consideration by the National Electricity Market Management Company (NEMMCO).

• The South Australian Government Annual Energy Use Report 2004-05 highlighting a 3.1% reduction in energy consumption in government buildings against the 2000-01 baseline was published and independently verified by Price Waterhouse Coopers.

Energy Division



• Effective operation of the competitive gas and electricity retail markets continued. Currently, there are nine retailers offering energy market contracts to South Australian consumers. As at 30 April 2006, there had been around 421 000 small customer transfers to electricity market contracts since commencement of electricity full retail contestability (FRC) on 1 January 2003, equivalent to fifty-six per cent of the small customer base, and around 183 000 small customer transfers for gas, equating to forty-nine per cent of the small customer base.

• The establishment of a partnership with the Australian Greenhouse Office to develop a residential housing stock model to assess the benefits of peak demand management policy options.

• As of May 2006, over 13 000 home energy audits had been delivered through the Energy Efficiency Program for Low Income Households, since the program’s inception in January 2004.

• Safe, affordable and reliable electricity has been supplied to 2600 customers across thirteen remote area communities.

• A total of 2600 rebates for solar hot water systems were provided in 2005-06, valued at $1.8 million and saving around 7000 tonnes of CO2 emissions.

• A total of 400 rebates for photovoltaic systems were supplied to customers in South Australia in 2005-06, valued at $1.6 million. The combined installed capacity of these systems is 600 kW which will generate approximately 1000 MWh of electricity and save over 900 tonnes of CO2 per annum.

• A noticeable improvement in the safety outcomes for gas and electrical contractors and workers was achieved through ongoing delivery of a large number of focused industry based safety seminars.

• The number of gas and electrical related fatalities are at an all time low, indicating improved safety standards and practices are having a positive effect.

• Interruption to the Moomba gas supply in January 2006 was resolved quickly and effectively by gas supply industry participants without the need for government legal intervention.


The Energy Division will continue to perform strongly in delivery of its policy advice, programs and safety and technical regulation, including responsiveness to specific emergencies.

Key challenges facing the Energy Division in 2006-07 include:

• The ongoing process of integrating the division and identifying and improving synergies in the division’s activities.

• Continuing to provide informed and effective contributions to national policy debates on a range of issues, including the implementation of agreed policies, and maintaining South Australia’s role and influence in that activity.

• Increasing the scope of contributions to DTEI and Whole of Government emergency planning and management.

• Tackling greenhouse gas emissions from the stationary energy sector.

Addressing the issue of greenhouse gas emissions will require a portfolio of policy approaches. To achieve significant cuts in greenhouse emissions by 2050, investment will be needed in efficient, low emission energy sources, renewable energy and distributed generation.

Energy Division



INTRODUCTION

The Office of Major Projects and Infrastructure aims to enhance the capacity of the state’s infrastructure to provide economic and social services to the South Australian community. This is achieved through improved planning and coordination and a more strategic approach to infrastructure investment.

The office played the lead role in developing the Strategic Infrastructure Plan for South Australia that was released in May 2005. The division has spent the past year facilitating implementation of key projects identified in the plan.

OBJECTIVES

• To identify strategic infrastructure priorities for South Australia.

• To coordinate infrastructure planning and development across government.

• To facilitate the timely delivery of key projects, which support the economic, social and environmental development of the State.

• To achieve targets related to infrastructure in South Australia’s Strategic Plan.

• Increase investment in strategic areas of infrastructure, such as transport, energy and ports.

• Build and maintain infrastructure to develop and support sustainable communities in regions.

FUNCTIONS

• Facilitate, coordinate and consult across government agencies and with the private sector on new infrastructure investment.

• Promote adoption of a strategic capital investment process for new public infrastructure.

• Forward infrastructure planning.

• Provide specialist project management services to facilitate timely delivery of major projects.

Office of Major Projects and Infrastructure



ACTIVITIES

The office facilitates investment in key projects through the following:

• Developing and implementing improved communication and decision making processes across government.

• Streamlining implementation and delivery of infrastructure projects.

• Strengthening working relationships with other spheres of government and the private sector.

The office also facilitates implementation of the Strategic Infrastructure Plan by:

• Building public sector skills and capabilities in business case development, procurement and contract management.

• Reforming government policy on management of real property.

• Adopting more innovative approaches to procurement.

• Identifying opportunities to reduce timeframes and costs associated with government approval processes.


Outer Harbor

• The depth of the Outer Harbor channel has been deepened by two metres to accommodate the larger ships calling at the Port of Adelaide. The deepening will complement the new deep-sea grain wharf, which was completed in March 2006, and the new grain terminal at Outer Harbor currently under construction.

• The first stage of the Port River Expressway was completed in July 2005 and construction of the Port River rail and road bridges commenced during the year. Work is now also underway on the Le Fevre Peninsula transport corridor to upgrade the freight rail corridor linking the new Port River rail bridge to Outer Harbor.

• Planning for other road freight transport initiatives, such as the upgrade of South Road and the proposed Northern Expressway project, have been significantly advanced.

• The implementation strategy for head works at Outer Harbor land was completed in February 2006. This will assist the Port Adelaide Maritime Corporation to finalise its future planning for the Techport Australia and surrounding areas.

Stormwater

• The agreement between the State Government and the Local Government Association on Stormwater Management was signed in March 2006.

• It followed consultation and negotiation on the proposed new finance and governance arrangements for implementation of priority stormwater infrastructure works on a catchment wide basis in accordance with the Stormwater Management Policy for South Australia.

Regional Infrastructure Initiatives

• An agreement to upgrade the export grain logistics network on the Eyre Peninsula involving a program of improvements to the road, rail and grain handling infrastructure was completed. Funding arrangements have been finalised with the Australian Government contributing $15 million, the State Government providing $10 million and up to $18 million being provided by the private sector.

• A new ferry terminal was completed for the Kangaroo Island SeaLink service from Cape Jervis and an upgrade of the energy network servicing Kangaroo Island.

• Plans to deal with freight logistic issues in the south-east of the state to cater for the significant growth in blue gum wood chips exported through Portland have been advanced.

• Provision for a new ferry service across Spencer Gulf linking Wallaroo with Lucky Bay on Eyre Peninsula is well advanced with development approvals obtained and land tenure arrangements finalised.




Olympic Dam

• The office continued to provide project support to an across government effort to facilitate BHP Billiton’s pre-feasibility study into the proposed expansion of the Olympic Dam mine in South Australia’s Far North. The pre-feasibility study is scheduled for completion in late 2007.

• The office also continued to provide project support to facilitate a major investment project by One Steel (Project Magnet). Construction of the One Steel project commenced in mid 2005 and will be completed in early 2007.

Holdfast Shores

• The final stage of Holdfast Shores Development including the new Entertainment Centre, Glenelg Surf Lifesaving Clubhouse, Platinum Apartment Building and below ground public car park is well advanced and scheduled for completion by August 2006.

• A project dividend of $3.7 million has been paid to the government including $0.15 million this year.

Kangaroo Island Electricity Supply

• Kangaroo Island’s new power station, being developed near Kingscote for use when normal power supplies from the mainland are interrupted, is on track to supply power by the middle of 2006.

• The State Government has contributed $2 million to assist with the essential telecommunications network that is being installed to remotely manage the new power station from Keswick in Adelaide. This sophisticated telecommunications network could also benefit Island residents with improved mobile phone reception.

Electricity Transmission Upgrades

• The office has supported (as Crown Developments) the upgrade of the electricity transmission network throughout the state including projects in the Adelaide Hills and the Barossa.

City Central Development

• On behalf of the State Government, the office negotiated a commitment with the developers of the City Central building to lease approximately 10 000 square metres of office space.

• This five-star energy and green rating office building on the corner of Waymouth Street and King William Street is the first stage of a coordinated plan to develop the precinct surrounding the GPO.

• Construction of the office building is well underway and due for completion in December 2006.

Tramline Extension

• In May 2006, the office was given responsibility for all facets associated with the tramline extension project.

• Work to date has involved consulting with the Adelaide City Council, reviewing the proposed design and preparing an expanded community engagement program.




The office will continue to identify opportunities to improve performance and outcomes in all areas of its operations.

• On 30 May 2006, the Infrastructure Division became the Office of Major Projects and Infrastructure (OMPI), as a result of new roles and responsibilities transferred to the office. These new roles include managing and facilitating the implementation of major transport related infrastructure projects outlined in the Strategic Infrastructure Plan.

• The office will continue to move forward by facilitating and implementing some of the key infrastructure priorities identified in the Strategic Infrastructure Plan including:

• Investment in transport infrastructure, including further developments at Outer Harbor and focusing on improving the north-south transport corridor through the construction of tunnels and underpasses on South Road, further developing and maintaining regional freight networks and increasing the use of public transport through extension of the tramline.

• Manage our built assets well by ensuring efficient use of all public built assets and investing in maintenance of our assets.

• Ensuring our energy, water and land supplies are sustainable by improving the management of our water resources, particularly stormwater.





INTRODUCTION

The Safety and Regulation Division was established in September 2005 and has thirty sites with nine Customer Service Centres.

OBJECTIVE

To develop, facilitate and contribute to safety policy and regulate and deliver services to maximise transport safety that meet the objectives of South Australia’s Strategic Plan.

FUNCTIONS

The role of the Safety and Regulation Division is to:

• Develop all aspects of road safety policy.

• Support and contribute to other transport policy areas including rail, heavy vehicle, passenger transport and marine.

• Provide leadership in registration and licensing delivery, in road safety policy and operational transport safety regulation.

• Facilitate policy implementation.

• Administer and enforce legislation assigned to the agency.

• Effectively engage and communicate with community and stakeholders.

ACTIVITIES

The activities of Safety and Regulation Division include:

• Encouraging compliance within the road, marine and passenger transport environment through education, audit and enforcement.

• Contributing to safe maritime operations and environment protection through the regulation of vessel standards, marine qualifications,

navigational safety and operations and emergency oil spill response.

• Contributing to safe vehicle access to the road transport network through compliance with vehicle standards by risk assessing and issuing exemptions, vehicle inspections and the provision of expert advice/information.

• Providing a One Stop Service to the passenger transport industry.

• Providing leadership in the development and implementation of high-level strategic policy at a national, state and operational level.

• Administrating the Recreational Boating system and developing policy and procedures.

• Providing registration and licensing services to the public and industry via face-to-face and e-business channels.

• Managing a range of significant contracts and agreements and providing marketing,

Safety and Regulation Division



communication and information services related to registration and licensing functions.

• Providing leadership in the administration and practical implementation of legislation and policy initiatives governing driver and vehicle licensing.

• Managing vehicle theft reduction and national and international relationships to ensure cross border recognition of registration and licence status.

• A statutory responsibility for the legal operation of the majority of the Motor Vehicles Act though the Registrar of Motor Vehicles.

• Developing and maintaining licensing and auditing of driver trainers and examiners of heavy and light vehicles.

• Operating and administering the motorcycle Rider Safe program.

• Managing the Passenger Transport Standards Committee, which relates to a range of passenger vehicle and driver matters.

• Providing policy and strategy advice on road safety.

• Managing a range of community and school programs specifically related to road safety.

• Delivering services that promote safe, healthy and sustainable road use and travel behavior.

• Influencing behavioural change to achieve transport safety and sustainability objectives through developing and implementing community education and information programs and promoting the choice of more sustainable travel options.

• Undertaking a regulatory role holding industry accreditation for railways operating throughout South Australia in accordance with the Rail Safety Act 1996.

• Undertaking and coordinating National Audit programs for railways operating in multiple jurisdictions conducted by all State rail safety regulators.

• Participating in and providing input into the National Reform Agenda for rail operators on local and national issues.

• Coordinating measures to improve the safety and participation in walking and cycling in South Australia by providing advice, strategic frameworks and linking initiatives of both state and local governments including management of funding programs.


Integrated Enforcement and Public Education Campaigns on Major Road Safety

In May 2006, Safe Start was launched; an early childhood teaching resource for children from birth to five years of age. The kit assists childhood educators, parents and carers to promote the safety of babies and young children as pedestrians, passengers and while playing. While the resource focuses on cars as the primary means of passenger transport it also recognises that children and their families use a variety of other forms of transport including walking, cycling and public transport. The messages detailed in the resource recognise that no matter where children live




in the state it is likely that they are in contact with cars or other motor vehicles every day.

In June 2006, the stop.think website was launched to promote the consequences of irresponsible road user behaviour and the reasons behind the State’s hard-hitting road safety campaigns. The stop.think website is the latest addition to the many ways that the South Australian public are informed about road safety and new legislation by the State Government.

The division also delivered the following Road Safety Communication Campaigns:

• Speeding, What’s Your Excuse?

• 0.05 The Point of No Return

• No Trip’s Too Short for a Seatbelt

• Better Be Safe Than Sorry

• Good Drivers Just Drive

• Share The Road (Updated)

As well as a number of safety initiatives including:

• Introduction of immediate loss of licence for 0.08 Blood Alcohol Concentration and speeding in excess of 45km/h.

• Review of Emergency and Distress Marine HF Radio services and implementation of a monitoring service contract that meets national standards.

• Legislation amended to implement Random Drug Testing (RDT) as of 1 July 2006.

• Introduction of the Graduated Licensing Scheme for Novice Drivers.

• Released Safety in Numbers, A Cycling Strategy for SA 2006 – 10.

• Launched The Walking School Bus in conjunction with Local Government and other government departments such as Education, Health and Police.

• Implemented the Transport Regulation User Management Processing System (TRUMPS) Phase 1, a major computer system which consolidates the multiple existing systems covering motor vehicle registration, boat registration, driver licensing and accreditation

(covering cars, boats, heavy vehicles, taxis and buses), vehicle inspection, over mass and dimension permits, heavy vehicle accreditation and road safety compliance.

• Commenced operation of Safe-T-Cam.

• Enhanced security feature on all South Australian Licenses to combat fraud and identity theft.

• Increased general public and businesses usage of e-business channels for simple registration and licensing transactions. Approximately twenty per cent of all transactions are conducted by telephone and the internet, and almost thirty per cent of registration reversals are now done by electronic delivery channels.

Auditing of Driver Licence Examinations

The implementation of a computerised process that focuses on continuous improvement reviews of audit reporting formats in keeping with contemporary audit practices.

Intelligence Based Compliance and Expiations Issues

The smart use of information to ensure that transport safety compliance resources in the marine, road and passenger transport sectors, are targeted and utilised in the most effective manner possible.

Driver Accreditations

Ninety-nine per cent of valid new applications received for driver accreditation are processed within six weeks.

Rail Safety Accreditation Variations

Rail organisations hold accreditation for railway operation in South Australia. Of these, nine are classified as heritage and include the Steam Ranger and Pichi Richi Railway Preservation Society operations. Accredited railway organisations in South Australia range from small museums to large vertically integrated freight and passenger railway operations. During 2005-06, the department managed the accreditation of new organisations,




the surrender of accreditations and the variation of scope to railway organisations.

The publication of Australian Standard AS4292.1, Railway Safety Management 2006 resulted in a change to the regulatory requirements for rail safety management systems in South Australia. The department has initiated a transitional arrangement for railway companies to work towards compliance with this new version of the Standards by 1 February 2007.

Rail Safety Audit Program

The department’s annual rail safety audit program involved leading or participating in auditing the railway organisation involved in national operations in South Australia, as well as those exclusively within South Australia.

The department is an active member of the National Rail Safety Regulators’ Panel, which is the coordinating forum for jurisdictions to provide a nationally consistent approach to rail safety regulation. The department has also performed a key role in the assessment and review of the national collection and reporting of rail safety incidents, which will lead to the establishment of revised protocols for the reporting of rail safety incidents.

The department has made a significant contribution to the national rail safety reform agenda, being managed by the National Transport Commission (NTC) and is represented on the following committees:

• NTC Rail Legislation Advisory Panel.

• Standing Committee on Transport, Rail Group – Rail Safety Package Steering Committee.

In late 2006, a national model Rail Safety (Reform) Bill was provided to State, Territory and Australian Government Transport Ministers for endorsement. This bill establishes a nationally consistent framework on which South Australian rail safety legislation will be drafted for implementation in mid 2007.

Schools Participation in Safe Routes to School Program

The number of schools involved in the Safe Routes to School program, which aims to address safety issues associated with primary school students’ travel to and from school and encourage children and their families to walk and cycle more, surpassed the target set for the 2005-06 year, bringing the total number of schools participating from 124 in 2004-05 to 153 in 2005-06.


The division will continue to identify opportunities to improve performance and outcomes in all areas of its operations.

• Opening of the first Vehicle Emission Testing Facility and the delivery of the Eco-Maintenance training program to industry through TAFE.

• Implementation and education to industry on the Compliance and Enforcement Bill.

• Management of a High Frequency (HF) marine radio voice distress and safety service for the next five years, including twenty-four hours a day seven days a week monitoring in line with national obligations. The HF service is primarily targeted at commercial vessels operating offshore.

• Reviewing VHF Emergency Marine Radio infrastructure and services principally focused on recreational vessels.

• Implementation of Phase 2 of the Transport Regulation User Management Processing System (TRUMPS) replacing old registration and licensing computing systems.

• Expansion of on-line registration and licensing services and electronic business delivery.

• Introduce new personalised number plate lines including Euro plates.

• Commence random roadside drug testing.

• Continue to develop road safety policy options relating to speed, driver behaviour, infrastructure and vehicles.




drivers’ licences on the Register as at 30 june.

Class 2006 2005 +/- change

C 929 225 897 620 3.5%

lR 16 591 15 329 8.2%

mR 37 955 36 944 2.7%

hR 60 672 61 184 -0.8%

hC 41 883 41 934 -0.1%

mC 7 239 6 833 5.9%

R 148 966 147 304 1.1%

R”date” 12 660 11 921 6.2%

total licence holders* 1 072 285 1 062 919 0.90%

* nb Total licence holder will not be the sum of individual classes. For example a licence holder with two classes of licence such as C R will be included in the C and R classes. Includes the licence types “Full”, “P1”, “P2”, “Probationary” and “Learners”.

vehicles on the Register as at 30 june.

vehicles by type 2006 2005 +/- change

Cars 696 333 689 043 1.1%

station Wagon 196 592 189 218 3.9%

panel vans 16 589 18 086 -8.3%

utilities 99 665 94 990 4.9%

trucks 35 479 35 740 -0.7%

prime movers 6 352 6 306 0.7%

Other Commercial 24 796 23 916 3.7%

buses 3 773 3 670 2.8%

tractors 33 007 34 075 -3.1%

motor Cycles 30 213 27 879 8.4%

Caravans 37 678 36 766 2.5%

trailers 184 671 179 632 2.8%

Other 63 832 61 669 3.5%

total vehicles 1 428 980 1 400 990 2.00%

Registrar of Motor Vehicles Statistics



INTRODUCTION

The Corporate Services Division continually strives to deliver and improve on departmental governance and effective corporate services.

OBJECTIVE

To enable the department to deliver improved results by:

• Providing efficient, high quality corporate services in line with its Business Plan.

• Supporting our internal customers to deliver improved services by continually improving processes and services that match their business needs.

• Challenging departmental performance within its own and government frameworks.

• Effectively managing media issues and departmental communication activities.

FUNCTIONS

The division’s functions support the department and include:

• Human resource management.

• Financial management.

• Contracting and procurement including legal services.

• Corporate development.

• Media and communications management.

• Internal audit, including risk management.

• Corporate secretariat.

• Information and communication technology.

ACTIVITIES

Key activities include:

• Corporate governance that encompasses policy, procedures and frameworks and compliance with Government policy and legislation.

• Providing reliable, timely, cost effective corporate transactional and operational functions/services to agreed standards in procurement, finance, payroll, HR operations, and corporate records.

• Providing timely, reliable, meaningful and well analysed corporate reporting and advice that support business performance and fulfils external requirements.

• Ensuring the provision of appropriate business systems that leverage information, communication and technology to facilitate improved delivery of departmental outputs.

• Facilitating improvements across departmental outputs in procurement methods and reporting, that assists in achieving business priorities.

• Providing corporate secretariat.

• Providing corporate development services.

• Providing media and communication services to positively influence public and stakeholder perceptions of the department.


The division, in general, has improved the cost effectiveness of government services in operational business systems and transactional corporate services through a range of process and systems-based initiatives, including:

• Implementing smart web technology to enhance access, services and update of business information via a new Intranet Portal as part of the Working Better project.

• Supporting the implementation of the TRUMPS.




• Improving business and strategic procurement as a result of negotiated better prices and through market knowledge

• Improving business efficiency in transaction and management systems such as. credit card systems, electronic purchase systems, electronic HR workflow systems and leave submission and enquiry systems.

The division supports the government objective of timely and transparent decision-making by:

• Improving financial management systems and reporting including implementation of new International Accounting Standards.

• Providing ongoing corporate governance and compliance initiatives, such as the three year Internal Audit Plan and Audit and Governance Committee that monitors internal controls and the continued roll-out of a consistent risk management framework.

• Updating departmental policies that reflect the department’s position on key business matters, corporate compliance, and to ensure the effectiveness of the decisions made.

The division also indirectly contributes to a number of other government objectives including:

• Reducing waste in landfill through paper recycling strategies at departmental office sites while continuing to investigate other recycling options.

• Delivering on cost-effective Information and Communication Technology (ICT) activities such as participating in the South Australian Government Broadband Committee initiatives, rationalising departmental servers, and contributing to the building and maintenance of the transport system and ICT infrastructure to develop and support sustainable communities in regions.

• Developing and implementing the department-wide recruitment programs through the indigenous graduate scheme, cadetships and traineeships.

wAy FORwARD FOR 2006-07

The division will continue to provide a broad range of cost-effective and quality corporate services across the department, whilst identifying and implementing opportunities that contribute to efficient and effective business systems, processes and procedures. Key challenges relate to:

• Fostering closer relationships with other divisions to best meet their business needs.

• Promoting corporate governance in support of legal and business requirements.

• Providing quality advice that improves departmental decision-making.

• Delivering reliable and cost-effective transaction services.




INTRODUCTION

The Office of the Chief Information Officer (OCIO) was created in July 2005 in recognition of the increasing importance that Information and Communications Technology (ICT) has in the delivery of government services. ICT accounts for approximately seven percent of government expenditure.

The OCIO supports a range of reform programs across government, in particular those reforms that involve cross-agency service delivery.

OBJECTIVES

To increase the overall efficiency and effectiveness of the government’s current and future ICT investments. It will achieve this objective by, amongst other things, developing and implementing ICT strategic plans, advising on the prioritisation of ICT investments, overseeing major ICT procurements and collaborating with agencies in the adoption of leading practices in ICT-enabled service delivery.

FUNCTIONS

OCIO has three principal responsibilities in fulfilling its objectives:

• Improve ICT planning and investment.

• Coordinate across-government ICT initiatives.

• Advise Cabinet, the Minister for Infrastructure and chief executives and senior management in relation to ICT.

ICT Planning and Investment

The government spends over $500 million each year on ICT goods and services across all of its departments and agencies. Its ICT asset base easily exceeds $1 billion. The OCIO is responsible for across-government ICT strategic planning, ensuring agencies can continue delivering ICT-enabled services to the public while adopting frameworks and standards that reduce the total cost of ownership of their ICT assets and enable multi-agency service delivery. The OCIO is also responsible for developing investment frameworks, ensuring that Cabinet is well informed of the various priorities in ICT investments.

Coordinating Across-Government ICT Initiatives

The number and diversity of agencies within governments around the world has led to divergent ICT systems, which has the effect of increasing costs and reducing the ability to share information and resources amongst agencies. The OCIO is responsible for the development of frameworks that will increase the standardisation of the government’s critical business applications, contributing to greater cost effectiveness and enable the delivery of multi-agency services to the public. The OCIO plays a role in across-government ICT procurements, in particular the Chief Information Officer is a member of the Future ICT Arrangements Steering Committee, a group that is overseeing the procurement of around $250 million per annum of ICT infrastructure and services.

Office of the Chief Information Officer



Advice to Cabinet and Others

The leading edge of technology is moving at a faster pace now than at almost any other time in history, at the same time, all enterprises need to maintain ICT systems of various ages. Parallel to these technology issues, government service models around the world are evolving, becoming increasingly focused on electronic service delivery and the use of ICT technologies to integrate the services of two or more agencies. The OCIO, in collaboration with a number of other agencies, is responsible for advising Cabinet, the Minister for Infrastructure and senior management on a range of ICT matters, including the prioritisation of investments, the rate of adoption of new technologies, the retirement of legacy systems and the business value of ICT.

ACTIVITIES

The OCIO has established a comprehensive program of work to fulfill its functions. The program of work can be divided into five principal areas of activity.

ICT Strategies

The government’s ICT Principles, an enduring doctrine for the use of ICT in government, was published in early 2006. This doctrine will guide ICT strategy development over the medium term. The OCIO has undertaken a number of programs to establish a government-wide ICT strategy, which will be compiled and published during the 2006-07 financial year. Individual strategy components include work on a government-wide telecommunications strategy featuring the specific needs of the public safety agencies, a managed operating environment for the government’s computing systems, a geospatial systems strategy, procurement, business process and the overall ICT architecture.

Frameworks

The OCIO has developed and implemented a number of important frameworks to guide the operation and development of ICT across government. Frameworks focus on ICT governance, investment prioritisation, ICT business planning, project management and identity and access management.

Procurement

The Chief Information Officer participates in the Future ICT Arrangements Steering Committee and is consulted on a range of ICT procurements.

Industry Development

The OCIO has developed a range of policy approaches to support local business in winning government contracts and taking their products and services to the world. The eProjects Panel, will reduce the cost and time taken to award government ICT contracts while preserving the government’s obligations for open and transparent procurement. A Business Improvement Centre provides a mechanism for agencies to better and more quickly collaborate on multi-agency business challenges that might have ICT solutions, and where the eProjects panellists can be engaged in a timely fashion. South Australia’s smaller ICT innovators will be given an opportunity to showcase their products and services to government through a Small Innovators ICT Forum.

Cross Jurisdictional Engagement

Government services often span more than one jurisdiction, involving other states, the Commonwealth or local government. The OCIO is engaged with all tiers of government to develop interoperability standards and share leading practices.





• The ICT Principles introduce a focus on people for all ICT activities, promote the sharing and re-use of infrastructure and the treatment of information as an asset.

• The ICT Governance Framework describes a range of structures and processes to be observed by the South Australian public sector when making ICT-related decisions. The Governance Framework established a chief executive level ICT Board responsible for providing leadership in ICT decision making and providing advice to Cabinet on critical ICT issues.

• The ICT Investment Prioritisation Framework introduced a consistent discipline to the development of business cases and budget submissions with a material ICT component.

• The ICT Planning Framework is designed to ensure that agencies plan their ICT activities in alignment with South Australia’s Strategic Plan, the government’s ICT Strategic Plan and respective agency business priorities.

• The Applications Baseline Study will establish a view of the government’s ICT portfolio, profiling the government’s most critical business applications. It will inform the Applications Strategy.


Over the next year, the OCIO will continue with the implementation of these initiatives and develop a number of additional frameworks and strategies, including:

• Publish an overall South Australian Government ICT Strategy.

• Implement a Project Portfolio Governance Framework, setting minimum compliance requirements for ICT project control to assist ICT project delivery.

• Publish a Telecommunications Strategy and a Public Safety Telecommunications Strategy, which will remove barriers to collaboration and ensure that the Government has appropriate communications capacity and capability for its current and future needs.

• Publish an Identity and Access Management Framework, which will ensure that the Government’s ICT infrastructure and services are capable of delivering integrated and citizen-centric services.

• An Application Strategy to realise opportunities for consolidation and inform the future directions of the government’s most important business applications.




Energy consumption in buildings across the DTEI portfolio (70 063 GJ) has been reduced by 11.7 per cent in comparison to the baseline year (79 378 GJ) putting consumption below the 2005/06 target of 73 424 GJ. Expenditure on energy in buildings has increased by 7.1 per cent in comparison to the baseline year.

Significant Energy Performance Contract (EPC)

Phase One of the energy performance contract for the Walkerville building, a lighting upgrade, and the air conditioning system replacement from Phase Two, has resulted in a decrease of 30 per cent in building energy use.

Green Transporter

The Green Transporter is a shuttle-bus service that operates between the department’s Walkerville and City sites, reducing the requirement for vehicle journeys, including taxi fares. In 2005-06 the number of journeys was 22 846, an increase of 15% over 2004-05.

Bus Operations

In the past year the department has procured 44 new buses with diesel engines to Euro3 standard. The Euro3 engines, together with the fleet-wide use of ultra-low sulphur diesel (with a mix of 5% biodiesel), have significantly reduced emissions compared to previous (Euro2) standard engines.

B20 (20% biodiesel) is currently being trialled in six buses.

ICT Procurement

DTEI have commenced purchasing flatscreen monitors for all desktops, with a current fleet of 873. These screens consume on average 60 per cent less power (when operating) and 70 per cent less in standby mode than a similarly-sized cathode ray tube monitor.

A detailed breakdown of DTEI energy use is provided in the following table.

Energy Efficiency Action Plan Report



Energy Efficiency Action Plan Report

eneRgy RepORt - fACilitieseneRgy use

(gj)expendituRe

($)ghg emissiOns

(tonnes Co2)

Base Year 2000/2001

- DTEI - Facilities - Electricity 74 578 2 589 785 20 861

- DTEI - Facilities - Gas 4 800 43 112 248

TOTAL ENERGY - FACILITIES 00/01 79 378 2 632 897 21 110

Year Being Reported - 05/06

- DTEI - Facilities - Electricity 67 394 2 790 086 18 852

- DTEI - Facilities - Gas 2 668 30 092 138

TOTAL ENERGY - FACILITIES 05/06 70 063 2 820 178 18 990

DTEI Target - TOTAL ENERGY - FACILITIES 05/06 (-7.5% from baseline year) 73 424 19 526

DTEI Target - TOTAL ENERGY - FACILITIES 2010/2011 (-15% from baseline year) 67 471 17 943

DTEI Target - TOTAL ENERGY - FACILITIES 2013/14 (-25% from baseline year) 52 547 15 832

eneRgy RepORt - OtheReneRgy use

(gj)expendituRe

($)ghg emissiOns

(tonnes Co2)

Base Year 2000/2001

- DTEI - Operations - Electricity 108 936 5 058 487 33 552

- DTEI - Operations - Natural Gas 202 336 2 210 515 11 007

- DTEI - Operations - Unleaded Petrol 45 569 1 035 455 3 249

- DTEI - Operations - Distillate 1 012 217 21 889 601 75 815

TOTAL ENERGY - OTHER 00/01 1 369 058 30 194 058 123 623

Year Being Reported - 05/06

- DTEI - Operations - Electricity 111 268 5 506 644 31 124

- DTEI - Operations - Natural Gas 312 913 1 645 918 16 178

- DTEI - Operations - Unleaded Petrol 48 208 1 526 664 3 928

- DTEI - Operations - Distillate 1 049 221 30 896 716 82 048

- DTEI - Operations - LPG 4 543 84 348 310

tOtAl eneRgy - OtheR 05/06 1 526 153 39 660 291 133 588



The department’s Audit and Governance Committee was established in March 2004 and includes the Chief Executive together with representation from senior managers, Auditor General representatives and an independent external committee member. The committee assists the Chief Executive in his governance responsibilities in relation to the management of the department.

The role of the Internal Audit and Risk Management Section is to provide reasonable assurance to the Chief Executive that departmental internal controls and processes are adequate to support the achievement of operational and financial objectives. The departmental risk management framework (TEIRISK) was developed during the year and is currently being implemented in all divisions.

The objective of TEIRISK is to embed a sound knowledge and understanding of current risk management principles and practices within a consistent and adaptable corporate framework. Risks and opportunities are being identified and analysed through a series of presentations, workshops and assessments. Appropriate management strategies are then developed and implemented to assist in mitigating potential risks and maximise opportunities in achieving strategic and operational objectives. TEIRISK incorporates the risk management standard AS/NZS 4360:2004 and its implementation will continue in 2006-07.

Audit and Risk Management



In accordance with the Public Sector Management Act, Regulation 18(i), there have been no instances of fraud in the department.

The strategies implemented to control and prevent fraud include:

• The Internal Audit Section exercising responsibilities in relation to risk management and the annual audit program, including the Audit and Governance Committee. Also, a departmental fraud control strategy is being developed for the prevention and detection of fraud, including responsibility for governance, managers and staff responsibility, incidence reporting, and undertaking of investigations.

• Responsibility of Corporate Services Division to establish corporate governance frameworks, including, policies, procedures, systems, legislation (e.g. Public Finance and Audit Act 1987, Whistleblowers Protection Act 1993, Public Sector Management Act 1995), corporate risk management and delegation of authority instrument.

• Responsibility of management to establish a controlled environment within their divisions by adhering to the above corporate governance arrangements that assist with the efficient and effective achievement of the department's objectives.

The corporate governance arrangement in the department is supported further by the following:

• Defining and monitoring the organisation's strategic direction.

• Defining a broad range of policies, systems, procedures and other internal controls, to operate within the governance frameworks including the legal and social requirements.

• Establishing control and accountability systems across key business functions that apply across divisional responsibilities.

• Reviewing and monitoring of the organisation's performance.

• Integrating risk management framework.

Fraud



A committed, skilled and productive workforce is critical to the department’s ability to meet its strategic objectives and provide high quality services to the South Australian Government and community.

During 2005-06 the department continued to develop and implement strategies and programs to develop the skills and improve the well being of its employees, by focusing on:

• The review of people management policies and practices.

• Targeted recruitment, attraction and retention strategies.

• Performance management and development.

• Continuous improvement of the Occupational Health Safety and Welfare (OHS&W) and Injury Management (IM) systems.

• Training and development.

A priority focus for this year has been workforce planning, entailing the identification, development and implementation of strategies to ensure that the department has, and will have, the right people in the right place at the right time to achieve its objectives. This is critical to our success, given the increasing shortage of and competition for critical skills in the labour market.

A summary of characteristics of the department’s workforce and information on specific strategies and programs is provided below.

table 1 – employee numbers, gender and status

persons 2 100

ftes 2 001.6

gender % Persons % FTEs

male 66.1 67.5

female 33.9 32.5

number of persons separated from the agency during the 2005-06 financial year

295

number of persons Recruited to the agency during the 2005-06 financial year

408

number of persons on leave without pay at 30 june 2006

55

Management of Human Resources



table 2 – number of employees by salary bracket

numbeR Of emplOyees by sAlARy bRACket

salary bracket Male Female Total

$0 - $40 399 411 259 670

$40 400- $54 999 357 248 605

$55 000 - $67 999 372 137 509

$68 000 - $88 999 203 54 257

$89 000+ 46 13 59

tOtAl 1 389 711 2 100

*These figures reflect salary and not total remuneration.

table 3 – status of employees in current position

stAtus Of emplOyees in CuRRent pOsitiOn

FTEs

Ongoing Short-Term Contract Long-Term Contract Other (Casual) Total

male 1 150.3 114.9 80.5 5.0 1 350.7

female 541.1 85.9 17.2 6.7 650.9

tOtAl 1 691.4 200.8 97.7 11.7 2 001.6

Persons

Ongoing Short-Term Contract Long-Term Contract Other (Casual) Total

male 1 154 118 81 36 1 389

female 591 90 18 12 711

tOtAl 1 745 208 99 48 2 100

table 4 – number of executives by status in current position, gender and classification

numbeR Of exeCutives by stAtus in CuRRent pOsitiOn, gendeR And ClAssifiCAtiOn

Classification Ongoing Contract Tenured Contract Untenured Total

Male Female Male Female Male Female Male Female Total

exA 0 0 7 1 12 2 19 3 22

exb 0 0 5 0 4 1 9 1 10

exC 0 0 1 1 5 2 6 3 9

exf 0 0 1 0 0 0 1 0 1

tOtAl 0 0 14 2 21 5 35 7 42

table 5 – Average days leave taken per full time equivalent employee

AveRAge dAys leAve tAken peR full time eQuivAlent emplOyee

leave type 2005-06 2004-05 2003-04 2002-03*

sick leave taken 7.20 6.86 6.20 52.33

family Carer’s leave taken 0.54 0.58 0.56 3.56

special leave with pay 0.55 0.56 0.51 3.77

* Leave taken is shown in hours prior to 2003-04 financial year.




Equity and Diversity - Incorporating Equal Employment Opportunity Programs

Aboriginal Employment

The department continues to implement its Aboriginal Employment Strategy. The strategy is consistent with the Doing it Right Framework and the Commissioner for Public Employment’s Indigenous Employment Strategy for the South Australian Public Sector and supports Target 6.2 of South Australia’s Strategic Plan.

Aboriginal applicants have been actively targeted through traineeships and scholarships managed by DFEEST and OPE respectively.

Women

Since 1994 the department has offered Sylvia Birdseye Undergraduate Scholarships to encourage and support women to study engineering and take up employment with DTEI. The scholarship was offered again in 2005-06.


table 6 - Workforce diversity (number of employees by age bracket by gender)

numbeR Of emplOyees by Age bRACket by gendeR

Age bracket Male Female Total % of Total South Australian Workforce

Benchmark*

15-19 4 11 15 0.71 7.9

20-24 48 60 108 5.14 10.7

25-29 124 122 246 11.71 9.8

30-34 102 78 180 8.57 10.5

35-39 135 108 243 11.57 11.4

40-44 161 78 239 11.38 12.4

45-49 224 102 326 15.52 12.4

50-54 263 86 349 16.62 10.9

55-59 226 55 281 13.38 8.3

60-64 88 11 99 4.71 4.4

65+ 14 0 14 0.67 1.3

tOtAl 1389 711 2100 100 100.0

*Benchmark as at January 2006 from ABS Supertable LM8

table 7 – Workforce diversity, number of Aboriginal and/or torres strait islander employees.

numbeR Of AbORiginAl And/OR tORRes stRAit islAndeR emplOyees

Male Female Total % of Agency Target*

Aboriginal/torres strait islander people 2 1 3 0.14 2%

* Target from South Australia’s Strategic Plan – These figures only represent information voluntarily disclosed by employees and therefore may not be a true representation.



table 8 – Workforce diversity, cultural and linguistic diversity.

CultuRAl And linguistiC diveRsity

Male Female Total % of Agency SA Community*

number of employees born overseas 147 66 213 10.14 20.3%

number of employees who speak language(s) other than english at home

44 17 61 2.9 15.5%

* These figures only represent information voluntarily disclosed by employees and therefore may not be a true representation.

table 9 – Workforce diversity, employees with ongoing disabilities requiring workplace adaptation.

numbeR Of emplOyees With OngOing disAbilities ReQuiRing WORkplACe AdAptAtiOn

Male Female Total % of Agency

tOtAl 32 8 40 1.9%

table 10 – number of employees using voluntary flexible working arrangements by gender

numbeR Of emplOyees using vOluntARy flexible WORking ARRAngements by gendeR

Male Female Total

purchased leave 10 12 22

flexitime 990 642 1632

Compressed Weeks 16 1 17

part-time job share 1 28 29

Working from home 34 16 50

table 11 – documented individual performance development plan

employees with: % total Workforce

A plan reviewed within the past 12 months 80.62

A plan older than 12 months 4.00

No Plan 15.38




People Development

The development of its people remains a high priority for the department. DTEI has invested considerable effort during the year on improving the performance management and development processes for employees, with eighty-five per cent of staff having development plans in place and undertaking performance reviews in 2005-06.

Performance management policies and processes have been reviewed and training programs are being provided to both managers and human resource practitioners on how to effectively address performance issues.

Training and development occurs in a number of ways including formal accredited education and training courses, conferences, workshops and seminars, public sector wide programs, DTEI specific training programs, mentoring and on-the-job training.

During the year investment continued across all levels and job roles within the agency. Examples of broad programs developed specifically for DTEI staff include performance management, entry pathways for civil construction workers, traffic engineering, technical officer development, graduate development, and occupational health safety and welfare, as well as a range of other business specific programs.

Workforce planning within the department has identified the following as priority areas for training and development in the future:

• Technical specialist skills.

• Policy development.

• Project management.

• Strategic planning.

• Contract management.

A Workforce Development Plan is currently being developed to ensure that the DTEI workforce has the skills it needs to deliver future services and meet its objectives. This plan will initially have an emphasis on effective performance management, reward and recognition of good performance and leadership and management development.




OHS&W is a core value of the department, and the department is committed to the health and welfare of its employees while at work and to reducing the impact of any workplace injuries and illness to employees and the community.

The department has a comprehensive OHS&W Action Plan that also includes the requirements of the Workplace Safety Management Strategy. In continuing to progress this Action Plan, the department has achieved significant headway in implementing the Workplace Safety Management Strategy.

Six of the department’s Workplace Safety Management Strategy stretch targets were achieved with results exceeding expectations. There was a significant reduction in the average days lost due to injury. Ninety-four percent of injured employees were assisted to a speedy, safe and sustainable return to work within five working days, and 100 per cent of all injured employees had returned to work within three months. The overall costs of workplace injuries and illness have continued to decrease.

The strong foundation of the department’s OHS&W system is its policies and during 2005-06 the systematic review of these policies progressed to ensure their continued relevance. The department’s consultative and communication mechanisms also underpin the operation of the OHS&W system by ensuring that appropriate consultative and support arrangements are in place.

The department has continued to support the OHS&W training and development needs of its employees. The OHS&W injury management program was continued so that all managers and supervisors had the opportunity to be trained by 30 June 2006. Significant work was undertaken to develop three on-line OHS&W training modules that will be implemented in 2006-07.

The department supports the health and wellbeing of employees through the provision of a comprehensive Employee Assistance Program that includes psychological and career counselling services. Across the department, various targeted health and wellbeing programs and information sessions were provided, and a voluntary Influenza Vaccination Program was also offered to all employees.

OHSW, including Injury Management



table 12 Occupational health, safety and injury management

2005-06 2004-05 2003-04

1. OHS legislative requirements

Number of notifiable occurrences pursuant to OHS&W Regulations Division 6.6 2 6 2

Number of notifiable injuries pursuant to OHS&W Regulations Division 6.6 0 4 2

Number of notices served pursuant to OHS&W Act s35, s39 and s40 2 4 0

2. Injury Management legislative requirements

Total number of employees who participated in the rehabilitation program 44 51 29

Total number of employees rehabilitated and reassigned to alternative duties 2 5 11

Total number of employees rehabilitated back to their original work 24 21 10

Number of open claims as at 30 June 103 98 113

Percentage of workers compensation expenditure over gross annual remuneration 0.94% 1.05% 1.42%

3. Number of claims

Number of new workers compensation claims in the financial year 98 99 88

Number of fatalities (F), lost time injuries (LTI), medical treatment only (MTO)

(F) 0 0 0

(LTI) 39 38 45

(MTO) 59 61 43

Total number of whole working days lost – new claims 532 683 1039

4. Cost of workers compensation

Cost of new claims for financial year * $207 525 $261 794 $358 465

Cost of all claims excluding lump sum payments * $759 511 $763 852 $889 145

Amount paid for lump sum payments (under the WRC Act ) *

s42 $316 342 $132 272 $387 499

s43 $109 487 $203 036 $137 878

s44 $0 $0 $0

Total amount recovered from external sources (WRC Act s54) $1 974 755 $0 $134 000

Budget allocation for workers compensation $1 242 000 $1 188 000 $1 655 000

5. Trends

Injury frequency rate for new lost-time injury/disease for each million hours worked

11.91 10.88 14.03

Most frequent cause (mechanism) of injury Body stressing Muscular stressing Body stressing

Most expensive cause (mechanism) of injury Falls, trips and slips Sound and pressure Falls, trips and slips

* rounded to nearest dollar

OHSW, including Injury Management



The department is required to report progress against the five outcome areas outlined in Promoting Independence – Disability Action plans for South Australia.

Briefly, the five outcome areas are:

• Ensuring accessibility to departmental services to people with disabilities, both as customers and employees.

• Ensuring information about departmental services and programs is inclusive of people with disabilities.

• Delivering advice or services to people with disabilities with awareness and understanding of issues affecting people with disabilities.

• Providing opportunities for consultation with people with disabilities in decision-making processes regarding service delivery and in the implementation of complaints and grievance mechanisms.

• Ensuring requirements of the above legislation have been met.

In accordance with the outcome areas above, the department is:

• Developing a strategy to increase the number of people employed with disabilities and to ensure that employees are appropriately trained and aware of their responsibilities in relation to people with disabilities.

• Undertaking a program of assessing buildings and facilities for disability access.

• Improving disability access and amenity to DTEI facilities including the three Customer Service Centres. These centres will include a reception counter fitted with a low-level section of counter space allowing improved access for non-ambulatory personnel/employees, the North Arm Marina transportable which includes the construction of a steel access ramp, and the Roma Mitchell House foyer upgrade, which includes a Gunnebo access control gate system including a user-controlled swing gate for disabled users.

• Integrating disability planning into information, communication and technology strategies e.g. South Australian Government Web Protocols and compliance checking, Content Management

System (CMS) and third party web hosted service to transfer web sites into text only format.

• Providing advice and installation of hardware and software to assist visually impaired employees.

• Obtaining information from DeafSA on telecommunications options for hearing impaired people.

• Ensuring greater focus in 2006-07 will be on accelerating the uptake of e-business channels for simple registration and licensing transactions for the general public and businesses.

• Ensuring the tramline extension will be compliant with the Disability Discrimination Act requirements, including ensuring the new tram platforms in Victoria Square, King William Street and North Terrace will be easily accessible by people with a disability.

• Auditing the Adelaide Metro conveyances infrastructure for compliance with Disability Transport Standards.

• Providing practical steps towards achieving the Disability Transport Standards including:

• Ensuring every new Adelaide Metro bus caters to the needs of users with disabilities. Currently fifty per cent from 2005-06.

• Obtaining clarification of Disability Discrimination Act (DDA) standards to ensure new public transport infrastructure work is DDA compliant.

• Ensuring new trams and related infrastructure caters to the needs of users with disabilities.

• Complying with DDA standards at the Mawson Interchange.

• The brochures ‘Safer travel for passengers using mobility aids on public transport’ and ‘Working together to remove travel obstacles – improving access to passenger transport services’ were produced.

• Incorporating DDA infrastructure standards into road infrastructure projects.

• Upgrading existing infrastructure to provide safer and easier access to traffic signal sites and across roads. Treatments include audio tactile pedestrian push buttons, tactile ground surface indicators, microwave sensors and installing pedestrian refuges and walkthroughs in medians.

Disability Action Plan



The department is committed to Reconciliation. DTEI’s Reconciliation Group has representatives from across the department and receives continued support from Arts SA.

The department contributes to South Australia’s Strategic Plan Objective 6: Expanding Opportunity – Targets and in particular Aboriginal wellbeing by aiming to reduce the gap between the outcomes for South Australia’s Aboriginal population and those of the rest of South Australia’s population, particularly in relation to health, life expectancy, employment, school retention rates and imprisonment (T6.1).

The department continues to implement the DTEI Aboriginal Employment Strategy. The strategy is consistent with the Doing it Right Framework and the Commissioner for Public Employment’s Indigenous Employment Strategy for the South Australian Public Sector and supports Target 6.2 of South Australia’s Strategic plan.

A Whole of Government policy approach to addressing transport issues in regional South Australia is being approached. Given the large distances to access services and very low population base of communities in remote areas, the importance of this approach is paramount when sustainable solutions are being pursued.

The department also supports the recommendations of the 2002-2005 State Aboriginal Women’s Gatherings. This support includes:

• Anangu Pitjantjatjara Yankunytjatjara (APY) Lands - supporting regular passenger services linking Port Augusta, Coober Pedy, APY Lands, Alice Springs and communities/towns en route.

• Yalata - establishing a twelve-month contract with a commercial party to provide once a week regular passenger transport services between Yalata and Ceduna.

• Leigh Creek - contracting a commercial party to provide once-a-week regular passenger transport services between Leigh Creek, Port Augusta and towns/communities en route.

• Roads to Recovery Program 2005-06 – 2008-09, sealing of roads e.g. Marree to Lyndhurst Road, Lyndhurst to the North and Blinman to Wilpena.

• Public lighting in remote towns subsidised under remote areas energy supplies (RAES) Scheme e.g. Oodnadatta and Marree.

Other initiatives include:

• Urgent maintenance and upgrade works to airstrips on the APY Lands.

• Upgrade of the Oodnadatta airstrip to improve its all weather access capability.

• Participation in a Ministerial Council on Energy (MCE) Steering Committee overseeing a Northern Territory case study as part of the MCE’s Indigenous Action Plan.

• Representation on the South Australian Government Reconciliation Reference Committee, the working group for the South Australian Aboriginal Economic Development Strategy Senior Portfolio Representatives Group. The Aboriginal Road Safety Task Force established by the government’s Road Safety Advisory Council continued to meet in 2005 and is currently refining a draft South Australian Aboriginal Road Safety Strategy document.

• Contributions to the National Indigenous Road Safety Integrated Knowledge Resource.

• Progressing discussion with Indigenous groups in the Riverland with the view to establish passenger transport services that will provide access to Indigenous health and social programs for Indigenous people in the area.

Reconciliation



During 2005-06, eight officers from the department were required to travel overseas as part of their employment. The total cost was $82 888.

The reasons for travel are summarised in the table below.

(Total cost includes salary, on-costs, travel, accommodation, conference fees etc).

Overseas Travel

no of employees destination Reasons for travel

total cost to dtei

1 Bautzen, Germany Tram pre-delivery inspection/testing $7 636

1 Portland, Oregon USA Three months’ work exchange at TriMet - Portland mall revitalisation project phase 1

$40 700

1 London, United Kingdom

Attend conference - ITS Australia $5 087

1 Glasgow, United Kingdom

Attend and present at the Smarter Choices 2 Transport Conference $3 704

1 France, Austria, Germany

Attend meeting of PIARC Technical Committee 3.1, visit the BAST Research facility, and attend a meeting at SETRA

$11 116

1 Beijing, China Attend meeting of PIARC Technical Committee 3.1, and attend International Road Safety seminar in Beijing

$3 799

1 Sweden, Germany Visit Scania Australia’s parent factory in Sweden and ZF Transmission factory $7 391

1 Helsinki, Finland Attend and ratify the arrangements for UITP/ANZ Policy, as Board member. $3 455



The contractual arrangements entered into by the Department that exceed $4 million and continue beyond one year are detailed below:

project description supplier/private sector participant duration

Rehabilitation of RN7800 Dukes Highway, Bordertown – Victorian Border Boral Asphalt 2006

The Supply of Tramcars and Support Services for the Adelaide Light Rail, Glenelg Tramway

Bombardier Transportation Australia Pty Ltd 2006

Provision of Labour Hire Personnel including Plant Operators for Transport Services Division Operation – Panel Contract

Select Australasia Pty LtdThe Maxi Group

2008

Supply of Adelaide Metro services vehicles Scania 2008

Panel Contract for the Provision of Survey Services 3D Marine Mapping Pty LtdAerometrexAlexander & Symonds Pty LtdBleeze Neale & Assoc Pty LtdDSC Andrew Pty LtdEngineering Surveys Pty LtdFugro Survey Pty LtdFyfe Surveyors Pty LtdHydrosurvey AustraliaJohn C Bested & Assoc Pty LtdMichael Grear SurveysQasco (NSW) Pty LtdSinclair Knight MerzTodd Alexander

2009

Provision of metropolitan/county bus services Transitplus 2010

Provision of metropolitan bus services Torrens Transit and Southlink 2010

Provision of metropolitan rail services TransAdelaide 2010

Maintenance of Roads in Mid North Region – Mid North Maintenance Area

Works Infrastructure 2011

Maintenance of Roads in the Metro Region – Metro North Bardavcol Pty Ltd 2011

Maintenance of Roads, Eastern Region, Riverland and Mallee Area Works Infrastructure 2011

Maintenance of Roads, Northern and Western, Eyre Flinders Area Works Infrastructure 2011

The Design and Construction of Mawson Connector, Section 2 and the Mawson Lakes Public Transport Interchange

Bardavcol Pty Ltd 2014

The Design, Construction & Ten Year Operations & Maintenance of Port River Expressway Stages 2 & 3

Abigroup 2017

Contractual Arrangements



The following tables display the department’s use of consultancies and the nature of the work undertaken during the 2005-06 financial year. The categorisation used for reporting consultancies is $10 001–$50 000 and above $50 001.

The details of expenditure relating to consultancies are provided in the attached financial statements.

between $10 001 and $50 000

Number of consultancies in this category: 1

Parsons Brinkeroff Disability Discrimination Act (DDA) Compliance Audit.

Above $50 001

Number of consultancies in this category: 1

GHD Pty Ltd Glenelg Tramline Extension to Adelaide Railway

Account Payment Performance

In accordance with Treasurer’s Instruction No. 11, all government agencies are required to report on a monthly basis the number and value of creditors’ accounts paid and the extent to which the accounts have been paid.

The department has set itself a target to reach the accepted best practice benchmark of ninety per cent of accounts being paid by their due date. The department this year has exceeded this target.

The remaining four per cent of invoices reflect both disputed accounts and late payment of disputed accounts.

number of Accounts paid

percentage of Accounts paid(by number)

value in $A ofAccounts paid

percentage of Accounts paid

(by value)

Paid by Due Date* 60 639 91% 850 686 636 96%

Paid within 30 days or less from due date 3 638 5% 19 707 986 2%

Paid more than 30 days from due date 2 473 4% 14 174 702 2%

* The due date is defined as per 11.2 of the instruction. Unless there is a discount or written agreement between the public authority and

the creditor, payment should be within thirty days of the date of the invoice or claim.

Consultancies



This statement is published pursuant to Section 9 of the Freedom of Information Act 1991 (FOIA).

Departmental Structures and Functions

The department has diverse responsibilities in relation to transport systems and services, energy policy and regulation and infrastructure delivery for South Australia. The department’s structures and functions are further detailed earlier in this report. Please refer to the Portfolio, Structure, Organisation Chart and entity reports.

Effect of the Department’s Functions on Members of the Public

In accordance with the Government of South Australia’s agenda for open and accountable government, it is DTEI’s role to:

• Plan effectively to facilitate economic growth and social wellbeing.

• Increase the effectiveness of public transport in terms of patronage and social inclusion.

• Maximise the contribution of transport to the South Australian economy.

• Improve the effective working relationship between State and Local government.

• Encourage environmental sustainability.

• Encourage social inclusion initiatives throughout the department.

Arrangements for Public Participation in Policy Formulation

DTEI involves the public in policy formation in a number of ways. Consultation occurs with consumer groups through ad-hoc community surveys, community liaison sessions, and promotional activities at the division level.

The department regularly consults with members of the public regarding a wide range of issues relating to the business roles of the divisions.

Description of Types of Documents Held by the Department

DTEI’s documents fall broadly into the following categories:

• Accounting and financial records related to the running of the department.

• Asset management agreements and related records.

• Contracts.

• Corporate files containing correspondence, memoranda and minutes on all aspects of the department’s operations.

• Personnel files relating to the department’s employees.

• Plans and drawings detailing infrastructure maintained by the department.

• Policies, procedures and guidelines prescribing how activities are to be performed.

• Prosecution records.

• Records relating to the licensing of vehicle and boat drivers.

• Records relating to the registration of all vehicles and boats.

• Road projects, including development, maintenance and upgrades.

Many of these documents are now stored electronically, although some documents are stored in microfilm or are still available in hard copy format. The listing of these categories does not necessarily imply that all documents falling into the categories are accessible in full or in part under the Act.

DTEI’s Policy Documents

DTEI’s policy documents are broadly defined in the following areas:

Corporate Communications.

Financial.

Human Resources:

o OHS&W.

o Performance Management.

Freedom of Information Statement



o Conditions of employment.

o Other work related policies.

Information Technology.

Procurement.

Risk Management.

Inquiries about policy documents can be made to DTEI regional and metropolitan offices and Customer Service Centres (listed in the Adelaide and various country White Pages).

Documents Available for Purchase

The following documents are available for purchase from selected newsagents throughout South Australia, DTEI and Service SA Customer Service Centres between the hours of 9.00 am and 5.00 pm (see White Pages for locations and details):

• 2006 Tide Tables for South Australian Ports.

• South Australian Recreation and Boating Safety Handbook.

• Drivers Handbook (7th Edition).

Documents Available Free of Charge

Documents are available for viewing at all regional and metropolitan offices, from DTEI and Service SA Customer Service Centres between the hours of 9.00 am and 5.00 pm and from the following websites free of charge:

www.adelaidemetro.com.auwww.dtei.sa.gov.auwww.dtei.sa.gov.au/transportplanningwww.energy.sa.gov.auwww.environment.sa.gov.auwww.infrastructure.sa.gov.auwww.opt.dtei.sa.gov.auwww.transadelaide.com.auwww.transport.sa.gov.au

The following documents are available from Customer Service Centres:

• Brochures.

• Licence Classifications.

• Pamphlets.

The following free publications direct mailed to clients:

• On Deck newsletter (distribution of 50 000).

• MarineBiz newsletter (distribution of 3000) is posted to registered Commercial Marine Operators and associated industry groups. Copies can be requested from any Customer Service Centre or DTEI office, via the internet or by email and are delivered free of charge from the Walkerville Office (see White Pages for locations and details).

Accessing Documents

Regional and metropolitan offices and the Customer Service Centres and can assist with applying for documents, between the hours of 9.00 am and 5.00 pm.

Freedom of Information Access Arrangements, Procedures and Contact Details

Applications for access to documents held by the department should; be in writing, specify it is being made under the FOIA, include an address in Australia for sending correspondence, be accompanied by the prescribed application fee or proof of financial hardship and be directed to:

The Accredited Freedom of Information OfficerDepartment for Transport, Energy and InfrastructurePO Box 1WALKERVILLE SA 5081

Application forms are available from the State Records website at http://www.archives.sa.gov.au/Telephone enquiries can be made to the Corporate Secretariat section on 8204 8214.

Freedom of Information Statement

http://www.adelaidemetro.com.au

http://www.dtei.sa.gov.au

http://www.dtei.sa.gov.au/transportplanning

http://www.energy.sa.gov.au

http://www.environment.sa.gov.au

http://www.infrastructure.sa.gov.au

http://www.opt.dtei.sa.gov.au

http://www.transadelaide.com.au

http://www.transport.sa.gov.au

http://www.archives.sa.gov.au/


71 contents | overview | divisions | statutory information | financials | glossary Re

side

ntia

l

Asbestos Managementse

Cti

On

1: A

nn

uA

l R

epO

Rt

- pR

iOR

ity

An

d R

emO

vA

l A

Cti

vit

ies

site

Asb

esto

s pr

esen

ce s

tatu

spr

iori

ty f

or

Ris

k A

sses

smen

t

no

of

site

s in

pr

iori

ty f

or

asse

ssm

ent

cate

go

ry

1 ju

ly 2

005

Ris

k R

edu

ctio

n p

rog

ram

: A

ctiv

itie

s co

nd

uct

ed in

200

5/20

06Q

uan

tifi

cati

on

of

Act

ivit

ies

(b

y it

ems/

by

Are

a/b

y $)

nu

mb

er o

f si

tes

in p

rio

rity

fo

r as

sess

men

t ca

teg

ory

30

ju

ne

06

insu

ffici

ent

dat

aU

rgen

t0

N/A

N/A

0

un

stab

le, A

cces

sib

le; o

r

un

stab

le, d

amag

ed o

r d

ecay

edU

rgen

t3

N/A

N/A

3

un

stab

le, i

nac

cess

ible

; or

u

nst

able

par

tly

Acc

essi

ble

Hig

h5

N/A

N/A

5

stab

le, A

cces

sib

le; o

r st

able

, A

cces

sib

le, i

nit

ial s

ign

s o

f d

ecay

Med

ium

34

Mor

gan

Doc

kyar

ds -

Kitc

hen

Floo

r Ti

les

- 4m

2

35W

alke

rvill

e O

ffice

- L

evel

5Fl

oor

Tile

s -

400m

2

Oak

land

s Pa

rk -

Kitc

hen

Floo

r Ti

les

- 4.

5m2

stab

le, i

nac

cess

ible

; or

stab

le,

part

ly A

cces

sib

leLo

w40

Wal

kerv

ille

Offi

ce

- A

ir C

ondi

tioni

ng

Sout

h Pl

ant

Room

Sw

itchb

oard

4m

2

40D

uctin

g Pe

netr

atio

ns S

eala

nt 2

0kg

Air

Con

Duc

ting

Uni

t Li

ning

s 70

m2

Stirl

ing

Nor

th W

eigh

brid

geIn

sula

tion

16m

2

Asb

esto

s fr

eeN

ot a

pplic

able

26N

/AN

/A28

seC

tiO

n 2

: An

nu

Al

Rep

OR

t -

Ris

k R

edu

Cti

On

site

CA

teg

OR

y

sCA

le

site

per

form

ance

sco

re1

23

45

no

t A

sses

sed

site

Ris

k le

vel

seve

rem

ajo

rm

od

erat

em

ino

r (t

hre

sho

ld

Cat

ego

ry)

no

ris

k (t

arg

et

cate

go

ry)

% O

f si

tes

in C

ateg

ory

at

yea

r's

Co

mm

ence

men

t2.

784.

6331

.48

37.0

424

.07

0

Ad

just

ed %

Aft

er A

nn

ual

Red

uct

ion

Act

ivit

y2.

734.

5531

.82

36.4

525

.45

0

Not

es:

1. S

hed

17 a

dded

to

list,

Pri

Mdm

(Sta

ble

acce

ssib

le, i

nitia

l sig

ns o

f de

cay)

2. S

tirlin

g N

orth

: all

asbe

stos

rem

oved

(pre

viou

sly

Pri L

ow)

3. N

orth

Arm

Mar

ina

adde

d to

list

(asb

esto

s-fr

ee)


72 contents | overview | divisions | statutory information | financials | glossary N

on-R

esid

entia

l

Asbestos Managementse

Cti

On

1: A

nn

uA

l R

epO

Rt

- pR

iOR

ity

An

d R

emO

vA

l A

Cti

vit

ies

site

Asb

esto

s pr

esen

ce s

tatu

spr

iori

ty f

or

Ris

k A

sses

smen

t

no

of

site

s in

pr

iori

ty f

or

asse

ssm

ent

cate

go

ry

1 ju

ly 2

005

Ris

k R

edu

ctio

n p

rog

ram

: Act

ivit

ies

con

du

cted

in 2

005/

2006

Qu

anti

fica

tio

n o

f A

ctiv

itie

s

(by

item

s/b

y A

rea/

by

$)

insu

ffici

ent

dat

aU

rgen

tEs

t 37

9

Risk

leve

ls b

eing

ass

esse

d by

DA

IS a

s pa

rt o

f cu

rren

t re

-insp

ectio

n fo

r al

l no

n-re

side

ntia

l bui

ldin

g st

ruct

ures

on

non-

corp

orat

e si

tes

for

Com

mis

sion

er

of H

ighw

ays

and

Mar

ine

and

Rail

infr

astr

uctu

re p

urpo

ses.

N/A

un

stab

le, A

cces

sib

le; o

r

un

stab

le, d

amag

ed o

r d

ecay

edU

rgen

t4

Mos

t re

mov

ed, r

emai

nder

pro

gram

med

fo

r re

mov

al d

urin

g 20

06/2

007

Rem

oval

wor

k al

so in

volv

ed t

wo

DEM

OLI

TIO

NS:

One

at

cnr

Ham

pste

ad R

d Re

genc

y Rd

Bro

advi

ew a

nd a

dis

used

offi

ce o

n K

ings

cote

Jet

ty $

48 0

00.0

0 In

volv

ed a

ppro

x 40

m2

asbe

stos

.

un

stab

le, i

nac

cess

ible

; or

u

nst

able

par

tly

Acc

essi

ble

Hig

h3

Mon

itore

d an

d tr

eate

d in

acc

orda

nce

with

DA

IS r

ecom

men

ded

actio

n. A

lso

cons

ider

ed f

or p

rogr

amm

ed r

emov

al.

Switc

hboa

rds,

eav

es li

ning

s, lo

ose

cem

ent

shee

ting

- ap

prox

5m

2

stab

le, A

cces

sib

le; o

r st

able

, A

cces

sib

le, i

nit

ial s

ign

s o

f d

ecay

Med

ium

10M

onito

red

and

trea

ted

in a

ccor

danc

e w

ith D

AIS

rec

omm

ende

d ac

tion

stab

le, i

nac

cess

ible

; or

stab

le,

part

ly A

cces

sib

leLo

w40

Wal

kerv

ille

Offi

ce

- A

ir C

ondi

tioni

ngSt

irlin

g N

orth

Wei

ghbr

idge

Sout

h Pl

ant

Room

Sw

itchb

oard

4m

2

Duc

ting

Pene

trat

ions

Sea

lant

20k

gA

ir C

on D

uctin

g U

nit

Lini

ngs

70m

2

Insu

latio

n 16

m2

stab

le, i

nac

cess

ible

; or

stab

le,

part

ly A

cces

sib

leLo

w4

Asb

esto

s fr

eeN

ot a

pplic

able

0N

o ac

tiviti

es r

equi

red

N/A

seC

tiO

n 2

: An

nu

Al

Rep

OR

t -

Ris

k R

edu

Cti

On

site

CA

teg

OR

y

sCA

le

site

per

form

ance

sco

re1

23

45

6

site

Ris

k le

vel

seve

rem

ajo

rm

od

erat

em

ino

r (t

hre

sho

ld

Cat

ego

ry)

no

ris

k

(tar

get

ca

teg

ory

)n

ot

Ass

esse

d

% o

f si

tes

in C

ateg

ory

at

yea

r's

Co

mm

ence

men

t1

0.75

2.5

10

94.7

5

Ad

just

ed %

Aft

er A

nn

ual

Red

uct

ion

Act

ivit

y3.

51.

56.

51.

752

79.5

Not

es:

1. N

ew S

ever

e an

d M

ajor

ris

ks id

entifi

ed in

200

5/20

06: s

ever

al b

uild

ings

are

vac

ant

and

secu

re p

endi

ng r

esol

utio

n in

200

6/20

07, r

emov

als

for

othe

rs s

ched

uled

for

200

6/20

07.

2. N

on-r

esid

entia

l site

s -

400

com

pris

ing

appr

oxim

atel

y 84

(21%

) site

s ha

ving

bui

ldin

g ty

pe s

truc

ture

s an

d ap

prox

imat

ely

316

(79%

) site

s ha

ving

non

-bui

ldin

g ty

pe s

truc

ture

s.3.

In a

dditi

on t

here

are

146

res

iden

ces

com

pris

ing

128

acqu

ired

for

futu

re r

oad

infr

astr

uctu

re p

roje

cts

and

18 o

n ra

il pr

oper

ty f

orm

erly

und

er A

ustr

alia

n N

atio

nal c

ontr

ol. A

sbes

tos

rem

oval

ar

rang

ed w

hen

a re

side

ntia

l site

bec

omes

a w

orkp

lace

for

dem

oliti

on o

r m

aint

enan

ce u

pgra

de. A

ll as

best

os r

emov

al a

nd d

emol

ition

wor

ks a

re c

arrie

d ou

t by

app

ropr

iate

ly li

cens

ed c

ontr

acto

rs.

Mai

nten

ance

act

iviti

es a

rran

ged

thro

ugh

DA

IS a

re c

arrie

d ou

t in

acc

orda

nce

with

the

ir sa

fe w

ork

prac

tice

guid

elin

es.


Financial Statements




Certification of the Financial Report

We certify that:

• the attached General Purpose Financial Report for the Department for Transport,Energy and Infrastructure presents fairly, in accordance with the Treasurer’sInstructions promulgated under the provisions of the Public Finance and Audit Act1987, applicable Australian Accounting Standards and other mandatory professionalreporting requirements in Australia, the financial position of the Department forTransport, Energy and Infrastructure as at 30 June 2006, the results of its operation andits cash flows for the year then ended;

• the attached financial statements are in accordance with the accounts and recordsof the authority and give an accurate indication of the financial transactions of theauthority for the year then ended; and

• internal controls over the financial reporting have been effective throughout thereporting period.

Jim Hallion Tim DelaneyChief Executive Chief Finance Officer20 September 2006 20 September 2006







INCOME STATEMENT for the Year Ended 30 June 2006

Note 2006 2005

No. $'000 $'000

ExpensesEmployee Benefits Costs 7 121 494 109 991

Supplies and Services 8 449 028 392 641

Depreciation and Amortisation 9 138 527 133 111

Grants and Subsidies 10 66 203 61 568

Borrowing Costs 3 992 3 686

Write-down of inventories to net realisable value - 0 - 0

Other Expenses 11 5 359 7 127

Total Expenses 784 603 708 124

Income

Fees & Charges 13 337 765 323 206

Commonwealth Revenue 14 91 602 91 347

Interest 15 4 660 3 153

Grants & Subsidies 16 36 736 33 716

Commissions Received 9 784 6 605

Net Gain or Loss on Disposal of Assets 17 984 (22 587)

Resources received free of charge 18 - 0 4 235

Other Income 19 38 011 22 679

Dividend Received 519 542 462 354

Net Cost of providing Services 265 061 245 770

Revenues from / Payments to SA GovernmentRevenues from SA Government 20 378 396 296 618

Payments to SA Government 20 4 372 1 429

Net Revenues from / Payments to SA Government 374 024 295 189

Net Result before Restructure 108 963 49 419

Net revenue (expenses) from administrative restructure 38 6 260 - 0

Net Result after Restructure 115 223 49 419

The Net Result after restructure is attributable to the SA Government as owner

The above statement should be read in conjunction with the accompanying notes.



BALANCE SHEET as at 30 June 2006

Note 2006 2005No. $'000 $'000

AssetsCurrent Assets

Cash & Cash Equivalents 21 333 600 196 838Receivables 22 35 043 25 265Inventories 23 5 600 6 053Other current assets 24 11 049 12 185Investments / Financial Assets 28 -Non-Current assets classified as held for sale 25 11 457 6 010Total Current Assets 396 749 246 351Non-Current Assets

Receivables 22 40 40Inventories 26 -Investments / Financial Assets -Land, Buildings and Facilities 26 433 294 354 902Plant and Equipment 27 174 502 139 442Network Assets 28 4 580 262 4 268 962Heritage Assets -Capital Works in Progress 29 213 604 231 369Intangible Assets 30 9 153 544Dividend Received -Total Non-Current Assets 5 410 855 4 995 259Total Assets 5 807 604 5 241 610LiabilitiesCurrent Liabilities

Payables 31 63 476 68 413Interest Bearing Liabilities 32 696 -Employee Benefits 33 13 745 12 542Provisions 34 9 905 6 815Other Current Liabilities 35 13 434 1 425Total Current Liabilities 101 256 89 195Non-Current Liabilities

Payables 31 3 046 2 239Interest Bearing Liabilities 32 48 947 50 792Finance Leases -Employee Benefits 33 31 856 30 287Provisions 34 7 640 7 510Other 37 -Other Non - Current Liabilities 35 102 700 15 000Total Non-Current Liabilities 194 189 105 828Total Liabilities 295 445 195 023Net Assets 5 512 159 5 046 587Equity

Accumulated Surplus 3 724 746 3 609 523Asset Revaluation Reserve 1 574 156 1 240 053Contributed Capital 213 257 197 011Total Equity 5 512 159 5 046 587

Commitments 39Contingent Assets and Liabilities 40

The above Statement should be read in conjunction with the accompanying notes.



STATEMENT OF CHANGES IN EQUITY for the Year Ended 30 June 2006

NoteContributed

Capital

AssetRevaluation

Reserve

Accumulated Surplus

Total

No. $'000 $'000 $'000 $'000

Balance at 30 June 2004 176,993 1,134,013 3,581,362 4,892,368

Changes in Accounting Policy 5 - (1,745) (19,042) (20 787)

Restated Balance at 30 June 2004 176,993 1,132,268 3,562,320 4,871,581

Gain on Revaluation of PropertyDuring 2004-05

- 107,871 - 107,871

Net Income/Expense RecognisedDirectly in Equity for 2004-05 - - 6,579 6,579

Net Result After restructure for 2004-05 - - 51,240 51,240

Total Recognised Income andExpense for 2004-05

- 107,871 57,819 165,690

Equity Contribution from SAGovernment

20,018 - - 20,018

Balance at 30 June 2005 197,011 1,240,139 3,620,139 5,057,289

Changes in Accounting Policy 5 - ( 125) 114 ( 11)

Other Accounting Policy Changes - - (15 084) (15 084)

Asset Related Adjustments 36 - 39 8,641 8,680

Other Prior Year Adjustments 42 - - (4,287) (4 287)

Restated Balance at 30 June 2005 197,011 1,240,053 3,609,523 5,046,587

Gain on Revaluation of PropertyDuring 2005-06

- 334,103 - 334,103

Net Income/Expense RecognisedDirectly in Equity for 2005-06

- - - -

Net Result After Restructure for 2005-06 (3 754) - 115,223 111,469

Total Recognised Income andExpense for 2005-06

(3 754) 334,103 115,223 445,572

Equity Contribution from SAGovernment

20,000 - - 20,000

Dividend Received 213,257 1,574,156 3,724,746 5,512,159

All Changes in Equity Are Attributable to the SA Government as owner




CASH FLOW STATEMENT for the Year Ended 30 June 2006

Note 2006 2005No. $'000 $'000

Inflows

(Outflows)Inflows

(Outflows)Cash flows from Operating Activities

Cash Outflows Employee Payments (116,462) (105,975)Supplies and Services (234,384) (210,063)Bus and Rail Service Contracts (217,346) (197,550)Grants and Subsidies (66,601) (26,713)Borrowing Costs (3,992) (3,700)Dividend Paid -GST payments on Purchases - (63,851)GST remitted to ATO -Extraordinary Payments -Other Payments (5,391) (15,543)Cash Used in Operations (644,176) (623,395)Cash Inflows Fees and Charges 99,335 84,522

28/9/06 191,602 106,347Grants and Subsidies 31,496 34,383Interest Received 4,660 3,156Dividend Received -Registration and Licensing Fees 238,430 240,931Bus and Depot Leases - 5,926Commissions 8,388 7,202GST receipts on Receivables 1,126 11,705GST input tax credits from ATO - 51,659Extraordinary Receipts -Other Receipts 32,589 21,696Cash Generated From Operations 607,626 567,527Cash Flows from SA Government Receipts from SA Government 378,396 296,618Payments to SA Government (988) (5,497)Total Cash Flows from SA Government 377,408 291,121Net Cash provided by Operating Activities 41 340,858 235,253Cash flows from Investing Activities

Cash Outflows Purchase of Property, Plant and Equipment (79,952) (85,163)Purchase of Network Assets (158,082) (149,490)Purchase of Heritage Assets -Purchase of Investments -Cash Used in Investing Activities (238,034) (234,653)Cash Inflows Proceeds from Sale of Property, Plant and Equipment 14,922 8,750Proceeds from Sales/Maturities of Investments -Cash Generated From Investing Activities 14,922 8,750Net Cash Provided by/(Used in) Investing Activities (223,112) (225,903)Cash Flows From Financing Activities Cash Outflows Distributions to Government -Repayment of Borrowings (1,149) (749)



CASH FLOW STATEMENT for the Year Ended 30 June 2006

Cash Used in Financing Activities (1,149) (749)Cash Inflows Capital Contributions from Government 20,000 20,018Proceeds from Borrowings -Cash Proceeds from restructuring activities 165 -Cash Generated from Financing Activities 20,165 20,018Net Cash Provided by/(used in) Financing Activities 19,016 19,269Net Increase / (Decrease) in Cash and Cash Equivalents 136,762 28,619Prior Period Adjustment -Cash and Cash Equivalents as at 1 July 196,838 168,219Cash and Cash Equivalents as at 30 June 21 333,600 196,838

The above Statement of Cashflows should be read in conjunction with the accompanyingnotes.



PROGRAM SCHEDULE OF INCOME AND EXPENSES for the Year Ended 30 June 2006

CommunityInformation

andEducation

PolicyDevelopment& Investment

Strategy

Regulatingthe

TransportSystem

TransportServices for

SouthAustralians

InfrastructureDevelopment Energy TOTAL TOTAL

2006$'000

2006$'000

2006$'000

2006$'000

2006$'000

2006$'000

2006$'000

2005$'000

Expenses

Employee Expenses 5,343 11,714 36,124 58,307 2,272 7,734 121,494 109,991

Supplies andServices

7,986 5,427 37,297 373,120 17,289 7,909 449,028 392,641

Depreciation andAmortisation 6 27 510 137,706 1 277 138,527 133,111

Grants and Subsidies 367 617 153 56,656 - 8,410 66,203 61,568

Borrowing Costs - - - 3,992 - - 3,992 3,686

Other 103 1,293 311 3,582 23 47 5,359 7,127

Write Down ofInventories

- - - - - - - -

Total Expenses 13,805 19,078 74,395 633,363 19,585 24,377 784,603 708,124

Income

Fees and Charges - - 266,193 71,482 - 90 337,765 323,206

CommonwealthRevenue

465 - 1,210 89,789 - 138 91,602 91,347

Interest - - 213 4,447 - - 4,660 3,153

Net Gain/(Loss) fromDisposal of Assets

- - - 984 - - 984 (22,587)

Commissions - - 9,741 43 - - 9,784 6,605

Grants and Subsidies - - - 36,736 - - 36,736 33,716

Resources ReceivedFree of Charge

- - - - - - - 4,235

Other 2,034 93 4,741 25,203 1,539 4,401 38,011 22,679

Total Income 2,499 93 282,098 228,684 1,539 4,629 519,542 462,354

Net Cost of ProvidingServices

(11,306) (18,985) 207,703 (404,679) (18,046) (19,748) (265,061) (245,770)

Revenue from /Payments to SAGovernment

Revenues from SAGovernment

- 2,646 61,879 277,596 18,088 18,187 378,396 296,618

Payments to SAGovernment

- - 4,371 1 - - 4,372 1,429

Net Revenuesfrom/Payments to SAGovernment

- 2,646 57,508 277,595 18,088 18,187 374,024 295,189

Net Result beforeRestructuring

(11,306) (16,339) 265,211 (127,084) 42 (1,561) 108,963 49,419



1. Objectives of the Department for Transport, Energy and Infrastructure

The Department for Transport, Energy and Infrastructure has diverse responsibilities in relationto transport system and services, energy policy and regulation, and infrastructure planning forSouth Australia.

The Department’s objectives include:

• Providing leadership in the development of transport options by providing policy,planning and investment advice to assist government to achieve its strategic objectives;

• Delivering and supporting safe, sustainable and secure transport that underpins theeconomic and social growth of South Australia;

• Providing improved passenger transport to meet the social inclusion, environmental,efficiency and safety objectives of the government by improving mobility andaccessibility to enhance the quality of life of all South Australians;

• Providing policy advice on energy issues, and delivering energy programs and regulatoryservices for the competitive, safe and reliable supply and use of energy, for the benefit ofthe South Australian community, including an efficient transition towards a sustainableenergy future; and

• Identifying strategic infrastructure priorities for the state, coordinate infrastructureplanning and development across government and facilitate timely delivery of keyprojects that support the economic and social development of the state.

2. Departmental Organisation

The structure of the Department has been established in a manner that provides clearaccountabilities and responsibilities for all business areas and enables an open and steadyflow of information between these areas. The divisions of the Department are:• Transport Services Division• Safety and Regulation Division• Corporate Services Division• Transport Planning Division• Public Transport Division• Energy Division• Infrastructure Division

The Executive Directors of the divisions within the Department report to the Chief Executive,Department for Transport, Energy and Infrastructure.

The Office of the Chief Information Officer forms part of the Department’s operations. TheChief Information Officer is accountable to the Minister for Transport, Energy andInfrastructure.

During 2005-06 there were significant changes to the Department’s portfolio structure.

Effective from 1 July 2005, the following Agencies transferred from the Department forTransport, Energy and Infrastructure (DTEI) to the Department for Primary Industries andResources SA (PIRSA):• Planning SA• Office of Local Government• Office of the North• Office of the North West• Office of the Southern Suburbs



• Regional Ministerial Offices (incorporating the Office of the Murray and the Office of theUpper Spencer Gulf, Flinders Ranges and Outback).

As reported in the Government Gazette, dated 30 June 2005.

Effective from 1 July 2005, the following Agencies transferred to DTEI, to form the EnergyDivision:• Energy SA (from PIRSA)• Office of the Technical Regulator (from PIRSA)• Microeconomic Reform and Infrastructure Branch (from Department of Treasury &

Finance)As reported in the Government Gazette, dated 30 June 2005.

Effective from 1 July 2005, the Office for Infrastructure Development, together with a further 4employees from the Department of Administrative and Information Services (DAIS),transferred to the Department. As reported in the Government Gazette, dated 30 June 2005.

Effective from 1 July 2005, the following Customer Service Centres transferred from theDepartment to DAIS:• Mount Gambier• Berri• Kadina• Murray Bridge• Port Pirie• Adelaide• Transport SA Call CentreAs reported in the Government Gazette, dated 2 June 2005.

3. Summary of Significant Accounting Policies

3.1 Basis of Accounting

The financial report is a general-purpose financial report. The accounts have been preparedin accordance with applicable Australian Accounting Standards and Treasurer’s Instructionsand Accounting Policy Statements promulgated under the provision of the Public Financeand Audit Act 1987.

These financial statements are the first statements to be prepared in accordance with theAustralian Equivalent to International Financial Reporting Standards (AIFRS). AASB1 First-timeAdoption of Australian Equivalents to International Financial Reporting Standards has beenapplied in preparing these statements. Previous financial statements were prepared inaccordance with Australian Generally Accepted Accounting Principles (GAAP).

Reconciliations explaining the transition to AIFRS as at 1 July 2004 and 30 June 2005 aredisclosed at Note 5.

The Department’s Income Statement, Balance Sheet and Statement of Changes in Equityhave been prepared on an accrual basis and are in accordance with the historical costconvention, except for certain assets that have been valued in accordance with specificapplicable valuation policies described under this note.

The Cash Flow Statement has been prepared on a cash basis.

The financial report has been prepared based on a twelve month operating cycle withamounts presented in Australian currency.



3.2 Reporting Entity

The Department for Transport, Energy and Infrastructure has produced both Departmentaland Administered financial statements. The Departmental financial statements include theuse of assets, liabilities, revenues and expenses controlled or incurred by the Department in itsown right. The Administered financial statements includes the revenues, expenses, assets andliabilities which the Department administers on behalf of the SA Government but does notcontrol.

3.3 Comparative Information

The presentation and classification of items in the financial statements are consistent withprior periods except where a specific Accounting Policy Statement or Australian AccountingStandard has required a change.

Comparative figures have been restated on an AIFRS basis except for financial instrumentinformation as permitted by AASB 1.

The comparatives have been restated to assist user understanding of the current reportingperiod and do not replace the original financial report for the preceding period. Note 5provides a detailed analysis of comparative amounts that have been reclassified as a resultof adopting AIFRS.

3.4 Rounding

All amounts in the financial statements have been rounded to the nearest thousand dollars($’000).

3.5 Service Provider Unit Operations

Service Provider units are individual work units that operate on a fee for service basis. ServiceProvider units predominantly have as their clients other units within the Department and mayalso undertake some work for external parties. Some Service Provider units charge actualcosts directly to projects, while others retain actual costs within a working account prior to on-charging those costs. The recurrent or capital nature of these costs is therefore not readilyapparent. A reliable means of allocating costs between investing and operating activitieshas been established based on the history of work performed or an apportionment relevantto the nature of the Service Provider units’ operations.

Service Provider unit revenue arising from operations with external clients is disclosed in theIncome Statement. Revenue arising from intra-division operations has been eliminated.

3.6 Business Overheads

The Department adopts a full cost approach to the costing of its capital and recurrent works.This methodology entails the allocation of a proportionate share of overheads to all activitiesbased on a regime of cost drivers. Costs that are typically allocated using these costs driversinclude general engineering and field related expenses, and goods or services that supportthe resources directly engaged in working on these activities (eg. accommodation rental,payroll services, finance, contract management, etc).

Costs normally associated with the establishment and operation of governance frameworksdesigned to support the role of Executive Management are not attributed to individualspecific works and are borne by the Department as a whole.



3.7 Taxation

The Department is liable for payroll tax, fringe benefits tax, goods and services tax,emergency services levy, land tax and local government rates.

In accordance with the requirements of UIG Interpretation 1031 Accounting for the Goodsand Services Tax (GST), revenues and expenses are recognised net of the amount of GST,and receivables and payables are stated with the amount of GST included. The amount ofGST incurred by the Department as a purchaser that is not recoverable from the AustralianTaxation Office is recognised as part of the cost of acquisition of an asset or as part of anitem of expense.

Under the National Competition Policy principles (Tax Equivalent Regime), State GovernmentBusiness Enterprises in competition with private industry are liable for payment ofCommonwealth, State and Local Government taxes with an equivalent payment to bemade to the Department of Treasury and Finance. The Business Unit within the Departmentthat was subject to the payment of taxation equivalents under this regime was the PassengerTransport Asset Management Unit. This unit no longer bears the status of a taxable entity or isliable to make payments under this regime.

3.8 Income and Expenses

Income and expenses are recognised in the Department’s Income Statement when and onlywhen it is probable that the flow of economic benefits to or from the Department will occurand can be reliably measured.

Income and expenses have been classified according to their nature in accordance withAccounting Policy Framework II General Purpose Financial Reporting Framework and havenot been offset unless required or permitted by another accounting standard.

Revenues from registration and licence fees are recognised when the Department obtainscontrol over the funds. Control is generally obtained upon receipt of those funds.

Revenues from other fees and charges are derived from the provision of goods and servicesto other SA Government agencies and to the public. These revenues are driven by consumerdemand and are recognised upon the delivery of goods and services to the customers.

Gains or losses from the disposal of non-current assets are recognised on a net basis whencontrol of the asset has passed to the buyer.

Assets provided to the Department at no value or minimal value are recorded in the IncomeStatement as resources received free of charge at an amount equal to the fair value of theassets received.

In accordance with AASB 123 Borrowing Costs, paragraph 9, borrowing costs are recognisedas expenses in the period in which they are incurred. The Department has not capitalisedany borrowing costs.

Grants received by the Department from the Commonwealth are generally monies given tofund capital or recurrent activities. Such grants are recognized as Commonwealth Revenuesand are usually subject to terms and conditions as set out in the contract, correspondence orlegislation governing the provision of the grant.



Grant revenue is recognised as income at the time the Department obtains control over thegrant funds or obtains the right to receive the grant funds. For grants with unconditionalstipulations, control generally occurs at the earlier time of when the Department has beenformally advised that the grant has been approved, the agreement has been signed, and/orthe grant has been received. For grants with conditional stipulations, control passes at thetime the stipulations are satisfied or met.

Grants provided to other entities for general assistance or for a particular purpose aretherefore recognised as expenses, prepayments or payables depending on the nature of thegrant and the recipient entity’s level of control or right to receive the grant. Grants providedby the Department to other entities are generally unconditional in nature and are recognisedas expenses in the period in which they are paid. Such grants may be in the form of monies orother assets.

Income collected but not controlled by the Department is not recognised as Departmentalincome but instead is reported as Administered income. Such amounts are generallyrequired to be paid to the Consolidated Account or funds controlled by other Departments.

3.9 Revenues from/Payments to SA Government

Revenues from SA Government include monies appropriated to the Department under theAppropriation Act or other acts for the purpose of program funding. These appropriations arerecognised as revenues when the Department obtains control over the funds. Control isgenerally obtained upon receipt of those funds.

Payments to SA Government include payments to the Department of Treasury and Financefor Indentured Ports paid directly to the Treasurer through the Consolidated Account (refernote 42).

3.10 Current and Non-Current Items

Assets and liabilities are characterised as either current or non-current in nature. Assets andliabilities that will be realised as part of the 12 month operating cycle are classified as currentassets or current liabilities. All other assets and liabilities are classified as non-current.

3.11 Cash and Cash Equivalents

For the purposes of the Cash Flow Statement, cash includes cash on hand and deposits atcall that are readily converted to cash and are used in the day-to-day cash managementfunction of the Department. Cash is measured at nominal value.

In October 2003 the Government introduced a policy with respect to aligning departmentalcash balances with appropriation and expenditure authority. This policy came into effectduring the course of 2003-04 and has continued operation through to 2005-06. TheDepartment was not required to transfer any cash balances in 2004-05 or 2005-06.

Administered cash is reported separately in the Administered Financial Statements.



3.12 Receivables

Trade receivables arise in the normal course of providing goods and services to otheragencies and to the public. Trade receivables are payable within 30 days after the issue ofan invoice or from when the goods/services have been provided under a contractualarrangement. Other debtors arise outside the normal course of providing goods and servicesto other agencies and to the public.

If payment from a debtor has not been received within 90 days after the amount falls due,under the terms and conditions of the arrangement with the debtor, the Department is ableto charge interest at commercial rates until the whole amount of the debt is paid.

In accordance with Australian Accounting Standards AASB 139 Financial Instruments:Recognition and Measurement, the Department determines a provision for doubtful debtsbased on an annual review of balances for trade receivables. The provision balance iscalculated as that amount of specific trade receivables that have been assessed as impaired oruncollectible at reporting date.

3.13 Inventories

Inventories held for sale are stated at the lower of cost or their net realisable value.Inventories held for distribution are measured at the lower of cost or replacement value.

Inventories such as metrotickets consist of tickets held for sale or distribution and are valuedat cost. Inventories of roadside materials are valued at historic cost and stores are valued ona weighted average historic cost basis. Inventories comprising works in progress performedfor clients external to the Department are valued at cost.

3.14 Non-Current Asset Acquisition and Recognition

The Department capitalises non-current physical assets with a value of $2,000 or greater inaccordance with policies that are consistent with Accounting Policy Framework III AssetAccounting Framework and the requirements of Accounting Standard AASB 116 Property,Plant and Equipment.

The Department’s activities are such that assets under construction are capitalised orrecognised at the completion of the project. Project outlays that do not meet the recognitioncriteria of an asset are also expensed at/or near the date of practical completion.

The Department does not recognise as assets outlays for office modifications, or theacquisition of furniture and office fittings due to the inherent difficulty in separately trackingthese items for depreciation and replacement purposes.

The Department performs separate recognition of the components of specific assets onlywhen the fair value of the asset at the time of acquisition is greater than $5 million forinfrastructure assets and $1 million for other assets. With the exception of its Walkervilleadministrative office building, where the lifts and the air-conditioning system have beenrecognised separately, the Department’s assets have been appropriately classified andgrouped to warrant no further recognition of components.

In accordance with Accounting Policy Framework III Asset Accounting Framework APS 9.6 theDepartment has elected not to recognise in its Balance Sheet the value of land under roadsand land under water because of the inherent difficulty in the reliable measurement of allland within these categories.



Most assets acquired and recognised by the Department are initially recorded at cost or atthe value of any liabilities assumed, plus any incidental costs incurred with the acquisition.

Where the Department acquires assets at no value, or minimal value, these items arerecorded at their fair value in the Balance Sheet. If the assets are acquired at no or nominalvalue as part of a restructuring of administrative arrangements then the assets are recordedat the value recorded by the transferor entity prior to the transfer.

Where the payment for an asset is deferred, the Department measures its value at thepresent value of the future outflow, discounted using the interest rate of a similar period forborrowing.

3.15 Assets Held for Sale

Assets held for sale generally consist of land and buildings that have been declared surplus tothe needs of the Department for which a plan of sale has been determined byManagement. Assets held for sale are separately disclosed and measured at the lower ofcarrying amount and fair value less cost to sell in accordance with Australian AccountingStandard AASB 5 Non-Current Assets Held for Sale and Discontinued Operations.

3.16 Intangible Assets

The acquisition or internal development of software is only capitalised when the expenditurecan be reliably measured in accordance with AASB 138 Intangible Assets, existingDepartmental policies and where the amount of expenditure is greater than or equal to$10,000, in accordance with Accounting Policy Framework III Asset Accounting Framework.

Under these requirements the Department has recognised at cost an asset relating tointernally generated software integral to its revenue collection operations, ie. TRUMPS(Transport Regulation User Management Processing System) application. Further costsrelating to this software will be capitalised on completion of the second phase of the project.

3.17 Revaluation of Non-Current Assets

In accordance with Accounting Policy Framework III Asset Accounting Framework APS 3.1and 3.3, all non-current physical assets are revalued to their estimated fair value.Revaluations are performed only in instances where the fair value of the asset or asset groupat the time of acquisition is greater than $1 million and the estimated useful life is greater than3 years.

The Department revalues its land, buildings, leasehold improvements and major plant everythree years, but does not revalue its information technology and minor plant assets, as theseitems do not meet the revaluation threshold.

When depreciable non-current assets are revalued, the Department uses the ‘gross method’in accounting for the accumulated depreciation on revaluation.

If at any time Management considers that the carrying amount of an asset materially differsfrom its fair value, then the Department revalues the asset regardless of when the lastvaluation took place. Non-current physical assets that are acquired between revaluationsare either held at cost until the next valuation, or revalued if the fair value is likely to bematerially different from the acquisition value.

Revaluation increments are credited directly to the Asset Revaluation Reserve. If within anasset class, an increment reverses a revaluation decrement previously recognised as an



expense in the Income Statement within that class, the increment is recognised as revenue inthe Income Statement, but only to the extent of the decrement previously recognised in thisfinancial statement.

Revaluation decrements are offset against any previous Asset Revaluation Reserve incrementfor a particular class of asset and any remaining balance is expensed.

When entire classes or groups of assets are sold, the revaluation increments relating to thoseassets are transferred to Retained Earnings in accordance with Accounting Policy FrameworkIII Asset Accounting Framework APS 3.11.

The valuation methodology applied to specific classes of non-current assets underrevaluations is as follows:

Land, Buildings and FacilitiesAll Land held by the Department, except for land under roads and land under water (referNote 5 (b)), is valued at fair value, based on information received from the Valuer-General ofSouth Australia or from independent valuers.

Buildings and Facilities, particularly those that are subject to commercial leases, are generallyvalued at written down replacement cost (current replacement cost less accumulateddepreciation) as determined under independent valuations or by suitably qualified valuationofficers of the Department. Where Valuer-General information is used to measure the valueof buildings, that value is based on the Valuer-General’s assessment being the differencebetween the capital value and the site value of the property.

Network AssetsWith the exception of Earthworks, all Network Assets are valued at written down replacementcost either by independent valuers, or by suitably qualified officers of the Department. Theseassets have no market and are therefore measured at written down replacement cost whichis considered to be equivalent to fair value. The reasonableness of this valuation approachfor road pavements and earthworks was agreed upon under the advice from anindependent engineering consultant (L B Dowling & Associates) in 2001-2002.

The Department’s methodology for valuing road pavements includes the recognition ofsalvage values to ensure that depreciation expense on road pavements is in accordancewith the treatment prescribed in Australian Accounting Standard AASB 116 Property Plantand Equipment.

Plant and EquipmentBuses, bus depot plant and equipment, ferries and towing vessels are all valued at writtendown replacement cost. Other plant and equipment, which does not normally meet thethreshold for revaluation, is valued at historic cost. In these instances, historic cost is deemedto be the fair value of these assets.

Works in ProgressAll works in progress are valued at cost.



Assets Acquired under Government Restructures or Other Changes in AdministrativeArrangements

• Former Australian National Rail Land and Associated AssetsThese assets have been progressively defined, valued and recorded in theDepartment’s asset register as assets vested in or transferred to the Minister forTransport.

Land and buildings on major rail yards subject to commercial leases is based on theValuer-General’s determination of market value, or the latest Valuer-Generalassessment depending on the terms of the lease. All other rail-related land andbuildings are valued using the Valuer-General’s assessment of site value for land andthe difference between capital value and site value of the property for buildings.

The value for land under rail or rail reserves on Interstate Mainline awaiting title and/ordivision is based on net present value of future income flows (nominal only).

• Former Energy SA Land and Associated AssetsOn 1 July 2005, the functions of Energy SA transferred to the Department. Assetssubject to this transfer included land, buildings, plant and equipment associated withthe operation of local township power stations. In accordance with Accounting PolicyFramework III Asset Accounting Framework APS 2.12, these assets were brought toaccount at amounts equal to the value recorded by the transferor entity as at 30June 2005, and are expected to be defined, titled and revalued at the next cycle ofrevaluation using valuation principles applied to similar assets.

• Purchase of Tram Infrastructure from TransAdelaideOn 30 June 2006, the Department acquired from TransAdelaide a number of tramrelated assets at a purchase cost of $33.578 million (excluding GST). These assetsincluded the existing tram infrastructure and extensive upgrades or improvements tothe tram track, electrical network, buildings, plant and equipment supporting theAdelaide-Glenelg Tram Line and Glengowrie Tram Barn. The existing traminfrastructure was brought to account by the Department at its written downreplacement value at the date of purchase. The upgrades or improvements wererecognised at cost. Some items were expensed as they did not meet theDepartment’s specific asset recognition criteria.



The following table shows the classes of assets held by the Department, when they were lastrevalued and by whom:

Asset ClassLast Valued /Revalued By Whom

NetworkRoad Pavements, includingsmall signs, pavement markingand median kerbing

30 June 2004 Spiros Dimas BE(Hons), MIE(Aust),CPEng (Civil)

Earthworks 30 June 2004 Spiros Dimas BE(Hons), MIE(Aust),CPEng (Civil)

Bridges / Culverts 30 June 2004 Peter Wilson CPEng (Civil)

Major Signs 30 June 2004 Peter Wilson CPEng (Civil)

Traffic Signals 30 June 2005 Brendan McIntosh B Eng (Electrical)

Road Lighting 30 June 2005 Rick Burt (Cert in Electrical Eng)

Busway Track & Structures 30 June 2004 Peter Wilson CPEng (Civil)

Busway Interchanges 30 June 2004 Currie & Brown

Other

Ferry Landings 30 June 2004 Peter Wilson CPEng (Civil)

Drainage 30 June 2006 Bill Lipp B Tech Civil Eng Grad DipMaths

Weighbridges and weigh slabs 30 June 2004 Modern Weighbridge and ScaleService Pty Ltd and variousdepartmental officers

LandMarine land 30 June 2006 Valuer-General

Rail land 30 June 2005 Valuer-General

Bus Depots 30 June 2006 Liquid Pacific Holdings Pty Ltd

All other land 30 June 2006 Valuer-General

Buildings and FacilitiesResidential – held for roadconstruction

30 June 2006 Valuer-General

Commercial – held for roadconstruction

30 June 2006 Various departmental officers

Marine 30 June 2004 Liquid Pacific Holdings Pty Ltd

Rail 30 June 2005 Various

Bus Depots 30 June 2006 Liquid Pacific Holdings Pty Ltd

Departmental 30 June 2004 Liquid Pacific Holdings Pty Ltd

Plant & EquipmentBuses 30 June 2004 Australian Valuation Office

Bus Depot Plant & Equipment 30 June 2006 Evans & Clarke

Information Technology Not ApplicableMinor Plant Not ApplicableFerries (including modules) 30 June 2005 Gary Harvey, B Eng (Mechanical Eng)

Towing Vessel 30 June 2006 K. Tech Marine

Navigational Aids 30 June 2004 Alex Colligan



3.18 Revaluation of Intangible Assets

The TRUMPS software application has been specifically developed for the Department andcannot be actively traded in the market place. This asset will therefore not be revalued andwill continue to be reported at its historic cost less accumulated amortisation in accordancewith AASB 138 Intangible Assets paragraph 81.

3.19 Depreciation and Amortisation of Non-Current Assets

Amortisation is used in relation to intangible assets, while depreciation is applied to physicalassets such as property, plant and equipment.

The useful life of an asset is generally determined on the basis of “economic useful life to theentity”. The useful lives of all major assets held by the Department are reassessed on anannual basis.

With the exception of land, earthworks and works in progress, all non-current assets having alimited useful life are systematically depreciated/amortised over their estimated useful lives ina manner that reflects the consumption of their service potential.

Land, earthworks and work in progress are not depreciated.

The value of leasehold improvements is amortised over the estimated useful life of eachimprovement, or the unexpired period of the relevant lease, whichever is shorter. Similarly, thevalue of finance lease assets is amortised over the shorter of the lease term and theunderlying assts useful life.

Capitalised software is amortised over the useful life of the intangible asset, with a maximumperiod for amortisation of ten years.



Depreciation / amortisation for non-current assets is determined as follows:

Asset ClassDepreciationMethod Estimated Useful Life

Land Improvements

Land remediation (capitalised) Straight Line 3 years

Leased Assets

Computers and network printers Straight Line 3-4 years

Network Assets

Roads Straight Line 40 - 58 years

Roads (unsealed) Straight Line 15 - 35 years

Bridges/Culverts Straight Line 30 - 200 years based on individualstructures

Major Signs Straight Line 36 - 60 years

Traffic Signals Straight Line 15 years

Road Lighting Straight Line 25 years

Busway (includinginterchanges)

Straight Line 4 - 100 years based on individualstructures

Other Straight Line Useful life depends on individual assetitems

Buildings and Facilities

Bus Depots Straight Line 15 - 40 years

Other Straight Line 3 - 100 years, depending onindividual asset items

Plant and Equipment

Information Technologyequipment

Straight Line 3 years

Buses DiminishingValue

20 years

Bus Depot Plant & Equipment Straight Line 3 - 25 years, depending on individualasset items

Tram Cars Straight Line 30 years

Other plant and equipment Straight Line 5 - 99 years depending on individualasset items

Intangible Assets

Major software applications Straight Line 10 years



3.20 Remediation of Non-current Assets

Land remediation costs are capitalised and depreciated only where the resultant costsincurred in performing that remediation have met the definition and recognition criteria of anasset. Land remediation undertaken within the Department is primarily designed to restorethe asset to its original state or condition and would not normally meet the criteria for assetrecognition under the AASB Framework for the Preparation of Financial Statements,paragraphs 89-90 ‘Recognition of Assets’. These costs are therefore expensed in the period inwhich they are incurred. Where the remedial work is to be performed in response to a presentobligation, either under legislation or under a contractual arrangement to a third party, theDepartment recognises a provision for any future work in accordance with the requirementsof AASB 137 Provisions, Contingent Liabilities and Contingent Assets, paragraph 14.

3.21 Payables

Payables include creditors, accrued expenses and employment on-costs.

Creditors represent the amounts owed by the Department for goods and services providedby other entities that are unpaid at the end of the reporting period for where an invoice hasbeen received.

Accrued expenses represent amounts owed by the Department for goods and servicesprovided by other entities that are unpaid at the end of the reporting period for where aninvoice has not been received.

Employment on-costs include superannuation contributions and payroll tax with respect tooutstanding liabilities for salaries and wages, long service leave and annual leave.

The Department also makes contributions to several superannuation schemes operated bythe State Government. These contributions are treated as an expense when they occur.There is no liability for payments to beneficiaries as the South Australian SuperannuationBoard (SASB) has assumed these obligations. The only payable outstanding at reporting daterelates to any contributions due but not yet paid to the SASB.

All payables are measured at their nominal amount. Creditors are normally settled within 30days after the Department receives an invoice in accordance with Treasurer’s Instruction 11Payment of Accounts.

3.22 Employee Benefits

These benefits accrue to employees as a result of services provided up to reporting date andgenerally consist of unpaid salaries and wages, annual and long service leave.

The liability for salaries and wages is measured as the amount unpaid at reporting date atremuneration rates that are current as at that date. The liability for annual leave reflects thevalue of total annual leave entitlements of all employees as at 30 June and is measured atnominal amounts.

In accordance with Accounting Policy Framework IV Financial Asset and Liability Framework, theliability for long service leave is recognised by the Department after an employee has completed7 years of service. The provision for this liability is calculated using remuneration rates that arecurrent at reporting date. The liability payable within 12 months has been measured at nominalvalue, while the liability payable later than 12 months has been measured at a discounted valuein accordance with Australian Accounting Standard AASB 119 Employee Benefits andAccounting Policy Framework IV Financial Asset and Liability Framework.



No provision has been made for sick leave as all sick leave is non-vesting and the averagesick leave taken in future years by employees is estimated to be less than the annualentitlement of sick leave.

Related on-costs of payroll tax, superannuation and workers compensation premiums areshown under the item Payables in the Balance Sheet.

3.23 Provisions

Liabilities have been reported to reflect unsettled workers compensation claims and futureremediation work required on land under the Ports Corp Business and Sale Agreement.

The workers compensation provision is based on an actuarial assessment performed by thePublic Sector Occupational Health and Injury Management Branch of the Department forAdministrative and Information Services.

The land remediation provision has been calculated on the basis of the discounted netpresent value of revised budgeted forward expenditure estimates.

3.24 Leases

The Department has entered into finance leases and operating leases.

Finance LeasesThe Department has entered into leases as lessor, in regards to the Government’sRecreational Jetties Divestment Program where 29 jetties have been leased to Councilsthroughout the State. Peppercorn rentals of $1 per annum apply over the 50 or 99-year leaseterm for each lease.

Under the terms of the lease agreement, these leases have been categorised as financeleases due to the passing of risks and benefits incidental to ownership to the lessee. Since theleases provide no material revenue to the Department, the leases have nil value. Theunderlying assets are also no longer recorded on the Department’s asset register.

The Department has also entered into various lease arrangements as lessee with respect tothe use of its computer equipment. Under the Government Leasing Guidelines, suchagreements are treated as finance leases. The Department previously disclosed these itemsas operating leases. The Department has therefore recognised assets and liabilities at the fairvalue of the leased items in accordance with Australian Accounting Standard AASB 117Leases. Under these requirements, the lease liabilities are classified as both current and non-current, and the minimum lease payments are allocated between interestexpense/borrowing costs and the reduction of lease liability.

Operating LeasesThe Department has entered into a number of operating lease agreements for plant,vehicles, office equipment, office accommodation, land for stacking roadside materials, andland used for rail purposes.

In respect of these leases, the lessor effectively retains substantially the entire risks andbenefits incidental to ownership of the leased items. Operating lease payments are chargedto the Income Statement on a basis that is representative of the pattern of benefits derivedfrom the leased assets.



3.25 Transactions by the Government as Owner

Where monies have been appropriated to the Department under the Appropriation Act inthe form of an equity contribution, the Treasurer has acquired a financial interest in the netassets of the Department. Monies issued or applied in this manner are therefore recorded asequity contributions from SA Government in accordance with Treasurer’s Instruction 3Appropriation.

4. Financial Risk Management

The Department holds interest bearing financial assets and liabilities where its exposure to fairvalue (market) risk and cash flow interest risk is considered minimal.

Interest bearing financial assets includes certain funds in the form of cash deposits at callwhere interest revenue is calculated using the Common Public Sector Interest Rate (CPSIR)and/or other rates as determined by the Treasurer. The Department accrues all interestrevenue and generally does not apply that revenue to its expenditure programs unlesspermitted by whole of government budget priorities and ministerial approvals, or byauthorities within specific legislative provisions and/or funding agreements, e.g. Rail TransportFacilitation Fund. The Department’s expenditure approvals are therefore not dependent onthe amount of interest revenue earned on these financial assets.

Interest bearing financial liabilities consists of finance leases and borrowings. The interestexpense implicit in any finance lease payments is fixed at the inception of the lease and iscalculated using prevailing government borrowing rates as advised by the South AustralianFinance Authority (SAFA). Interest expense on the Department’s borrowings is calculatedusing the CPSIR (Common Public Sector Interest Rate). Repayments on loans are negotiatedwith SAFA. The Department’s revenue base is sufficient for the purpose of servicing its interestor loan repayment commitments on interest bearing liabilities.

The Department’s maximum exposure to credit risk at reporting date is reflected in thecarrying amount of its receivables in the Balance Sheet. The Department has no significantconcentration of credit risk associated with these financial assets. The Department has creditmanagement policies and procedures in place to ensure that business transactions continueto occur with customers with appropriate credit history.

The Department also enters into business transactions that require the payment of goods orservices in a foreign currency. Foreign currency risk associated with significant payments isminimised using a strategy of obtaining forward cover contracts through the South AustralianFinancing Authority (SAFA). This forward cover aims to hedge against losses arising from anyforeign currency price fluctuations at the date of settlement.

In relation to liquidity/funding risk, the continued existence of the Department in its presentform, and with its present programs, is dependent on Government policy, the operation ofcurrent fee and charges structures, and continuing appropriations from various acts.



5. Changes in Accounting Policies

The Department has adopted AIFRS for the first time in its published financial report for theyear ended 30 June 2006. The new requirements have been applied retrospectively exceptfor specific exemptions in accordance with AASB 1 First-Time Adoption of AustralianEquivalents to IFRS.

The following table has been prepared summarising material adjustments to the balances tobe reported under AIFRS compared to those reported under previous GAAP.

AASB 1 para 39 (a)(b)(c) At 1/7/04 At 30/6/05

PreviousGAAP Adjustments AIFRS

PreviousGAAP Adjustments AIFRS

$’000 $’000 $’000 $’000 $’000 $’000

Current assets – refer Notes 5.1(a),(b) and 36

207 614 2 335 209 949 240 023 6 328 246 351

Non-current assets – refer Notes 5.1(a), 5.2 (a),(c) and 36

4 844 570 (23 122) 4 821 448 5 011 847 (16 588) 4 995 259

Current liabilities – refer Note 36 77 812 - 77 812 84 679 4 516 89 195

Non-current liabilities – refer Note 36 82 004 - 82 004 89 115 16 713 105 828

Equity

Contributed Capital 176 993 - 176 993 197 011 - 197 011

Retained Earnings 3 581 362 - 3 581 362 3 639 181 - 3 639 181

Land under roads and water - referNote 5.2 (a)

- (21 070) (21 070) - (20 874) (20 874)

ARR for derecognised land underroads and water – refer Note 5.2 (b)

- 1 745 1 745 - 1 870 1 870

Doubtful debts – refer Note 5.1 (b) - 283 283 - 89 89

Accumulated depreciation (assetcomponent) – refer Note 5.2 (c)

- - - - (13) (13)

Contributions – refer Note 5.2 (d) - - - - (15 000) (15 000)

Asset Related Adjustments (Work InProgress) – refer Note 36

- - - - (29 038) (29 038)

Asset Related Adjustments (AssetRecognition) – refer Note 36

- - - - 39 308 39 308

Indentured Ports – refer Note 36 - - - - (4 516) (4 516)

Other Adjustments – refer Note 36 - - - - (1 484) (1 484)

Asset Revaluation Reserve 1 134 013 - 1 134 013 1 241 884 1 241 884

De-recognition of Land Under Roadsand Water – refer Note 5.2 (b)

- (1 745) (1 745) - (1 870) (1 870)

Asset Recognition Adjustments –refer Note 36

- - - - 39 39

Total Equity 4 892 368 (20 787) 4 871 581 5 078 076 (31 489) 5 046 587

Net Result after Restructure – referNote 5.1(c)

3 001 28 248 31 249 57 840 (8 421) 49 419

Total Cash Flows 27 581 27 581 28 619 28 619



5.1 Explanation of transition to AIFRS (Australian International Financial ReportingStandards)

The following standards have had some impact on the financial statements previouslyprepared under GAAP:

(a) In accordance with AASB 5 Non Current Assets Held for Sale and DiscontinuedOperations, non-current assets available for sale have been disclosed separately undercurrent assets on the balance sheet. Assets classified as held for sale are notdepreciated and are measured at the lower of carrying amount and fair value lessselling costs. In transition to AIFRS, the Department has identified and re-classified itemsof property, plant and equipment that are available for sale.

As at 30 June 2005, the Department noted surplus land, buildings and facilities with fair(market) value of $6.093 million and estimated costs to sell of $0.083 million qualifying forseparate disclosure as assets held for sale under AASB 5. These assets had a carryingamount of $3.557 million in the corporate asset register and financial ledger based onValuer-General’s assessment prior to re-measurement.

As at 30 June 2004, the Department has noted that assets qualifying as assets held forsale in accordance with AASB 5 and to be disclosed under current assets are $2.052million.

(b) Under paragraphs 58-62 of AASB 139 Financial Instruments: Recognition andMeasurement a provision for the uncollectability of receivables can only be made withrespect to those individual debt items that have been actually assessed as impaired.Under previous GAAP requirements, the Department normally made provision for anydoubtful debts at year-end by identifying a component of specific debts that weredeemed bad plus a general allocation for debts that would likely prove doubtful overthe next 12 months.

As at 30 June 2005, the Department’s Provision for Doubtful Debts was reported at$1.440 million. This provision included specific debts assessed as actually impaired of$1.352 million, with the remainder being an amount for the general allocation ofdoubtful debts. The difference of $0.089 million was attributed back to the openingbalance for net value of receivables at the date of adopting AIFRS. For June 2004, thegeneral allocation for doubtful debts included in the provision was calculated as $0.283million.

(c) Under AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors, theDepartment is required to disclose errors as prior period adjustments against thebalance of Equity. Errors previously brought to account by the Department through itsIncome Statement have been excluded from the Net Operating Result afterRestructure. These amounts were already included in the reported amount for Equity inthe Balance Sheet for 30 June 2004 and 30 June 2005.

The following standards have had some impact on the operations of the Department sincethe adoption of AIFRS.

(d) In accordance with AASB 138 Intangible Assets paragraph 24, the Department hasrecognised (at cost) internally generated software integral to its revenue collectionoperations. Phase 1 of developing and implementing the TRUMPS (TransportRegulation User Management Processing System) application has been capitalisedand amortised from 15 November 2005, being the date of its first commissioning.



As at 30 June 2006, development costs incurred for TRUMPS amounted to $12.805million of which $9.551 million has been capitalised. A further $1.540 million has failedto meet the recognition criteria for intangibles under AASB 138 and has subsequentlybeen expensed. The remainder, consisting of costs under Phase II of the project, hasbeen included under Works In Progress.

5.2 Explanation of other Adjustments since adoption of AIFRS

(a) Under AAS 29/AAS 29A Financial Reporting by Government Departments, theDepartment as reporting entity was expected to adopt and apply a policy onrecognition of land under roads. The Department’s policy prior to transition was torecognise land under roads acquired on or after 30th June 1996.

In accordance with Accounting Policy Framework III Asset Accounting Framework APS9.6 the Department elected to de-recognise any land under roads brought to accountgiven that it could not measure reliably all land under roads within its control. TheDepartment has chosen to limit any future disclosure of land under roads to the notesto the financial statements. This restriction on recognition and disclosure has also beenapplied to the Department’s holdings of land under water.

As at 30 June 2005, the Department recorded a value of $12.337 million for land underroads and $8.537 million for land under water in its corporate asset register and ledger.For 30 June 2004, the Department noted holdings of $12.527 million for land under roadsand $8.543 million for land under water qualifying for de-recognition.

(b) In accordance with Accounting Policy Framework III Asset Accounting Framework APS3.11, the revaluation reserve included in Equity with respect to any derecognised itemof property, plant or equipment must be transferred directly to Retained Earnings.

With the election to de-recognise certain items of land such as land under roads andland under water, the Department has transferred increments accumulated to dateunder the revaluation reserve for these categories to the balance of Retained Earnings.

As at 30 June 2005 the Department noted accumulated asset revaluation incrementsfor land under roads of $0.916 million and $0.954 million for land under water. For 30June 2004, these increments totalled $0.791 million and $0.954 million respectively.

(c) In accordance with AASB 116 Property, Plant and Equipment and Accounting PolicyFramework III Asset Accounting Framework APS 7.3, the Department has separatelyrecognised and depreciated the lifts and air conditioning system within the Walkervilleadministrative office building. As a result the accumulated depreciation for this assethas been increased by $0.013m.

(d) Under GAAP, grants from the Australian Commonwealth Government for the funding oftransport infrastructure construction or maintenance were recognised by theDepartment as revenue at the time of receipt. Under AASB 1004 Contributions, theDepartment is now required to recognise grant revenue only when it obtains controlover or has the right to receive the grant funds. In the case of grants with enforceableconditional stipulations, where monies are received in advance of commencement ofworks, the Department may be required to recognise a liability. Accounting PolicyFramework V Income Framework further outlines the general treatment for recognisingconditional and unconditional grants (contributions) by non-for-profit SA Governmentreporting entities.



On 29 June 2005, the Department received a conditional Commonwealth grant of $15million in relation to funding for the Eyre Peninsula Grain Transport Plan Rail SystemUpgrade. The Department proposes to expend these funds in the 2006-07 and 2007-08financial years. In accordance with Accounting Policy Framework V IncomeFramework, paragraph 4.12, the Department has therefore recognised an adjustmentagainst the Net Operating Results after Restructure and balance of Equity to bring toaccount retrospectively, the grant revenue “received-in-advance”.

6. Programs of the Department

In achieving its objectives, the Department provides a range of services classified into thefollowing programs:

Program 1 Policy Development and Investment StrategyDevelopment and provision of an effective policy framework, advice andstrategic planning services surrounding legislation committed to the Minister.

Program 2 Transport Services for South AustraliansThe efficient and effective maintenance and operation of marine, rail, roadand bridge infrastructure and facilities, and public transport services andassets.

Program 3 Regulating the Transport SystemProvision of registration, licensing, compliance and other regulatory servicesunder legislation committed to the Minister.

Program 4 Community Information and Education ServicesProvision of transport, safety, advertising, marketing, promotional, timetable,educational, behavioural change, planning, socio-economic andenvironmental information.

Program 5 Energy and Infrastructure PolicyProvision of policy advice to the Minister on energy issues, coordinating marketreforms and reviewing infrastructure needs.

Program 6 EnergyEnsure coordinated development and implementation of policies, regulatoryresponsibilities and in the delivery of programs for the competitive, sustainable,safe and reliable supply and use of energy, for the benefit of the SouthAustralian community.

Program 7 Infrastructure DevelopmentProvision of services in relation to prioritisation of across governmentinfrastructure development and the delivery of key projects for the StateGovernment.



7. Employee Benefits Costs2006$’000

2005$’000

Wages and Salaries 89 700 80 954

Employment On-costs (1) 16 168 15 580

Annual Leave 8 568 8 114

Long Service Leave 3 367 3 097

Workers Compensation expenses 1 697 2 195

TVSP Separation Payments (refer below) 1 609 -

Other 385 51

Total Benefits Costs 121 494 109 991

(1) Employment On-costs is made up of Superannuation of $10.049 million ($9.943m) andPayroll Tax of $6.119 million ($5.637m).

Targeted Voluntary Separation Packages (TVSPs)2006$’000

2005$’000

TVSPs paid to employees during the reporting period 1 609 -

Annual Leave and Long Service Leave accrued over theperiod

495 -

Recovery from the Department of Treasury and Finance 1 609 -

2006Number ofEmployees

2005Number ofEmployees

Total number of employees that were paid TVSPs duringthe reporting period

18 -

The Department is not owed any monies in relation to TVSPs as at 30 June 2006.



Remuneration of Employees

The number of employees whose remuneration receivedor receivable falls within the following bands:

2006 2005

Number ofEmployees

Number ofEmployees

$100 000 to $109 999 34 11

$110 000 to $119 999 15 12

$120 000 to $129 999 11 10

$130 000 to $139 999 5 6

$140 000 to $149 999 3 4

$150 000 to $159 999 4 3

$160 000 to $169 999 3 1

$170 000 to $179 999 1 -

$180 000 to $189 999 2 1

$190 000 to $199 999 3 2

$200 000 to $209 999 - 1

$240 000 to $249 999 1 1

$250 000 to $259 999 1 -

$270 000 to $279 000 - 1

$610 000 to $619 999 1 -

Total Number of employees 84 53

The table includes all employees who received remuneration of $100 000 or more during theyear. The total remuneration for the 84 employees (53 employees) was $11.11 million($7.1 million), which included gross salary or wages, Superannuation (employer’scontribution), Fringe Benefits Tax and Separation Packages for those with salaries over$100,000.



8. Supplies and Services

Supplies and Services provided by entities within the SAGovernment:

2006$’000

2005$’000

Bus & Rail Service Contracts 93 695 89 306

Information Technology 4 680 3 801

Insurance 1 671 1 051

Legal 475 513

Materials & Other Purchases 11 675

Operating Leases 6 255 5 887

Other Service Contracts 12 158 7 149

Plant, Equipment & Vehicle Related 4 682 4 541

Utilities 1 159 3 818

Consultants - 4

Commissions 433 -

Other 16 941 10 423

Total Supplies and Services – SA Government Entities 142 160 127 168

Supplies and Services provided by entities external to the SAGovernment:

Bus & Rail Service Contracts 122 351 107 540

Information Technology 2 244 2 535

Insurance 170 117

Legal 165 210

Materials and Other Purchases 15 796 21 675

Operating Leases 5 418 2 961

Other Service Contracts 137 150 99 901

Plant, Equipment & Vehicle Related 4 529 8 602

Utilities 8 703 7 376

Commissions – Transaction Processing 4 867 4 919

Consultants 12 124

Site Remediation - 6 031

Other 5 463 3 482

Total Supplies and Services – Non SA Government Entities 306 868 265 473

Total Supplies and Services 449 028 392 641



Consultancies

2006 2005

No. $’000 No. $’000

The number and dollar amount of Consultanciespaid/payable that fell within the following bands:

Below $10 000 3 12 1 4

Between $10 000 and $50 000 1 42 7 124

Above $50 000 1 778 2 246

Total paid/payable to the consultants engaged 5 832 10 374

During 2005-06 the Department spent $832 000 ($374 000) on consultancies. This expenditureincludes expenses incurred in both investing and operating programs of the Department.Operating expenditure of $12,000 ($128,000) is reflected in the Income Statement. Theremaining expenditure is attributed to investing projects, which are reflected as works inprogress or have been capitalised during 2005-06.

9. Depreciation and Amortisation

2006$’000

2005$’000

Depreciation:

Network Assets 109 077 106 582

Plant and Equipment 21 265 20 129

Buildings and Facilities 6 818 6 124

Total Depreciation 137 160 132 835

Amortisation:

Finance Leases 969 -

Intangible Assets 398 276

Total Amortisation 1 367 276

Total Depreciation and Amortisation 138 527 133 111

Change in depreciation due to a revaluationThe Department revalued its network assets, plant and equipment and buildings and facilitiesduring 2005. As a result of the revaluation, depreciation on these assets has increased in thecurrent reporting period. Depreciation expense increased by $231,000 as a result of therevaluation.

Revision in Accounting EstimatesDuring the year the Department reassessed the useful lives of its network assets, plant andequipment and buildings and facilities. This has resulted in a decrease of $2.179 million in theamount of depreciation calculated on these assets in the 2006 financial year. This $2.179million decrease will also be reflected in future years.



10. Grants and Subsidies

Grants and Subsidies paid/payable to entities within the SAGovernment:

2006$’000

2005$’000

Recurrent Grants:

Contribution for Policing Services 34 853 35 064

Other 51 132

Total Grants and Subsides – SA Government entities 34 904 35 196

Grants and Subsidies paid/payable to entities external to the SAGovernment:

Recurrent Grant

Bus Operating Subsidies 3 248 2 429

Energy Rebates Subsidies 8 048 -

Transport Subsidy Scheme 8 124 7 849

Grants to Local Councils 4 701 5 547

Transport Concessions 4 313 3 969

Other 2 865 4 169

Capital Grant

Grants to Local Councils - 2 409

Total Grants and Subsides – Non SA Government entities 31 299 26 372

Total Grants and Subsides 66 203 61 568

11. Other Expenses

Other Expenses paid/payable to entities within the SAGovernment:

2006$’000

2005$’000

Rates, Taxes & Levies 197 73

Net Losses on Foreign Exchange 1 436 -

Donated Asset - 1 540

Other 3 115 292

Total Other Expenses – SA Government entities 4 748 1 905

Other Expenses paid/payable to entities externalto the SA Government:

Rates, Taxes & Levies 583 747

Bad and doubtful debts expense (202) 1 379

Other 230 3 096

Total Other Expenses – Non SA Government entities 611 5 222

Total Other Expenses 5 359 7 127



12. Auditor’s Remuneration

Audit Fees paid/payable to entities within the SA Government:2006$’000

2005$’000

Audit Fees paid/payable to the Auditor-General’s Department 315 296

Total Audit Fees – SA Government entities 315 296

Total Audit Fees 315 296

Other ServicesNo other services were provided by the Auditor-General’s Department.

13. Fees and Charges

Fees and Charges received/receivable from entities withinthe SA Government:

2006$’000

2005$’000

Metrotickets 25 -

Motor Registrations 3 095 2 785

Planning Related Fees - 773

Other Fees & Charges 39 597

Total Fees and Charges – SA Government entities 3 159 4 155

Fees and Charges received/receivable from entitiesexternal to the SA Government:

Drivers’ Licence Fees 21 474 20 994

Metrotickets 64 294 57 926

Motor Registrations 235 336 227

009

Marine Related Fees & Charges 9 869 9 769

Planning Related Fees - 839

Other Fees & Charges 3 633 2 514

Total Fees and Charges – Non SA Government entities 334 606 319 051

Total Fees and Charges 337 765 323 206

Road SafetyIn accordance with the Highways Act 1926, $3.579 million ($3.499m) being 1/6th of drivers’licence collections and $0.487 million ($0.464m) being 1/100th of Heavy Vehicle Registrations,was used to fund expenditure on Transport Safety initiatives. Expenditure on these initiatives isreflected in the Regulatory Services and Operations of the Transport System programs.



14. Commonwealth Revenue

Commonwealth Revenue received/receivable from entitiesexternal to the SA Government comprised:

2006$’000

2005$’000

Australian Land Transport Development Act, 1988 78 138 85 130

Interstate Road Transport Act, 1985 6 050 5 217

Roads to Recovery Act, 2000 5 499 1 000

Other Commonwealth Revenues 1 915 -

Total Commonwealth Revenue – Non SA Government entities 91 602 91 347

Total Commonwealth Revenue 91 602 91 347

15. Interest

Interest received/receivable from entities within the SAGovernment:

2006$’000

2005$’000

Interest from entities within the SA Government 4 660 3 153

Total Interest – SA Government entities 4 660 3 153

Total Interest 4 660 3 153

16. Grants & Subsidies

Grants & subsidies received/receivable from entities within theSA Government:

2006$’000

2005$’000

Concessional Passenger Income 36 568 33 716

Total Grants & Subsidies – SA Government entities 36 568 33 716

Grants & subsidies received/receivable from entities external tothe SA Government:

Concessional Passenger Income 168 -

Total Grants & Subsidies – Non SA Government entities 168 -

Total Grants & Subsidies 36 736 33 716

Concessional Passenger IncomeThis represents fare concession receipts to fund concessional travel provided to pensioners,the unemployed and students on passenger transport in metropolitan and regional areas.



17. Net Gain or Loss on Disposal of Assets

2006$’000

2005$’000

Land, Buildings and Facilities:

Proceeds from disposal 13 426 8 343

Net book value of assets disposed 11 275 16 229

Net gain/(loss) from disposal of land, buildings and facilities 2 151 (7 886)

Plant and Equipment:

Proceeds from disposal 1 496 407

Net book value of assets disposed 1 202 249

Net gain/(loss) from disposal of plant and equipment 294 158

Network Assets:


Net gain/(loss) from disposal of network assets (1 461) (14 859)

Total Assets:

Proceeds from disposal 14 922 8 750


Total net gain/(loss) from disposal of assets 984 (22 587)

18. Resources Received Free of Charge

2006$’000

2005$’000

Land, Buildings and Facilities - 4 235

Total Resources Received Free of Charge - 4 235

This represents land and other associated assets received by the Department for noconsideration and recognised at fair value.



19. Other Income

Other Revenue received/receivable from entities within the SAGovernment:

2006$’000

2005$’000

Recoveries & Contributions 1 062 2 056

Reimbursement Works and External Project Contributions 3 090 875

Lease Income 788 815

Information & Publications 20 5

ESCOSA contribution to Office of Technical Regulator 3 056 -

Sundry Revenue 1 077 561

Total Other Revenue – SA Government entities 9 093 4 312

Other Revenue received/receivable from entities external tothe SA Government:

Recoveries & Contributions 4 831 2 041

Reimbursement Works and External Project Contributions 4 834 1 633

Lease Income 5 266 3 912

Information & Publications 1 469 1 428

Rider Safe Income 776 617

Sundry Revenue 11 742 8 736

Total Other Revenue – Non-SA Government entities 28 918 18 367

Total Other Revenue 38 011 22 679

20. Revenues from / Payments to SA Government

2006$’000

2005$’000

Revenues from SA Government:

Appropriations from Consolidated Account pursuant to theAppropriation Act

374 001 293 511

Transfers from Contingency Provisions 4 395 2 507

Inter-Agency Funding Transfer from Treasury - 600

Total Revenues from SA Government 378 396 296 618

Payments to SA Government:

Income Tax Equivalent Payments (Refer Note 3.7) - 989

Other Payments to Consolidated Account (Refer Note 42) 4 372 440

Total Payments to SA Government 4 372 1 429



21. Cash & Cash Equivalents

2006$’000

2005$’000

Deposits at Call - Westpac 331 420 193 213

Deposits with the Treasurer (Accrual Appropriation) 1 837 3 286

Imprest Account 248 248

Other 95 91

Total Cash 333 600 196 838

OtherIncludes Petty Cash Floats, Cashiers’ Floats and other cash on hand.

22. Receivables

2006$’000

2005$’000

Current:

Receivables 19 952 14 253

Less Provision for Doubtful Debts (1 113) (1 388)

GST Receivables 9 425 10 551

Accrued Revenues 6 779 1 849

Total Current Receivables 35 043 25 265

Non-Current:

Receivables 40 40

Total Non-Current Receivables 40 40

Total Receivables 35 083 25 305

Government/Non-Government Receivables2006$’000

2005$’000

Receivables from SA Government Entities:


Accrued Revenues 523 547

Total Current Receivables from SA Government Entities 3 702 6 500

Receivables from Non-SA Government Entities:


Provision for Doubtful Debts (1 113) (1 388)

Accrued Revenues 6 256 1 302

GST Receivable 9 425 10 551

Receivables – ATO (other than GST) - 24

Total Current Receivables from Non-SA Government Entities 31 341 18 765

Total Non-Current Receivables from Non-SA GovernmentEntities

40 40




23. Inventories

2006$’000

2005$’000

Current:

Inventories held for distribution at no or nominal amount 5 485 6 002

Inventories held for sale 115 51

Total Current Inventories 5 600 6 053

Total Inventories 5 600 6 053

24. Other Current Assets

2006$’000

2005$’000

Current:

Prepayments 11 049 12 012

Other - 173

Total Current Other Assets 11 049 12 185

Total Other Assets 11 049 12 185

Government/Non-Government Other Assets2006$’000

2005$’000

Other Assets from SA Government Entities:

Prepayments - 49

Other - 2

Other Assets from SA Government Entities - 51

Other Assets from Non-SA Government Entities:

Prepayments 11 049 11 963

Other - 171

Other Assets from Non-SA Government Entities 11 049 12 134

Total Other Assets 11 049 12 185

25. Non-Current Assets Classified as Held for Sale

2006$’000

2005$’000

Non-current Assets Classified as Held for Sale

Land, Buildings & Facilities 11 457 6 010

Total Non-current Assets Classified as Held for Sale 11 457 6 010

It has been determined that $11.457 million ($6.010 million) of Land, Buildings and Facilities aresurplus to the Department’s Requirements. It is anticipated that the land, buildings andfacilities will be sold within 12 months through public tender or auction.



26. Land, Buildings and Facilitie

2006$’000

2005$’000

Land:

Land at Fair Value 264 529 202 157

Total Land 264 529 202 157

Buildings and Facilities:

Buildings and Facilities at cost (deemed fair value) 304 343 272 530

Accumulated Depreciation 135 578 119 785

Total Buildings and Facilities 168 765 152 745

Total Land, Buildings and Facilities 433 294 354 902

Valuation of Land, Buildings and FacilitiesRefer to Note 3.17 for details of when Land, Buildings and Facilities were last revalued and bywhom. Land, Buildings and Facilities are revalued using ‘fair value’ methodology.

RECONCILIATION OF LAND, BUILDINGS AND FACILITIESThe following table shows the movement of Land, Buildings and Facilities during 2005-06

Land$’000

Buildings&

Facilities$’000

2006$’000

Carrying amount at the beginning of the financialyear

202 157 152 745 354 902

Additions 4 432 12 745 17 177

Disposals (4 353) (33) (4 386)

Revaluation Increment/(Decrement) 74 302 10 003 84 305

Depreciation and Amortisation - (6 818) (6 818)

Acquisition/(Disposal) through AdministrativeRestructuring

- 523 523

Acquisition/(Disposal) from Transfer (12 009) (400) (12 409)

Carrying amount at the end of the financial year 264 529 168 765 433 294



27. Plant and Equipment

2006$’000

2005$’000

Plant and Equipment:

Plant and Equipment at cost (deemed fair value) 492 409 416 608

Accumulated Depreciation 317 907 277 166

Total Plant and Equipment 174 502 139 442

Valuation of Plant and EquipmentRefer to Note 3.17 for details of when Plant and Equipment were last revalued and by whom.Plant and Equipment are revalued using ‘fair value’ methodology.

RECONCILIATION OF PLANT AND EQUIPMENTThe following table shows the movement of Plant and Equipment during 2005-06

Plant andEquipment

$’000

InformationTechnology

$’000

IT Under

Lease$’000

Other

$’000

2006

$’000

Carrying amount at thebeginning of the financial year

136 722 900 1 629 191 139 442

Additions 49 164 824 1 168 - 51 156

Disposals (1 198) (4) - - (1 202)

RevaluationIncrement/(Decrement)

4 709 - - - 4 709

Depreciation and Amortisation (21 009) (391) (969) - (22 369)

Acquisition/(Disposal) throughAdministrative Restructuring

1 111 (244) - (191) 676

Transfers in due toreclassification of assets.

2 210 - - - 2 210

Other Movements (120) - - - (120)

Carrying amount at the end ofthe financial year

171 589 1 085 1 828 - 174 502

Depreciation of Plant and EquipmentTotal depreciation associated with Plant and Equipment for 2005-06 was $22.369 million. Ofthis amount, $22.234 million has been reported within the Income Statement as operatingexpenditure of the Department. The remaining $0.135 million relates to capital projects andhas been reflected within the value of the Department’s assets as at 30 June 2006.



28. Network Assets

2006$’000

2005$’000

Network Assets:

Network Assets at cost (deemed fair value) 8 805 593 8 173 917

Accumulated Depreciation 4 225 331 3 904 955

Total Network Assets 4 580 262 4 268 962

Valuation of Network AssetsRefer to Note 3.17 for details of when Network Assets were last revalued and by whom.Network Assets are revalued using ‘fair value’ methodology.

RECONCILIATION OF NETWORK ASSETSThe following table shows the movement of Network Assets during 2005-06

Roadsand Signs

$’000

Earth-works$’000

Bridgesand

Culverts$’000

TrafficSignals

and RoadLighting

$’000

Busway/Tramline

$’000

Other

$’000

2006

$’000

Carrying amount atthe beginning of thefinancial year

1 987 352 1 510 833 634 630 72 773 56 130 7 244 4 268 962

Additions 94 184 31 524 24 924 9 705 18 194 - 178 531

Disposals - - - (1 461) - - (1 461)

RevaluationIncrement/(Decrement)

117 218 90 999 38 074 (603) - (171) 245 517

Depreciation andAmortisation

(86 938) - (14 259) (6 487) (1 187) (206) (109 077)

Transfers out due toreclassification ofassets

- - - - - (2 210) (2 210)

Carrying amount atthe end of thefinancial year

2 111 816 1 633 356 683 369 73 927 73 137 4 657 4 580 262



29. RECONCILIATION OF WORK IN PROGRESSThe following table shows the movement of Work in Progress during 2005-06

Works inProgress

$’000

Carrying amount at the beginning of the financial year 231 369

Additions 224 145

Transfer to Operating (19 368)

Transfer to Capital (222 542)

Carrying amount at the end of the financial year 213 604

Valuation of Works in ProgressRefer to Note 3.17 for details regarding Works in Progress valuations.

30. Intangible Assets

2006$’000

2005$’000

Software:

Computer Software 9 551 1 283

Accumulated Amortisation (398) (739)

Total Intangible Assets 9 153 544

Valuation of Intangible AssetsIntangible assets in the current year represent the TRUMPS Software System, which wascapitalised during the 2005-06 financial year. The Intangible Assets of the Department arevalued at historical cost. Refer to note 3.18 for details on the valuation of Intangible Assets.

RECONCILIATION OF INTANGIBLE ASSETSThe following table shows the movement of Intangible Assets during 2005-06

Intangibles2006$’000

Carrying amount at the beginning of the financial year 544

Additions 9 551

Depreciation and Amortisation (398)

Acquisition/(Disposal) through Administrative Restructuring (544)

Carrying amount at the end of the financial year 9 153



31. Payables

2006$’000

2005$’000

Current:

Creditors 44 715 50 672

Accrued Expenses 16 578 15 230

Employment On-Costs 2 183 1 802

Other - 709

Total Current Payables 63 476 68 413

Non-Current:


Total Non-Current Payables 3 046 2 239

Total Payables 66 522 70 652

Government/Non-Government Payables2006$’000

2005$’000

Payables to SA Government Entities:

Creditors 2 481 10 106

Accrued Expenses 890 2 452


Total Payables to SA Government Entities 8 600 16 599

Payables to Non-SA Government Entities:

Creditors 42 234 40 566

Accrued Expenses 15 688 12 778

Other - 709

Total Payables to Non-SA Government Entities 57 922 54 053




32. Interest Bearing Liabilities

2006$’000

2005$’000

Long Term Borrowings:

Balance as at 1 July 49 079 49 828

Increases in debt due to:

Interest Applied to Loan - 3 411

Less Repayments:

Public Transport Assets 1 319 4 062

General Road and Bridge Loan - 98

Balance as at 30 June 47 760 49 079

Finance Leases:

Balance as at 1 July 1 713 -

Increases in lease liabilities due to:

New Leases 1 166 1 713

Less: Repayments 996 -


2006$’000

2005$’000

Current 696 -

Non-Current 48 947 50 792

Total Interest Bearing Liabilities 49 643 50 792

33. Employee Benefits

2006$’000

2005$’000

Current:

Annual Leave 9 640 8 924


Accrued Salaries and Wages 2 215 1 489

Total Current Employee Benefits 13 745 12 542

Non-Current:


Total Non-Current Employee Benefits 31 856 30 287

Total Employee Benefits 45 601 42 829



Annual LeaveAnnual leave is classified as a current liability as employees are required to take all annualleave within the year of entitlement.

Long Service LeaveLong Service Leave liability has been allocated between current and non-current liabilitiesusing the leave pattern history for the previous year.

34. Provisions

2006$’000

2005$’000

Current:

Provision for Workers Compensation 1 031 991

Site Remediation 974 975

Provision for Indentured Ports Payment to the Treasurer 7 900 4 516

Other Provisions - 333

Total Current Provisions 9 905 6 815

Non-Current:

Site Remediation 4 968 5 055

Provision for Workers Compensation 2 672 2 455

Total Non-Current Provisions 7 640 7 510

Total Provisions 17 545 14 325

Carrying amount at the beginning of the period 14 325 3 707

Increase in the Provision 3 514 11 446

Decrease in the Provision 294 828

Carrying amount at the end of the period 17 545 14 325

35. Other Liabilities

2006$’000

2005$’000

Current:

Deferred Income 13 434 1 077

Other - 348

Total Current Other Liabilities 13 434 1 425

Non-Current:

Deferred Income 102 700 15 000

Total Non-Current Other Liabilities 102 700 15 000

Total Other Liabilities 116 134 16 425



On 29 June 2005, the Department received a conditional Commonwealth grant of $15 millionin relation to funding for the Eyre Peninsula Grain Transport Plan Rail System Upgrade. TheDepartment proposes to expend these funds in the 2006-07 and 2007-08 financial years andhas disclosed these amounts as deferred income over this period with an equal prior periodcorrection adjustment against the balance of Accumulated Surpluses (Refer to Note 36).

On 30 June 2006, the Department also received a conditional Commonwealth grant of $100million for works to be performed under the Accelerated Sturt Highway Upgrade Package.These monies are expected to be expended over the four-year period between 2006-07 and2009-10, and have also been disclosed as deferred income in accordance with AccountingPolicy Framework V Income Framework, APS 4.12.

36. Adjustments to Equity

2006$’000

2005$’000

Adjustments against Accumulated Surplus:

Work in Progress Adjustment 29 038 23 984

Asset Recognition Adjustments (39 308) (17 405)

Commonwealth Grant Adjustment 15 000 -

Provision for Indenture Ports Payment 4 516 -

Other 1 484 21

Total Adjustments against Accumulated Surplus 10 730 6 600

Adjustments against Asset Revaluation Reserve:

Asset Recognition Adjustments (39) -

Total Adjustments against Asset Revaluation Reserve (39) -

Total Adjustments to Equity 10 691 6 600

Work in Progress AdjustmentDuring 2005-06, various projects that had been included as capital work in progress as at 30June 2005 were subsequently completed. It was determined that the Department wasunable to capitalise all of the expenditure from these completed projects and as a result$29.038 million ($23.984 million) was brought to account by means of adjustment directlyagainst Accumulated Surplus.

Asset Recognition AdjustmentsAsset recognition adjustments reflect network assets and plant that have been recognised inthe 2005-06 financial statements, which were purchased in prior years. The adjustments areas a result of more accurate and complete information being recorded in the Department’ssubsidiary ledgers, which better reflects the Department’s asset base.



37. Financial Instruments

(a) Terms, Conditions and Accounting Policies(i) Financial Assets

Cash is available at call and is recorded at cost. Interest revenue is recordedon an accrual basis, with only certain funds held within the total cash balancebeing interest bearing.

Receivables are raised for all goods and services provided, for which paymenthas not been received. Receivables are normally settled within 30 days or inaccordance with the terms specified in the contract.

(ii) Financial LiabilitiesCreditors and accruals are recognised for all amounts billed but unpaid at anamount equal to the value of goods and services provided. Creditors arenormally settled within 30 days.

Finance leases are recorded at amounts equal to the present value of theminimum lease payments using a government borrowing rate of 6.32% (as at30 June 2006). Lease payments are made in accordance with schedulesdetermined at the inception of each lease.

Borrowings are recorded at the amount still owing, taking into accountrepayments and interest accrued. Interest expense is recognised on anaccrual basis. Borrowings are drawn from the Department of Treasury andFinance at the Common Public Sector Interest Rate of 6.95% (as at 30 June2006). Repayments are determined in negotiation with the South AustralianGovernment Financing Authority (SAFA).



(b) Interest Rate RiskThe Department’s exposure to interest rate risk is measured in reference to the level ofinterest and non-interest bearing assets and liabilities held at reporting date.

Weighted Average Effective Interest Rate

Financial Instrument

FloatingInterest

Rate%

InterestBearing

$’000

Non-InterestBearing

$’000Total$’000

2006%

Financial Assets:

Cash assets 5.43 175 995 157 605 333 600 5.38

Receivables - 35 083 35 083

175 995 192 688 368 683

Financial Liabilities:

Payables - 66 654 66 654

Finance leases 6.32 1 883 - 1 883 5.52

Borrowings 6.95 47 760 - 47 760 6.95

49 643 66 654 116 297

Weighted Average Effective Interest Rate

Financial Instrument

FloatingInterest

Rate%

InterestBearing

$’000

Non-InterestBearing

$’000

Total

$’0002005

%

Financial Assets:

Cash assets 5.35 58 688 138 150 196 838 5.18

Receivables - 25 305 25 305

58 688 163 455 222 143


Payables - 70 652 70 652

Borrowings 6.75 49 079 - 49 079 6.75

49 079 70 652 119 731

(c) Credit RiskThe Department’s maximum exposure to credit risk at reporting date is measured at thecarrying amount of its receivables as indicated in the Balance Sheet.

(d) Fair Value (Market) RiskThe Department’s financial instruments are disclosed at a carrying amount thatapproximates their net fair value. The amount for financial assets approximates the netfair value due to the short-term to maturity of the items, or due to the assets beingreceivable on demand. The carrying amount of financial liabilities is considered to be areasonable estimate of net fair value.



38. Transferred Functions

Effective from 1 July 2005, the functions of a number of Agencies transferred to theDepartment under a change in SA government administrative arrangements (Refer to Note2). The impact of these restructured arrangements on the Department’s financial statementsis summarised as follow:

TransferorEntity$’000

TransfereeEntity$’000

Income (5 967) (3 278)

Expenses 3 443 3 296

Net Result (2 524) 18

Assets (3 443) 3 278

Liabilities 5 967 (3 296)

Contributed Capital 3 754 -

Net Assets 6 278 (18)

Major groupings of assets and liabilities transferred to the Department in accordance withthese changes includes:



Cash (1 068) 1 233

Receivables (978) 465

Other current assets (350) -

Property, Plant and Equipment (503) 1 580

Intangibles (544) -

Total Assets (3 443) 3 278

Payables 1 183 (1 418)

Employee Entitlements 4 378 (1 835)

Provisions 279 (43)

Other Liabilities 127 -

Total Liabilities 5 967 (3 296)

Contributed Capital 3 754 -

Total Contributed Capital 3 754 -

Net Assets Transferred 6 278 (18)



39. Commitments for Expenditure

Capital Commitments2006$’ 000

2005$’ 000

Capital expenditure contracted for at the reporting date butnot recognised as liabilities in the financial report, are payableas follows:

Within one year 117 343 37 357

Later than one year but no later than five years 3 600 -

Later than five years - -

Total Capital Commitments 120 943 37 357

The Department’s Capital Commitments are predominantly for aggregate capitalexpenditure on construction projects relating to road networks.

Other Commitments2006$’ 000

2005$’ 000


Later than one year but no longer than five years 625 879 742 677

Later than five years - -

Total Other Commitments 881 851 984 376

Operating Lease Commitments2006$’ 000

2005$’ 000

Commitments under non-cancellable operating leases atreporting date but not recognised as liabilities in the financialreport, are payable as follows:


Later than one year but no longer than five years 9 848 18 023

Later than five years 17 148 27 141

Total Operating Lease Commitments 30 479 54 239

The Department’s Operating Leases include motor vehicles, office accommodation, land forstacking roadside materials, land used for rail purposes and office equipment. Thesecommitments are not recognised as liabilities in the financial report.

The property leases are non-cancellable leases with terms ranging from 1 to 10 years. Rental ispayable in arrears. Contingent rental provisions within the lease agreements require theminimum lease payments to be regularly reviewed and increased by either a CPI factor, tomarket value, or a fixed percentage. Various options exist to renew the leases at the end oftheir terms. A number of leases have no option to renew.

The motor vehicle and photocopier leases are non-cancellable leases, with rental payablemonthly in arrears. No contingent rental provisions exist within the lease agreement and nooptions exist to renew the leases at the end of their terms.



Finance Lease Commitments2006$’ 000

Commitments under non-cancellable finance leases at reporting daterecognised as liabilities in the financial report, are payable as follows:

Within one year 893

Later than one year but no longer than five years 1 365

Later than five years -

Minimum Lease Payments 2 258

Less Future Finance Leases Lease Charges 375

Amount recognised as Liability 1 883

Add Lease Incentive involved -

Total Finance Lease Commitments 1 883

The present value of finance lease payable is as follows:

Within one year 696

Later than one year but no longer than five years 1 187

Later than five years -

Present value of finance lease 1 883

Representing:

Current 696

Non-Current 1 187

1 883

The Department’s computer and network printer equipment leases have been re-categorised as finance leases under a review of the true nature of these agreements. Theseitems were previously disclosed as operating leases. The leases are non-cancellable withterms of 3-4 years. Each lease contains three options at the conclusion of the current termbeing: return equipment, extend the lease at fair market value or purchase the equipment atfair market value. In all cases the Department chooses to exercise its right to return theequipment. The weighted average interest rate implicit in the leases is 5.52%.

40. Contingent Assets and Liabilities

Non-Quantifiable

At year-end, the Department had possible material exposures resulting from litigation (orpending litigation) in respect of claims for property damage or personal injury. TheDepartment had also received notification of other cases not yet subject to Court action orformal claim, which may result in subsequent litigation in the future.

The Department also has possible material exposure resulting from the ongoing monitoringand treatment of contaminated land assets to bring the land into a position for future use orsale.

The Department believes that the extent of these liabilities cannot be reliably measured atbalance date.



41. Cash Flow Reconciliation

2006$’000

2005$’000

Reconciliation of Cash – Cash at Year End as per:

Cash Flow Statement 333 600 196 838

Balance Sheet 333 600 196 838

Reconciliation of Net Cash Provided by/(Used in)Operating Activities to Net Cost of Providing Services:

Net cash inflows from operating activities 340 858 235 253

Less Revenues from SA Government 378 396 296 618

Add Payments to SA Government 987 5 497

Add/(Less): Non-Cash Items

Net Gain/(Loss) from Disposal of Assets 984 (22 587)

Depreciation/Amortisation of Assets (138 527) (133 111)

Write-down of Inventories to Net Realisable Value (35) (639)

Fair Value of Assets Received - 4 235

Changes in Assets and Liabilities:

Increase/(Decrease) in Receivables 8 915 (8 266)

Increase/(Decrease) in Inventories (453) 767

Increase/(Decrease) in Other Assets - 4 169

(Increase)/Decrease in Payables and Provisions 315 (20 080)

(Increase)/Decrease in Other Liabilities (99 709) (14 390)

Net Cost of Providing Services (265 061) (245 770)

42. Indenture Ports

The Department manages the indenture and private ports. Funds in regard to cargo servicesand harbour services charges are collected by the Department and applied to themaintenance of indenture ports. Any remaining funds are returned to the Department ofTreasury and Finance by way of a payment to Consolidated Account. Assets associated withthese ports include land and facilities at Port Bonython, Ardrossan and Whyalla.

The amount paid to the Department of Treasury and Finance in 2005-06 was $0.987 million($0.440m). In addition to the amount paid, the Department has recognised a provision in2005-06 of $7.9 million ($4.516m) representing the outstanding funds to be collected by theDepartment and returned to the Department of Treasury and Finance.



43. Rail Transport Facilitation Fund

The Rail Transport Facilitation Fund Act 2001, which established the Rail Transport FacilitationFund was proclaimed in December 2001. Net income derived from the sale or leasing ofrailway assets and net income derived by the State from rail facilitation projects is to be paidinto the fund.

Approval was given for the creation of the Rail Transport Facilitation Fund on 20 September2002. Income from the sale and leasing of railway land and costs associated with theseassets has been transacted through the Transport Operating Account up to 20 September2002.

2006$’000

2005$’000

Inflows:

Income into the Fund 40 747 22 528

Total Inflows 40 747 22 528

Outflows:

Expenditure from the Fund 29 052 6 321

Total Outflows 29 052 6 321

Net Surplus/(Deficit) 11 695 16 207

Fund Balance

Balance at the beginning of the reporting period 26 508 10 301

Net Surplus 11 695 16 207

Balance at the end of the reporting period 38 203 26 508

Income into the FundThe increased income into the Fund in 2005-06 results predominantly from a payment underthe Federal Government Auslink Network (Rail) of $10.641 million and a State Appropriation of$14 million in relation to the Port River Expressway Stage 3 works (Rail).

Expenditure from the FundThe increased expenditure in 2005-06 results predominantly from $20.861 million on Port RiverExpressway Stage 3 works (Rail).



44. Community Road Safety Fund

The Community Road Safety Fund is funded by revenue collected by SAPOL and the CourtsAdministration Authority for speeding fines and has been operative since 1 July 2003. Theamount is paid into the Consolidated Account and subsequently transferred to the Fund byTreasury and Finance and utilised for the purposes of Road Safety related expenditure. Inaddition to safety related improvements, payments are also made to SAPOL for safetyrelated policing expenditure.

2006$’000

2005$’000

Inflows:

Income into the Fund 59 310 58 678

Total Inflows 59 310 58 678

Outflows:

Expenditure from the Fund 59 315 58 486

Total Outflows 59 315 58 486

Net (Deficit)/Surplus (5) 192

Fund Balance

Balance at the beginning of the reporting period 468 276

Net Surplus (5) 192

Balance at the end of the reporting period 463 468

Expenditure from the FundRoad safety related expenditure for 2005-06 totalled $59.315 million and was met from theFund. No additional amounts were required to be met from the Highways Fund in 2005-06.

During 2005-06, SAPOL received an amount of $34.9 million from the Fund.

45. Events After Balance Date

The Department is not aware of any events occurring after balance date.



STATEMENT OF ADMINISTERED INCOME AND EXPENSES for the Year Ended 30 June 2006

Note 2006 2005No. $'000 $'000

Income Revenues from SA Government A8 13 943 11 639Fees and Charges A9 - 922Registration and Licensing Receipts from Third Parties A10 656 683 675 729Grants A11 4 232 3 844Transfer Receipts A12 77 463 1 072Commonwealth Revenue A13 8 951 -Interest 228 277Other - -Total Income 761,500 693,483Expenses

Employee Expenses 213 173Supplies and Services A14 79 424 -Grants and Subsidies A15 4 218 5 853Registration and Licensing Payments to Third Parties A16 665 546 684 685Payments to Consolidated Account -Borrowing Costs 207 217Transfer Payments A17 10 273 2 044Other - -Total Expenses 759,881 692,972Operating Surplus / Deficit before Administrative Restructure A25 1 619 511Increase/(Decrease) in Net Assets due to AdministrativeRestructure

A23 6 381 -

Increase/(Decrease) in the Asset Revaluation Reserve -Operating Surplus / Deficit after Administrative Restructure 8 000 511

The Operating Surplus is attributable to the SA Government as owner




STATEMENT OF ADMINISTERED ASSETS AND LIABILITIES as at 30 June 2006

Note 2006 2005No. $'000 $'000

Current Assets Cash A18 12,461 4,246Receivables A19 190 554Inventories -Investments / Financial Assets -Other current assets - 4

Total Current Assets 12,651 4,804Non-Current Assets

Capital Works in Progress 26 -Receivables A19 2,718 2,880Inventories -Investments / Financial Assets -Property, Plant and Equipment -Other -

Total Non-Current Assets 2,744 2,880

TOTAL ASSETS 15,395 7,684Current Liabilities

Payables A20 2,896 3,033Interest Bearing Liabilities A21 161 151Finance Leases -Employee Benefits -Provisions -Other -

Total Current Liabilities 3,057 3,184Non-Current Liabilities

Payables 19 -Interest Bearing Liabilities A21 2,718 2,880Finance Leases -Employee Benefits -Provisions -Other -

Total Non-Current Liabilities 2,718 2,880

TOTAL LIABILITIES 5,775 6,064

NET ASSETS 9,620 1,620Equity

Contributed Capital A20 -Accumulated Surplus A22 9,620 1,620Asset Revaluation Reserve -

Total Administered Equity 9,620 1,620

The above Statement of Financial Position should be read in conjunction with theaccompanying notes.



STATEMENT OF CHANGES IN ADMINISTERED EQUITY for the Year Ended 30 June 2006

NoteRetainedEarnings Total

No. $'000 $'000Balance as at 30 June 2004 1,109 1,109Changes in accounting policy - -Error Correction - -Restated balance at 30 June 2004 1,109 1,109Gain on revaluation of property - -Loss on revaluation of plant and equipment - -Net income/expense recognised directly in equity - -Operating Surplus/Deficit 511 511Total recognised income and expense for 2005 511 511Balance at 30 June 2005 1,620 1,620Changes in accounting policy - -Error Correction - -Restated balance at 30 June 2005 A22 1,620 1,620Gain on revaluation of property - -Loss on revaluation of plant and equipment - -Net income/expense recognised directly in equity - -Operating Surplus/Deficit 1,619 1,619Increase in Net Assets due to Administrative Restructure 6,381 6,381Total recognised income and expense for 2006 8,000 8,000Balance at 30 June 2006 A22 9,620 9,620

All changes in equity are attributable to the SA Government as owner



ADMINISTERED CASH FLOW STATEMENT for the Year Ended 30 June 2006

Note 2006 2005No. $'000 $'000

Cash Flows from Operating Activities Cash Inflows Receipts from Government 14,098 11,939Taxes, Fees and Charges - 921Registration and Licensing Receipts from Third Parties 656,683 675,729Grants 4,232 3,844Transfer Receipts 78,121 1,072Commonwealth Revenue 9,289 -Interest 228 275Total Cash Inflows 762,651 693,780Cash Outflows Employee Payments (213) (172)Supplies and Services (79,393) (38)Grants and Subsidies (4,218) (6,134)Registration and Licensing Payments to Third Parties (665,233) (682,978)Borrowing Costs (207) (217)Transfer Payments (10,492) (2,087)Total Cash Outflows (759,756) (691,626)Net Administered Cash Inflows from operating activities A25 2,895 2,154Administered Cash Flows from Investing Activities

Cash Inflows Proceeds from Sale of Property, Plant and Equipment -Proceeds from Sale/Maturities of Investments -Total Cash Inflows -Cash Outflows Payments for Property, Plant and Equipment -Purchase of Investments -Total Cash Outflows -Net Administered Cash Inflows/(Outflows)from Investing Activities

-

Cash Flows from Investing Activities Cash Outflows Investing Payments (26) -Total Cash Outflows (26) -Net Cash Inflows/(Outflows) from investing activities (26) -Cash Flows from Financing Activities

Cash Inflows Restructuring Activities 5,346 -Total Cash Inflows 5,346 -Cash Outflows Repayment of Borrowings -Payments to Government -Total Cash Outflows -Net Cash Inflows/(Outflows) from Financing Activities 5,346 -Net Increase/(Decrease) in Cash Held 8,215 2,154Cash at the Beginning of the Financial Year 4,246 2,092Cash at the End of the Financial Year A18 12,461 4,246

The above Statement of Cashflows should be read in conjunction with the accompanying notes.



PROGRAM SCHEDULE OF ADMINISTERED INCOME AND EXPENSES for the Year Ended 30 June 2006

CommunityInformation

andEducation Energy

InfrastructureDevelopment

PolicyDevelopment

andInvestment

Strategy

Regulatingthe Transport

System

TransportServices for

SouthAustralians TOTAL TOTAL

2006$'000

2006$'000

2006$'000

2006$'000

2006$'000

2006$'000

2006$'000

2005$'000

AdministeredIncome

Revenues from SAGovernment

4 7 4,874 5 8,883 170 13,943 11,639

Fees and Charges - - - - - - - 922

Registration andLicensing Receiptsfrom Third Parties

- - - - 656,683 - 656,683 675,729

Grants - - - - - 4,232 4,232 3,844

Transfer Receipts - 77,143 194 - - 126 77,463 1,072

CommonwealthRevenue

- 1,201 7,750 - - - 8,951 -

Interest - - - - - 228 228 277

Total AdministeredIncome

4 78,351 12,818 5 665,566 4,756 761,500 693,483

AdministeredExpenses

Employee Expenses 4 7 7 5 20 170 213 173

Supplies and Services - 79,202 44 - - 178 79,424 -

Grants and Subsidies - - - - - 4,218 4,218 5,853

Registration andLicensing Paymentsto Third Parties

- - - - 665,546 - 665,546 684,685

Borrowing Costs - - - - - 207 207 217

Transfer Payments - 2,397 7,750 - - 126 10,273 2,044

Total AdministeredExpenses 4 81,606 7,801 5 665,566 4,899 759,881 692,972

Operating Surplus /(Deficit)

- (3,255) 5,017 - - (143) 1,619 511



Department for Transport, Energy and Infrastructure Administered Items

NOTE INDEX

Objectives of the Department for Transport, Energy and Infrastructure Note A1

Departmental Organisation Note A2

Summary of Significant Accounting Policies/ Financial Risk Management Note A3

Financial Risk Management Note A4

Changes in Accounting Policies Note A5

Programs of the Department Note A6

Administered Items of the Department Note A7

Revenue Notes

Revenue from Government Note A8

Fees and Charges Note A9

Registration and Licensing Receipts from Third Parties Note A10

Grants Note A11

Transfer Receipts Note A12

Commonwealth Revenue Note A13

Expense Notes

Supplies and Services Note A14

Grants and Subsidies Note A15

Registration and Licensing Payments to Third Parties Note A16

Transfer Payments Note A17

Asset Notes

Cash Note A18

Receivables Note A19

Liabilities Notes

Payables Note A20

Interest Bearing Liabilities Note A21

Equity Notes

Equity Note A22

Other Notes

Transferred Administrative Functions Note A23

Financial Instruments Note A24

Cash Flow Reconciliation Note A25

Criminal Injuries Compensation Fund (Victims of Crime Levy) Note A26

Natural Gas Authority South Australia (NGASA) Note A27

Passenger Transport Research and Development Fund Note A28



Notes to the Administered Financial Statements

The Administered Financial Statements includes income, expenses, assets and liabilities thatthe Department for Transport, Energy and Infrastructure administers on behalf of the SAGovernment but does not control.

A1. Objectives of the Department for Transport, Energy and Infrastructure

The objectives of the Department for Transport, Energy and Infrastructure outlined in Note 1for controlled items apply equally to the Administered Financial Statements.

A2. Departmental Organisation

The organisation of the Department for Transport, Energy and Infrastructure outlined in Note 2in the controlled items notes applies to both the Department and the Administered FinancialStatements.

Specifically, changes to the Department’s organisational structure in 2005-06 as noted underNote 2 has resulted in a change in the nature of some administrative items, namely:

With the transfer of the functions of Planning SA to PIRSA effective from 1 July 2005, theDepartment relinquished its administrative responsibility for the following:• Development Application Fees• West Beach Trust (trading as Adelaide Shores) – Tax Equivalent Regime payments• Local Government Tax Equivalent (TER) Fund payments

With the transfer of functions of Energy SA from PIRSA effective from 1 July 2005, theDepartment assumed administrative responsibility for the following:• Energy Management Task Force• Natural Gas Authority of South Australia• Photovoltaic Rebate Program• Renewable Remote Power Generation Rebate Program

As of that same effective date, the Department transferred its administrative responsibility forfunds administered by the Energy Management Task Force on behalf of the MinisterialCouncil for Energy to the Department for Trade and Industries (Commonwealth).

With the transfer of functions of the Office for Infrastructure Development from the DAISeffective from 1 July 2005, the Department assumed administrative responsibility forinfrastructure investment under the following major administered projects:• Glenelg Foreshore Redevelopment• West Beach Recreational Reserve Redevelopment• Outer Harbour Headworks

A3. Summary of Significant Accounting Policies

The policies of the Department for Transport, Energy and Infrastructure outlined in Note 3 forcontrolled items apply equally to the Administered Financial Statements.

The amount of GST Payable/Receivable incurred by the Department in relation toadministered functions is recognised in the Balance Sheet for controlled items.



A4. Financial Risk Management

The financial risk management approach of the Department for Transport, Energy andInfrastructure outlined in Note 4 for controlled items applies equally to the AdministeredFinancial Statements.

A5. Changes in Accounting Policies

The Changes in Accounting Policies as outlined in Note 5 for controlled items apply equally tothe Administered Financial Statements. With respect to the transition to AIFRS as at 1 July 2004and 30 June 2005, no changes have been noted for administered functions.

A6. Programs of the Department

The Programs of the Department for Transport, Energy and Infrastructure outlined in Note 6 inthe controlled items apply equally to the Administered Financial Statements.

A7. Administered Items of the Department

The Administered Items of the Department for Transport, Energy and Infrastructure arecomprised of the following:• Catchment Management Subsidy Scheme• Emergency Services Levy Receipts• Energy Management Taskforce• Expiation Receipts including the Victims of Crime Levy• Firearm Receipts• Flood Mitigation• Hospital Fund – Contribution• Lincoln Cove Marina• Major Administered Projects• Metropolitan (Woodville, Henley and Grange) Drainage Scheme• South-Western Suburbs Drainage Scheme• State Local Government Reform Fund – Stormwater Subsidies• Minister’s Salary• Unclaimed Salaries and Wages• Contractors Deposits• Motor Accident Commission Receipts• Natural Gas Authority of South Australia (NGASA)• Photovoltaic Rebate Program (PVRP)• Passenger Transport Research and Development Fund• Registration and Licensing Collections and Disbursements• Stamp Duties Receipts• Renewable Remote Power Generation Rebate Program (RRPGP)• Gawler River Flood Mitigation Scheme

A8. Revenues from SA Government

2006$’000

2005$’000

Revenues from SA Government:

Appropriations from Consolidated Account pursuant to theAppropriation Act

13 943 11 639

Total Revenues from SA Government 13 943 11 639



A9. Fees and Charges

2006$’000

2005$’000

Fees and Charges received/receivable from entities external tothe SA Government:

Other fees and charges - 922

Total Fees and Charges – Non-SA Government entities - 922

Total Fees and Charges - 922

A10. Registration and Licensing Receipts from Third Parties

2006$’000

2005$’000

Registration and Licensing Receipts on behalf of the SAGovernment:

Stamp Duties 133 427 139 305

Hospital Fund 56 307 55 315

Emergency Services Levy 27 575 27 053

Expiation Notices 2 192 10 975

Firearm Licences 1 136 2 109

Third Party Insurance 415 875 418 244

Other 4 439 5 658

Total Registration and Licensing Receiptson behalf of the SA Government

640 951 658 659

Registration and Licensing Receipts on behalf of entitiesexternal to the SA Government:

Refunds 10 142 11 078

Federal Registrations 5 590 5 992

Total Registration and Licensing Receipts on behalf of entitiesexternal to the SA Government

15 732 17 070

Total Registration and Licensing Receipts 656 683 675 729

A11. Grants

Grants received/receivable from entities within the SAGovernment:

2006$’000

2005$’000

Recurrent Grant - 3 844

Capital Grant 4 232 -

Total Grants – SA Government entities 4 232 3 844

Total Grants 4 232 3 844



A12. Transfer Receipts

2006$’000

2005$’000

Receipts from the Local Government Finance Authority (intoLocal Government Tax Equivalent Regime Fund)

- 1 049

Contractor Deposits 106 10

Lincoln Cove Marina Revenue 20 13

Glenelg Foreshore/West Beach Reserve Redevelopment –external contributions

194 -

Natural Gas Revenue 77 227 -

Energy Management Task Force – credit note (84) -

Total Transfer Receipts 77 463 1 072

Energy Management Task Force - credit noteEffective from 1 July 2005, the Department transferred its responsibility for the administration ofMinisterial Council for Energy funds to the Commonwealth. With that change, theDepartment was required to issue credit notes for the balance of any outstanding statecontribution receivables in its Balance Sheet. As of that date, the Department noted abalance outstanding of $84,000 from the NSW Department of Energy and Utilities.

A13. Commonwealth Revenue

2006$’000

2005$’000

RRPGP energy rebate contribution 1 201 -

Gawler River Flood Mitigation Scheme 7 750

Total Transfer Receipts 8 951 -

A14. Supplies and Services

2006$’000

2005$’000

Supplies and Services paid/payable to entities external to theSA Government

Payment to Cooper Basin Gas Producers 77 227 -

RRPGP energy rebates 1 975 -

Other 222 -

Total Supplies and Services – Non SA Government entities 79 424 -

Total Supplies and Services 79 424 -



A15. Grants and Subsidies

Grants and Subsidies paid/payable to entities within the SAGovernment:

2006$’000

2005$’000


Total Grants and Subsides – SA Government entities - 1 909

Grants and Subsidies paid/payable to entities external to the SAGovernment:


Capital Grant 4 218 100

Total Grants and Subsides – Non-SA Government entities 4 218 3 944

Total Grants and Subsides 4 218 5 853

A16. Registration and Licensing Payments to Third Parties

Registration and Licensing Payments to Third Partiespaid/payable to entities within the SA Government:

2006$’000

2005$’000

Stamp Duties – Treasury and Finance 133 427 139 305

Hospital Fund – Treasury and Finance 56 307 55 315

Emergency Services Levy 36 438 36 009

Expiation Notices – SAPOL 1 544 10 304

Firearm Licences - SAPOL 1 136 2 109

Expiation Notices – Courts Administration Authority 648 671

Third Party Insurance 415 875 418 244

Other 4 439 5 658

Total Registration and Licensing Payments to Third Parties – SAGovernment Entities

649 814 667 615

Registration and Licensing Payments to Third Partiespaid/payable to entities external to the SA Government:

Refunds 10 142 11 078

Federal Registrations 5 590 5 992

Total Registration and Licensing Payments to Third Parties – Non-SA Government entities

15 732 17 070

Total Registration and Licensing Payments to Third Parties 665 546 684 685



A17. Transfer Payments

2006$’000

2005$’000

Planning Fees paid to Councils and Other Bodies - 922

Payment to Local Government from the Local Government(TER) Fund

- 498

Interagency funding for the Local Government GrantsCommission

- 365

Interagency funding for the Outback Areas CommunityDevelopment Trust

- 236

Gawler River Flood Mitigation Scheme 7 750 -

Energy Management Task Force payment to the Department ofIndustry Tourism and Resources (Commonwealth)

2 397 -

Contractor Deposits 106 10

Other 20 13

Total Transfer Payments 10 273 2 044

A18. Cash

2006$’000

2005$’000

Deposits at Call – Westpac

Planning SA Collection Amount - 278

Motor Registration Holding Account 2 741 2 431

DTEI Operating Account 8 915 (179)

Deposits with the Treasurer

Contractors Deposits 113 77

Local Government Tax Equivalent (TER) Fund - 1 213

Natural Gas Authority of South Australia (NGASA) 408 -

Passenger Transport Research and Development Fund 261 403

Unclaimed Salaries and Wages 23 23

Total Cash 12 461 4 246



A19. Receivables

2006$’000

2005$’000

Current:

Receivables 161 330


Total Current Receivables 190 554

Non-Current:


Total Non-Current Receivables 2 718 2 880


Government/Non-Government Receivables2006$’000

2005$’000

Receivables from SA Government Entities:

Receivables - 179


Total Receivables from SA Government Entities 18 403

Receivables from Non-SA Government Entities:


Accrued Revenue 11 -

Total Receivables from Non-SA Government Entities 2 890 3 031




A20. Payables

2006$’000

2005$’000

Current:


Accrued Expenses 17 502

Total Current Payables 2 896 3 033


Government/Non-Government Payables2005$’000

2004$’000

Payables to SA Government Entities:


Accrued Expenses 17 224

Total Payables to SA Government Entities 2 896 2 747

Payables to Non-SA Government Entities:

Creditors - 8

Accrued Expenses - 278

Total Payables to Non-SA Government Entities - 286


A21. Interest Bearing Liabilities

2006$’000

2005$’000

Balance as at 1 July 3 031 3 173

Increases in debt due to Interest: 207 217

Less Repayments:

Woodville, Henley and Grange Drainage Scheme 37 37

South West Suburbs Drainage Scheme 322 322


Current 161 151

Non-Current 2 718 2 880

Total Interest Bearing Liabilities 2 879 3 031



A22. Equity

2006$’000

2005$’000

Accumulated Surplus 9 620 1 620

Total Equity 9 620 1 620

Accumulated Surplus

Balance at the Beginning of the Financial Year 1 620 1109

Operating Surplus 1 619 511

Increase in Net Assets due to Restructure 6 381 -

Balance at the End of the Financial Year 9 620 1 620

A23. Transfer of Administrative Functions

Effective from 1 July 2005, the Department assumed responsibility for a number ofadministered items within functions transferred under a change in SA governmentadministrative arrangements (Refer to Note A2). The impact of these restructuredarrangements on the Administered Financial Statements is summarised as follow:



Income (502) (7 598)

Expenses 1 719 -

Net Result 1 217 (7 598)

Assets (1 719) 7 598

Liabilities 502 -

Net Assets (1 217) 7 598

Administered net assets transferred to the Department in accordance with these changesincludes:



Energy Management Task Force - 2 481

Natural Gas Authority of South Australia - 409

Photovoltaic Rebate Scheme - 500

Renewable Remote Power Generation Program - 1 810

Major Infrastructure Projects - 2 398

Development Application Fees 23 -

West Beach Trust Taxation Equivalent Regime (TER) (23) -

Local Government Taxation Equivalent (TER) Fund (1 217) -

Total Administered Net Assets (1 217) 7 598



Energy Management Task ForceThe Energy Management Task Force function was transferred to the Department on 1 July2005 from the Department for Primary Industries and Resources SA (PIRSA). The EnergyManagement Task Force was subsequently transferred to the Department for Trade andIndustry (Commonwealth) and has been reflected as a transfer payment of $2.481 millionwithin the Income Statement.

A24. Financial Instruments

(a) Terms, Conditions and Accounting Policies(i) Financial Assets

Cash is available at call and is recorded at cost. Interest revenue is recorded onan accrual basis, with only certain funds held within the total cash balance beinginterest bearing.

Receivables are raised for all goods and services provided, for which paymenthas not been received. Receivables are normally settled within 30 days or in linewith agreements entered into for specific Administered items.

(ii) Financial LiabilitiesCreditors and accruals are recognised for all amounts billed but unpaid at anamount equal to the value of goods and services provided. All creditors arenormally settled within 30 days.

Borrowings are recorded at the amount still owing, taking into accountrepayments and interest accrued. Interest expense is recognised on an accrualbasis. Borrowings are drawn from the Department of Treasury and Finance at theCommon Public Sector Interest Rate of 6.95% (as at 30.6.06). Repayments aredetermined in negotiation with the South Australian Government FinancingAuthority (SAFA).

(b) Interest Rate RiskExposure to interest rate risk for administered items is measured in reference to the levelof interest and non-interest bearing assets and liabilities held at reporting date.

Financial Instrument 2006

Flo

atin

gIn

tere

st R

ate

%

2006

Inte

rest

Bea

ring

$’0

00

2006

No

n-In

tere

stBe

arin

g$’

000

2006

To

tal

$’00

0

2006

We

ight

ed

Ave

rag

e E

ffec

tive

Inte

rest

Ra

te %

2005

Flo

atin

g In

tere

stRa

te %

2005

Inte

rest

Bea

ring

$’0

00

2005

No

n-In

tere

stBe

arin

g$’

000

2005

To

tal

$’00

0

2005

We

ight

ed

Ave

rag

e E

ffec

tive

Inte

rest

Ra

te %

Financial Assets:

Cash assets 5.43% 12 461 12 461 5.38% 5.35% 4 246 - 4 246 5.18%

Receivables - - 2 908 2 908 - - - 3 434 3 434 -

12 461 2 908 15 369 4 246 3 434 7 680


Payables - - 2 896 2 896 - - - 3 033 3 033 -

Borrowings 6.95% 2 879 - 2 879 6.95% 6.84% 3 031 - 3 031 6.84%

2 879 2 896 5 775 3 031 3 033 6 064

(c) Credit RiskThe maximum exposure to credit risk at reporting date is measured at the carryingamount of administered receivables as indicated in the Balance Sheet.



(d) Fair Value (Market) RiskAdministered financial instruments are disclosed at a carrying amount thatapproximates their net fair value. The amount for financial assets approximates the netfair value due to the short-term to maturity of the items, or due to the assets beingreceivable on demand. The carrying amount of financial liabilities is considered to be areasonable estimate of net fair value.

A25. Cash Flow Reconciliation

2006$’000

2005$’000

Reconciliation of Cash – Cash at 30 June:

Cash Flow Statement 12 461 4 246

Balance Sheet 12 461 4 246

Reconciliation of Net Cash Inflows from Operating Activities toOperating Surplus:

Net cash inflows from operating activities 2 895 2 154

Changes in Assets and Liabilities

(Decrease) in Receivables (1 063) (437)

Increase in Other Assets - 2

(Increase) in Liabilities (213) (1 208)

Operating Surplus 1 619 511

A26. Criminal Injuries Compensation Fund (Victims of Crime Levy)

In accordance with the Expiation of Offences Act 1996, and on behalf of the Attorney-General’s Department, the Public Transport Division of the Department collects criminalinjuries compensation levies from expiation notices issued.

2006$’000

2005$’000

Levies collected during the year - 3Amount paid to Attorney-General’s Department - 3

Amount payable to Attorney-General’s Department - -

A27. Natural Gas Authority of South Australia (NGASA)

On 1 September 1995, the Natural Gas Authority of South Australia (NGASA) becameoperative pursuant to the provisions of the Pipelines Authority (Sale of Pipelines) AmendmentAct 1995.

The principle activities of this operative are:• Purchase, sale and delivery of gas;• Administration of gas supply contracts with respect to the South Australian Cooper

Basin, South West Queensland Cooper Basin and Katnook;• Administration of down stream gas sale contracts for AGL Wholesale Gas (SA) and

Origin Energy;



• Gas price reviews, gas nominations, reserves and adequacy, take-or-pay and TradePractice Commission issues;

• Gas billing, gas quality and measurement.

Under the terms of the contracts, NGASA is responsible for invoicing and collecting paymentsfrom AGL Wholesale Gas (SA) and Origin Energy for gas purchase and the subsequentforwarding of those monies to gas producers. These contracts effectively came to the end oftheir term on 31 December 2005.

The transactions relating to these activities were processed through a non-interest bearingSpecial Deposit Account. During 2005-06 receipts from major customers were $77.2 million($150.2 million) and payments to gas producers were $77.2 million ($150.2 million).

A28. Passenger Transport Research and Development Fund

Pursuant to Section 62 of the Passenger Transport Act 1994, the Public Transport Division of theDepartment administers, on behalf of the Minister for Transport, the Passenger TransportResearch and Development Fund (an interest bearing deposit account).

The Fund may be applied by the Minister for Transport for:• The purpose of carrying out research into the taxi-cab industry;• The purpose of promoting the taxi-cab industry; and/or• Any other purpose considered by the Minister to be beneficial to the travelling public, in

the interests of the passenger transport industry, and an appropriate application ofmoney standing to the credit of the Fund.

2006$’000

2005$’000

Inflows:

Income into the Fund 21 23

Total Inflows 21 23

Outflows:

Expenditure from the Fund 163 100

Total Outflows 163 100

Net Deficit (142) (77)

Fund Balance

Balance at the beginning of the reporting period 403 480

Net Deficit (142) (77)

Balance at the end of the reporting period 261 403


ACC Adelaide City CouncilAEMC Australian Energy Market CommissionAER Australian Energy RegulatorARRB Australian Road Research BoardCCTV Closed Circuit Television CMS Content Management SystemCOAG Council of Australian GovernmentsDDA Disability Discrimination ActDFEEST Department of Further Education, Employment, Science and TechnologyDTEI Department for Transport, Energy and Infrastructuree-mail Electronic Mail F FatalitiesFOIA Freedom of Information ActFRC Full Retail ContestabilityFTE Full-Time Equivalent GPO General Post OfficeGPS Global Positioning SystemHF High FrequencyHon. HonourableHR Human ResourcesICT Information, Communication and TechnologyIM Injury ManagementIMIS Integrated Management Information SystemLTI Lost Time InjuriesMASTEM Metropolitan Adelaide Strategic Transport Evaluation ModelMCE Ministerial Council on EnergyMCE Ministerial Council on EnergyMTO Medical Treatment OnlyNEM National Electricity MarketNEMMCO National Electricity Market Management CompanyNTC National Transport CommissionOCIO Office of the Chief Information OfficerOHS&w Occupational Health, Safety and WelfareOMPI Office of Major Projects and InfrastructureOPE Office of Personnel RAES Remote Areas Energy SuppliesSANTOS South Australian Northern Territory Oil ServiceSATSS South Australian Transport Subsidy SchemeSELGA South East Local Government AssociationSMS Short Message ServiceTAFE Technical and Further Education TEIRISK Departmental Risk Management FrameworkTOD Transit-oriented DevelopmentsTRUMPS Transport Regulation User Management Processing SystemTTy Text TelephoneUITP International Union of Public TransportVHF Very High FrequencywRC Act Workers Rehabilitation and Compensation Act 1986

Acronyms and Abbreviations
