{ "entity_id": "S-SA-038", "folder": "Renewal-SA", "name": "Renewal SA", "type": "Statutory Authority", "jurisdiction": "SA", "portfolio": "Housing", "website": "https://renewalsa.sa.gov.au/", "data_status": "inherited", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 10, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 5, "verified_own_data": false, "vision_shared_with_n_others": 16 }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "Renewal SA’s purpose is to deliver economic and community outcomes for South Australia through residential, commercial, and mission industrial and urban renewal projects. [AR p.9]", "official_site_url": "https://renewalsa.sa.gov.au/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2024-25\n\t\t\t\t\t\t\t(17.0MB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2023-2024\n\t\t\t\t\t\t\t(592KB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2023-2024-Annual-Report-Signed-by-Presiding-Member-and-CE-A2041887-1.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022-2023\n\t\t\t\t\t\t\t(15.8MB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2021-2022\n\t\t\t\t\t\t\t(4.1MB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2020-2021\n\t\t\t\t\t\t\t(6.8MB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "Innovate RAP 2025-27\n\t\t\t\t\t\t\t(18.2MB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/100110-RAP-Innovate-2025-Brochure-web.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Reflect RAP snapshot 2019\n\t\t\t\t\t\t\t(2.1MB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/Reflect-RAP-infographic.pdf", "period": "2019", "confidence": "medium" }, { "type": "strategie", "title": "Renewal SA Strategic Plan 2023-2026\n\t\t\t\t\t\t\t(8.9MB PDF)", "url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Renewal-SA-strategic-plan-web.pdf", "period": "2023", "confidence": "medium" } ], "purpose": { "text": "Renewal SA’s purpose is to deliver economic and community outcomes for South Australia through residential, commercial, and mission industrial and urban renewal projects. [AR p.9]", "source_url": "", "source_page": 9, "source_deep_url": "" }, "vision": { "text": "null", "source_url": "", "source_page": null, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Affordable housing", "description": "Affordable housing", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "Creating communities", "description": "Creating communities", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "Regional development", "description": "Regional development", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "Industry and precincts", "description": "Industry and precincts", "source_url": "", "source_page": 10, "source_deep_url": "" }, { "title": "Sustainable future", "description": "Sustainable future", "source_url": "", "source_page": 10, "source_deep_url": "" } ], "values": [ { "name": "Respect", "description": "", "source_url": "", "source_page": null }, { "name": "Trust", "description": "", "source_url": "", "source_page": null }, { "name": "Honesty and integrity", "description": "", "source_url": "", "source_page": null }, { "name": "Courage and tenacity", "description": "", "source_url": "", "source_page": null }, { "name": "Collaboration and engagement", "description": "", "source_url": "", "source_page": null }, { "name": "Service", "description": "", "source_url": "", "source_page": null }, { "name": "Professionalism", "description": "", "source_url": "", "source_page": null }, { "name": "Sustainability", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Affordable housing", "description": "Improve housing outcomes by increasing supply, availability and diversity of affordable housing to address the need and demand for housing in South Australia, and support growth.", "activities": [ "Initiate, undertake, support and promote residential, commercial and industrial development in the public interest.", "Acquire, assemble and use land and other assets in strategic locations for urban renewal." ], "source_url": "", "source_page": 10, "source_deep_url": "" }, { "name": "Creating communities", "description": "Deliver high-quality urban infill and growth area projects to create thriving, connected, well-serviced and sustainable mixed-use communities.", "activities": [ "Promote community understanding of, and support for, urban renewal by working with government agencies, local government, community groups and organisations involved in development.", "Undertake preliminary works (including the remediation of land) to prepare land for development and other functions such as planning and coordination." ], "source_url": "", "source_page": 10, "source_deep_url": "" }, { "name": "Regional development", "description": "Increase the supply of quality affordable homes to support population growth and economic activity in the regions.", "activities": [ "Encourage, facilitate and support public and private sector investment and participation in the development of the state.", "Acquire, hold, manage, lease and dispose of land, improvements in property." ], "source_url": "", "source_page": 10, "source_deep_url": "" }, { "name": "Industry and precincts", "description": "Support employment growth and economic activity through the facilitation of industrial and commercial developments, supply of land in strategic locations and development of precincts that support key industries, including innovation and defence.", "activities": [ "Acquire, hold, manage, lease and dispose of land, improvements in property." ], "source_url": "", "source_page": 10, "source_deep_url": "" }, { "name": "Sustainable future", "description": "Contribute to a sustainable future and quality of life for South Australians by working towards the elimination of carbon emissions by 2050.", "activities": [ "Promote community understanding of, and support for, urban renewal by working with government agencies, local government, community groups and organisations involved in development." ], "source_url": "", "source_page": 10, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Cumulative carbon emissions reduction", "target": "Net carbon zero by 2050", "latest_result": "Carbon neutral operations (2023-24)", "status": "Achieved", "target_source_url": "", "target_source_page": 19, "result_source_url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf", "result_source_page": 19 } ], "document_alignment_terms": { "must_support": [ "Renewal SA’s purpose is to deliver economic and community outcomes for South Australia through residential, commercial, and mission industrial and urban renewal projects. [AR p.9]", "null", "Affordable housing", "Creating communities", "Regional development", "Industry and precincts", "Sustainable future" ], "watch_terms": [ "Cumulative carbon emissions reduction" ], "avoid_claiming_without_evidence": [] }, "review_note": "This entity appears to share a parent or related entity's strategy text; verify its own strategy before publishing." }, "strategy_brief_md": "# Renewal SA — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf)\n\n## Vision\n\n> null\n\n## Our purpose / purposes\n\n> Renewal SA’s purpose is to deliver economic and community outcomes for South Australia through residential, commercial, and mission industrial and urban renewal projects. [AR p.9](https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf#page=9) [CP p.9]\n\n## How we deliver\n\n> Renewal SA’s mission is to be bold and future-orientated, collaborating with private and public sector partners as we deliver, support and enable property and projects. [AR p.9](https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf#page=9) [CP p.9]\n\n## Government priorities for this department\n\n- Affordable housing [CP p.10]\n- Creating communities [CP p.10]\n- Regional development [CP p.10]\n- Industry and precincts [CP p.10]\n- Sustainable future [CP p.10]\n\n## Outcomes\n\n### Affordable housing\nImprove housing outcomes by increasing supply, availability and diversity of affordable housing to address the need and demand for housing in South Australia, and support growth. [CP p.10]\n\n**Key activities:**\n- Initiate, undertake, support and promote residential, commercial and industrial development in the public interest.\n- Acquire, assemble and use land and other assets in strategic locations for urban renewal.\n\n### Creating communities\nDeliver high-quality urban infill and growth area projects to create thriving, connected, well-serviced and sustainable mixed-use communities. [CP p.10]\n\n**Key activities:**\n- Promote community understanding of, and support for, urban renewal by working with government agencies, local government, community groups and organisations involved in development.\n- Undertake preliminary works (including the remediation of land) to prepare land for development and other functions such as planning and coordination.\n\n### Regional development\nIncrease the supply of quality affordable homes to support population growth and economic activity in the regions. [CP p.10]\n\n**Key activities:**\n- Encourage, facilitate and support public and private sector investment and participation in the development of the state.\n- Acquire, hold, manage, lease and dispose of land, improvements in property.\n\n### Industry and precincts\nSupport employment growth and economic activity through the facilitation of industrial and commercial developments, supply of land in strategic locations and development of precincts that support key industries, including innovation and defence. [CP p.10]\n\n**Key activities:**\n- Acquire, hold, manage, lease and dispose of land, improvements in property.\n\n### Sustainable future\nContribute to a sustainable future and quality of life for South Australians by working towards the elimination of carbon emissions by 2050. [CP p.10]\n\n**Key activities:**\n- Promote community understanding of, and support for, urban renewal by working with government agencies, local government, community groups and organisations involved in development.\n\n## Values and principles\n\n_South Australian public sector values_\n\n- Respect\n- Trust\n- Honesty and integrity\n- Courage and tenacity\n- Collaboration and engagement\n- Service\n- Professionalism\n- Sustainability\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Cumulative carbon emissions reduction | Net carbon zero by 2050 | CP p.19 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Cumulative carbon emissions reduction | Carbon neutral operations (2023-24) | Achieved | [AR p.19](https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf#page=19)(https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf#page=19) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Renewal SA - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:57:59.639165+00:00\n**Entity ID**: S-SA-038\n**Entity type**: Statutory Authority\n**Jurisdiction**: SA\n**Portfolio**: Housing\n**Website**: https://renewalsa.sa.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| other-pdfs | 2 |\n| pages | 14 |\n| strategies | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 34]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nConsultancies Purpose $ Actual\npayment\nKPMG Leadership Workshop and Advisory 28,718\nKPMG Values and behaviours workshop 65,095\nKPMG Enterprise Risk Management Review 24,945\nKPMG Lot Fourteen: Due Diligence Services - 30,000\nInnovation Centre\nKPMG Governance Model Options study 40,999\nLand & Water Consulting Suitability of Use Assessment 17,583\nMark Neill Information Security Review & Updates 15,600\nObjective Corporation Objective Auto Discovery Solution 21,250\nLimited\nPrice Waterhouse Coopers Renewal SA Strategy Development 28,930\nPrice Waterhouse Coopers Accounting Advice: Long Term Leases 18,870\nPrice Waterhouse Coopers Business Continuity Plan 14,790\nRider Levett Bucknall SA Lot Fourteen: Cost Management - 66,550\nInnovation Hub\nRider Levett Bucknall SA Lot Fourteen: Cost Management - 25,000\nInternational Centre for Food,\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 35]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nConsultancies Purpose $ Actual\npayment\nStillwell Mgt Consultants Human Resources Management 32,975\nConsulting Advice\nThriving People Consulting Culture and Capability Assessment 24,500\nand People and Culture Strategy\nUniquity Human Resources & Organisation 20,500\nChange Matter Advice\nWoods Bagot Lot Fourteen: International Centre — 30,000\nLot C Vision\nWoods Bagot Lot Fourteen: Site Analysis & Design - 331,750\nInternational Centre for Food,\nHospitality & Tourism *\nWT Partnership Cost Estimation 14,050\nTotal 1,201,940\n*externally funded through the Adelaide City Deal.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Agency COVID-19 statistics Current Past year % Change\nyear (+ / -)\n2020-21\n2021-22\nStaff reports of positive COVID-19 infection 61 0 +100%\nStaff reports of Close Contact 68 0 +100%\nPotential positive COVID-19 reports due to 1 0 +100%\nworkplace transmission\nAgency contribution to whole of Government objectives\nRenewal SA supports the South Australian Government’s vision to make housing\nmore accessible for first time homeowners in South Australia; bolster the trades\nsector and reverse the state’s labour skills shortage; stimulate jobs and private\ninvestment in our state; and secure the long-term liveability and economic prosperity\nof South Australia.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- The Our Future Housing • secured the following outcomes as a result of the\nStrategy 2020-30 Affordable Housing Expression of Interest that was\nobjectives and activities released in partnership with the SA Housing Authority\nfor Renewal SA are in 2020:\nincorporated within the\nnegotiated a development agreement for the\nrelevant projects and o\ndelivery of 172 dwellings (minimum 45%\ndevelopments.\naffordable housing) on 3.7 hectares in St Clair\nfacilitated the delivery of 300+ affordable homes\no\nthrough key projects including Playford Alive,\nDock One by Kite (Port Adelaide), Bowden and\nTonsley\ngenerated a further 820+ affordable homes over\no\nthe coming 5-8 years through our key projects\nand Development Management Agreements\npartnered with SAHA to drive delivery and\no\nrenewal in Playford Alive, including the delivery of\nsubstantial affordable homes.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n\n### Role and Functions\n\n- Legislation administered by the agency\n• Urban Renewal Act 1995\n• Urban Renewal Regulations 2014\nOur Minister\nDuring the 2020-21 financial year the Urban Renewal Authority, trading as\nRenewal SA, was within the portfolio responsibilities of the Minister for Transport,\nInfrastructure and Local Government, Hon Stephan Knoll MP until 28 July 2020, and\nthen moved to the Treasurer, the Hon Rob Lucas MLC's portfolio.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Legislation administered by the agency\n• Urban Renewal Act 1995\n• Urban Renewal Regulations 2014\n• Riverbank Act 1997\n• ASER (Restructure) Regulations 2013\nKey legislation and governance requirements\nPursuant to section 9 of the Urban Renewal Act 1995, the following Ministerial\nDirections were implemented:\n• Aldinga Rail Corridor – Land Preservation\n• Lot Fourteen - Project management of the refurbishment of the Eleanor\nHarrald and Hanson Buildings\nOther related agencies (within the Minister’s area/s of responsibility)\n• Department for Trade and Investment\n• Planning and Land Use Services\n11 | P a g e\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Legislation administered by the agency\nUrban Renewal Act 1995\nUrban Renewal Regulations 2014\nRiverbank Act 1997\nASER (Restructure) Regulations 2013\nAUKUS (Land Acquisition) Act 2024\nOther related agencies (within the Minister’s area/s of responsibility)\n• Department for Housing and Urban Development which includes Planning\nand Land Use Services and the Housing Infrastructure Planning and\nDevelopment Unit (Gazetted 30 May 2024 for operation from 1 July 2024).\n Source: `annual-reports/2023-24.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2023-2024-Annual-Report-Signed-by-Presiding-Member-and-CE-A2041887-1.pdf)`\n- Indicators Performance\nRenewal SA is a market • continued to track, analyse and update sales and\nleader in data analysis, conversion data weekly and adjusted forecasts and\nenabling the activities accordingly\norganisation to meet\n• achieved record sales at Bowden and Playford Alive\nand exceed sales and\nwhile sales performance across the industrial\nrevenue forecasts.\nportfolio including Tonsley was extremely strong\n• achieved total sales and settlements revenue of $149\nmillion* for the 2021-22 financial year, which\nrepresented a $79.9 million increase on the 2020-21\nfinancial year.\n* inclusive of AASB 15 upfront revenue recognition for development\nagreements at Oakden and Tonsley\nProjects demonstrate • earned the 2021 Innovation in Development Award in\nexcellence in delivery, partnership with Peet Limited for Tonsley Innovation\nmanagement and District (UDIA Awards for Excellence)\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Continued to\nenabling the track, analyse and update sales and conversion data\norganisation to meet weekly and adjusted forecasts and activities\nand exceed sales and accordingly\nrevenue forecasts.\n• Enquiry remained strong across our residential\nportfolio, translating into better than forecast sales\nwhile sales performance across the industrial\nportfolio remained strong\n• Achieved total sales revenue of $57.7 million* for the\n2022-23 financial year, which is materially consistent\nwith the 2021-22 result\n* exclusive of AASB 15 upfront revenue recognition.\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- [pages 16,17,18,19]\nd creates a and ensure that Renewal SA achieves key people,\npositive employee safety and culture deliverables and milestones\nexperience so our\n• awarded internal promotions (or internal role\npeople are proud to\ntransfers) to 29 staff, highlighting our focus on\nwork here and want to\ncreating career pathways and internal mobility\nstay.\n• developed and implemented flexible working\nguidelines and supported implementation with\ntraining for people managers.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n\n### Strategic Priorities\n\n- On behalf of the state government, we engage responsibly and\nOur\nproactively in the market, delivering large-scale projects either in\nfunctions,\npartnership with or entirely led by the private sector, with a\nobjectives\nconstant focus on achieving the best outcomes for the\nand\ncommunity.\ndeliverables\nOur Strategic Plan (2023-26) details the actions that will deliver\ngreater liveability, sustainability and affordability for South\nAustralians and aligns our work to five strategic priorities:\n• Affordable housing – Improve housing outcomes by\nincreasing supply, availability and diversity of affordable\nhousing to address the need and demand for housing in\nSouth Australia, and support growth.\n• Creating communities – Deliver high-quality urban infill\nand growth area projects to create thriving, connected,\nwell-serviced and sustainable mixed-use communities.\n Source: `annual-reports/2023-24.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2023-2024-Annual-Report-Signed-by-Presiding-Member-and-CE-A2041887-1.pdf)`\n- [Page 2]\n\nCO NTE NT S\n3 From the Minister\n4-5 About Renewal SA\n6 From the\nPresiding Member\n7 Strategic framework\n8 Our vision\nAcknowledgement\n9 Our strategic priorities\nof Country\n11 Affordable housing\nWe acknowledge the Traditional Owners 12 Creating communities\nand Custodians of the Lands throughout\n13 Regional development\nSouth Australia.\n Source: `strategies/Renewal-SA-strategic-plan-web.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Renewal-SA-strategic-plan-web.pdf)`\n- [Page 16]\n2024-25 ANNUAL REPORT for the Urban Renewal Authority (trading as Renewal SA)\nAgency specific objectives and performance\nDuring the year Renewal SA continued the delivery of its Strategic Plan (2023-2026)\nwhich details the agency’s role and key strategic priorities.\n Source: `annual-reports/2024-25.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf)`\n- [pages 1,2]\n[Page 1]\nR E C O N C I L I AT I O N\nU P C O M I N G R A P D E L I V E R A B L E S AC T I O N P L A N\nN OV 2 0 2 2 - J U L 2 0 2 3 N OV 2 0 2 2 - M A R 2 0 2 3\nR E S P E C T R E L AT I O N S H I P S\n^ Develop, implement and ^ Implement strategies to engage\ncommunicate a formal our staff in reconciliation\norganisational cultural\nlearning strategy ^ Develop and implement an\nengagement plan to work with\n^ D\nco\ne\nm\nve\nm\nlo\nu\np\nn\n,\nic\nim\nat\np\ne\nl e\na\nm\nn\ne\na\nn\nn\nt\nt\na\ni-\nnd\nFirst Nations stakeholders O V\nATE RAP\n2 Y\nand organisations N E\ndiscrimination policy for N A\nour organisation\n^ Collaborate with RAP\nI\n3 4\nR\nJ\nSince our last Innovation snapshot\n^ Educate staff on the and other like-minded O report, we’ve completed an additional\neffects of racism organisations to develop ways 7 U sixteen deliverables, bringing the total\nR\n Source: `other-pdfs/RAP-Snapshot-Dec-22_Mar-23_v3.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/RAP-Snapshot-Dec-22_Mar-23_v3.pdf)`\n- [pages 16,17,18,19]\nd creates a and ensure that Renewal SA achieves key people,\npositive employee safety and culture deliverables and milestones\nexperience so our\n• awarded internal promotions (or internal role\npeople are proud to\ntransfers) to 29 staff, highlighting our focus on\nwork here and want to\ncreating career pathways and internal mobility\nstay.\n• developed and implemented flexible working\nguidelines and supported implementation with\ntraining for people managers.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- The Our Future Housing • Delivered 187 affordable homes for sale across\nStrategy 2020-30 metropolitan projects at Bowden, Playford Alive,\nobjectives and activities Tonsley, Port Adelaide and Oakden\nfor Renewal SA are\n• Generated a pipeline of 2100 affordable homes and\nincorporated within the\nrentals over the coming five years through our key\nrelevant projects and\nprojects and Development Management Agreements\ndevelopments.\n• Curated six priority projects across Bowden, Playford\nAlive and Prospect that will deliver more than 373\naffordable homes and rentals over the next two years\n• Selected through an Expression of Interest market\nprocess as the preferred proponent to purchase the\nformer Franklin Street Bus Station site from the\nAdelaide City Council.\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- Regional development • 30 homes completed • 19 houses completed\nand tenanted and 11 houses under\nIncrease the supply of\ncompleting the pilot construction through\nquality affordable homes\nRegional Key Worker the Regional Key\nto support population\nHousing Scheme Worker Housing\ngrowth and economic\nScheme (RKWHS)\nactivity in the regions. • Minimum of one key\nworker project secured • Launched the $10\nin each priority region, million Regional\nfacilitated by The Housing Initiatives\n17 | P a g e\n Source: `annual-reports/2024-25.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf)`\n- [Page 7]\nOur strategic Our strategic framework sets out how\nwe will deliver on our strategic priorities.\nframework\nWHO WE OUR\nARE AND PURPOSE\nWHAT WE DO AND MISSION\nS T R AT E G I C P R I O R I T I E S\nS T R AT E G I C FO U N DAT I O N S\nD E L I V E RY A N D AC C O U N TA B I L I T Y\nActions and Annual\nindicators business\nof success plans\nOur people Organisational\nand values capability\n7\n Source: `strategies/Renewal-SA-strategic-plan-web.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Renewal-SA-strategic-plan-web.pdf)`\n- May 2026, 2027 Director, People and\nCapability\n8/ Build respect for\nFirst Nations cultures Encourage participation in external NAIDOC Week events to all staff by promoting local July 2026, 2027 Director, Communications\nand histories by events through our internal communications channels. and Stakeholder Engagement\ncelebrating NAIDOC\nACTION DELIVERABLE TIMELINE RESPONSIBILITY Week.\n Source: `strategies/100110-RAP-Innovate-2025-Brochure-web.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/100110-RAP-Innovate-2025-Brochure-web.pdf)`\n- [Page 12]\nR E S P E C T CO N T I N U E D\nACTION DELIVERABLE TIMELINE RESPONSIBILITY We want to be part of our\n4\nnation’s journey towards a\nDevelop a Review and re-set existing cultural heritage December Senior Director,\ncultural heritage management policy in conjunction with 2022 Strategy, Marketing\nU N I T E D F U T U R E\nmanagement representative heritage organisation(s). and Communications\nframework based\nfor First Nations peoples\non a co-design Develop procedures for cultural heritage December Senior Director,\nand non-Indigenous peoples.\nwith First Nations management activities to apply to all projects and 2022 Strategy, Marketing\nstakeholders. other general ground-disturbing activities. and Communications\nProvide necessary training to project staff to December Senior Director,\nensure respectful implementation of cultural 2022 People and Culture\nheritage management procedures.\n Source: `other-pdfs/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Continued to\nenabling the track, analyse and update sales and conversion data\norganisation to meet weekly and adjusted forecasts and activities\nand exceed sales and accordingly\nrevenue forecasts.\n• Enquiry remained strong across our residential\nportfolio, translating into better than forecast sales\nwhile sales performance across the industrial\nportfolio remained strong\n• Achieved total sales revenue of $57.7 million* for the\n2022-23 financial year, which is materially consistent\nwith the 2021-22 result\n* exclusive of AASB 15 upfront revenue recognition.\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- Renewal SA enables • Developed and launched an organisation-specific\nour people to reach their Capability Framework outlining the capabilities and\npotential and develops behaviours required to operate successfully in\nfuture capabilities for Renewal SA and create consistent performance\nthe business. expectations and practices throughout the workforce\n• Delivered a leadership development program for 11\nsenior staff; eight females and three males\n• Sponsored four women to participate in the Property\nCouncil of Australia’s 500 Women in Property\nProgram\n• 39 roles were newly created as a result of the\norganisation restructure and were advertised\ninternally in the first instance, with the expectation\nthat a significant proportion of these roles would be\nfilled by internal candidates\nRenewal SA recruits, • Attended the Adelaide Careers Expo with the\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- Renewal SA sets clear • launched an improved Performance Framework\nexpectations and and achieved 85% against our target of 100% of\nengages our people so staff with performance and development plans as\nthey are motivated to of 30 June 21.\nperform at their best.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 32]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nStatement of Comprehensive Income 2020-21 2019-20\nActual Actual\n$000s $000s\nRevenue from Sales 69 115 62 567\nLess: Cost of Sales (47 545) (36 489)\nGross Profit on Sales 21 570 26 078\nOther Income 34 649 55 070\nOperating Expenses (58 073) (67 346)\nUnderlying Operating Result (1 853) 13 852\nBorrowing Costs (8 928) (20 580)\nRevaluation loss from early termination of loans - (68 776)\nNet Gain/(Loss) from Changes in Asset Values 4 063 (36 761)\nComprehensive Result (6719) (112 315)\n32 IPage\nOFFICIAL\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 41]\nFINANCIAL STATEMENTS\nSTATEMENT OF COMPREHENSIVE INCOME\nFor the Year Ended 30 June 2021\nNote 2021 2020\nNo. $'000 $'000\nIncome\nRevenue from sales 4 69 115 62 567\nLess: cost of sales 4 47 545 36 489\nGross Profit from Sales 21 570 26 078\nShare of net profit in joint ventures 5 1 668 844\nRevenues from SA Government 6 6 961 6 267\nInterest revenues 7 477 711\nProperty income 8 22 872 45 493\nOther revenues 9 2 670 1 755\nNet gain from changes in value of non-current assets 23 4 063\nNet gain from disposal of non-current assets 10 1\nTotal Other Income 38 712 55 070\nTotal Income 60 282 81 148\nExpenses\nEmployee benefits expenses 13 14 079 14 573\nOperating expenditure 15 41 015 49 559\nBad and doubtful debts expense 19 ( 137) 1 311\nBorrowing costs 16 8 928 89 356\nDepreciation and amortisation 22 3 116 1 903\nNet loss from changes in value of non-current assets/provision for development\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [pages 41,42,43,44,45]\nn value of non-current assets 23 4 063\nNet gain from disposal of non-current assets 10 1\nTotal Other Income 38 712 55 070\nTotal Income 60 282 81 148\nExpenses\nEmployee benefits expenses 13 14 079 14 573\nOperating expenditure 15 41 015 49 559\nBad and doubtful debts expense 19 ( 137) 1 311\nBorrowing costs 16 8 928 89 356\nDepreciation and amortisation 22 3 116 1 903\nNet loss from changes in value of non-current assets/provision for development\nexpenditure 23 36 761\nTotal Expenses 67 001 193 463\n(Loss) Before Income Tax Equivalent ( 6 719) ( 112 315)\nTotal Comprehensive Result ( 6 719) ( 112 315)\nThe Profit/Loss After Income Tax Equivalent and Total Comprehensive Result are attributable to the SA Government as owner.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Capital Earnings Total\n1000 '$000 '$000\nBalance as at 30 June 2019 381 857 ( 445 805) ( 63 948)\nTotal Comprehensive Result for 2019-20 ( 112 315) ( 112 315)\nTransactions with the SA Government in their capacity as owners:\nEquity contribution 127 331 127 331\nNet assets transferred from administrative restructure\nDividends paid 17 ( 1 749) ( 1 749)\nBalance as at 30 June 2020 509 188 ( 559 869) ( 50 681)\nTotal Comprehensive Result for 2020-21 ( 6 719) ( 6 719)\nTransactions with the SA Government in their capacity as owners:\nEquity contribution 58 668 58 668\nDividends paid 17 ( 1 193) ( 1 193)\nBalance as at 30 June 2021 567 856 ( 567 781) 75\nAll changes in equity are attributable to the SA Government as owner.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 55]\nFINANCIAL STATEMENTS\nNote 14 Emplo ee Benefits Liabilities\n2021 2020\n$'000 $'000\nCurrent\nAccrued wages and salaries 425 931\nAnnual leave 1 649 1 618\nLong service leave 309 257\nSkills and experience retention leave 55 74\nTotal Current Employee Benefits 2 438 2 880\nNon-Current\nLong service leave 2 559 2 963\nTotal Non-Current Employee Benefits 2 559 2 963\nTotal Employee Benefits 4 997 5 843\nEmployee benefits accrue as a result of services provided up to the reporting date that remain unpaid.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- The write-downs of $3.264 million and reversals of previous write downs of $4.901 million in 2020-21 are as a result of the annual\nreview of the recoverable values of inventory and future cash flows for projects.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- As a result of an actuarial assessment performed by the Department of Treasury and Finance, the proportion of long service leave\ntaken as leave was 42% (2019-20: 42%) and the average factor for the calculation of employer superannuation on-costs was 10.1%\n(2019-20: 9.8%).\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 69]\nFINANCIAL STATEMENTS\nNote 28 Provisions\n2021 2020\n$'000 $'000\nCurrent\nProvision for workers compensation 26 23\nProvision for future development expenditure 27 114\nTotal Current Provisions 26 27 137\nNon-Current\nProvision for workers compensation 65 48\nTotal Non-Current Provisions 65 48\nTotal Provisions 91 27 185\nMovements in Carrying Amounts\n2021 2020\n$'000 $'000\nProvision for workers compensation\nCarrying amount at the beginning of the period 71 61\nIncrease/(Decrease) in provisions recognised 20 10\nCarrying Amount at the End of the Period 91 71\nProvision for future development expenditure and legal claim\nCarrying amount at the beginning of the period 27 114 101 276\nReductions arising from payments for development expenditure ( 27 114) ( 80 615)\nIncrease in provision for inventory developm ent expenditure 7 857\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Indicators Performance\nRenewal SA is a market • continued to track, analyse and update sales and\nleader in data analysis, conversion data weekly and adjusted forecasts and\nenabling the activities accordingly\norganisation to meet\n• achieved record sales at Bowden and Playford Alive\nand exceed sales and\nwhile sales performance across the industrial\nrevenue forecasts.\nportfolio including Tonsley was extremely strong\n• achieved total sales and settlements revenue of $149\nmillion* for the 2021-22 financial year, which\nrepresented a $79.9 million increase on the 2020-21\nfinancial year.\n* inclusive of AASB 15 upfront revenue recognition for development\nagreements at Oakden and Tonsley\nProjects demonstrate • earned the 2021 Innovation in Development Award in\nexcellence in delivery, partnership with Peet Limited for Tonsley Innovation\nmanagement and District (UDIA Awards for Excellence)\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- The Our Future Housing • secured the following outcomes as a result of the\nStrategy 2020-30 Affordable Housing Expression of Interest that was\nobjectives and activities released in partnership with the SA Housing Authority\nfor Renewal SA are in 2020:\nincorporated within the\nnegotiated a development agreement for the\nrelevant projects and o\ndelivery of 172 dwellings (minimum 45%\ndevelopments.\naffordable housing) on 3.7 hectares in St Clair\nfacilitated the delivery of 300+ affordable homes\no\nthrough key projects including Playford Alive,\nDock One by Kite (Port Adelaide), Bowden and\nTonsley\ngenerated a further 820+ affordable homes over\no\nthe coming 5-8 years through our key projects\nand Development Management Agreements\npartnered with SAHA to drive delivery and\no\nrenewal in Playford Alive, including the delivery of\nsubstantial affordable homes.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 29]\nOFFICIAL\nFY2021-22 ANNUAL REPORT for Renewal SA\nStatement of Comprehensive Income 2021-22 2020-21\nActual Actual\n$000s $000s\nRevenue from Sales 149 020 69 115\nLess: Cost of Sales (89 683) (47 545)\nGross Profit on Sales 59 337 21 570\nOther Income 48 326 34 649\nOperating Expenses (68 208) (58 073)\nUnderlying Operating Result 39 455 (1 853)\nBorrowing Costs (5 650) (8 928)\nNet Gain/(Loss) from Changes in Asset Values 16 016 4 063\nComprehensive Result – before Income Tax 49 821 (6 719)\nIncome Tax 14 946 -\nTotal Comprehensive Result 34 875 (6 179)\nStatement of Financial Position 2021-22 2020-21\nActual Actual\n$000s $000s\nCurrent Assets 143 012 88 141\nNon-Current Assets 387 309 365 283\nTotal Assets 530 321 453 424\nCurrent Liabilities 190 645 59 771\nNon-Current Liabilities 268 629 393 578\nTotal Liabilities 459 274 453 349\nNet Assets 71 047 75\nTotal Equity 71 047 75\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $000 | [Page 32]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nStatement of Comprehensive Income 2020-21 2019-20\nActual Actual\n$000s $000s\nRevenue from Sales 69 115 62 567\nLess: Cost of Sales (47 545) (36 489)\nGross Profit on Sales 21 570 26 078\nOther Income 34 649 55 070\nOperating Expenses (58 073) (67 346)\nUnderlying Operating Result (1 853) 13 852\nBorrowing Costs (8 928) (20 580)\nRevaluation loss from early termination of loans - (68 776)\nNet Gai | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $000 | [Page 29]\nOFFICIAL\nFY2021-22 ANNUAL REPORT for Renewal SA\nStatement of Comprehensive Income 2021-22 2020-21\nActual Actual\n$000s $000s\nRevenue from Sales 149 020 69 115\nLess: Cost of Sales (89 683) (47 545)\nGross Profit on Sales 59 337 21 570\nOther Income 48 326 34 649\nOperating Expenses (68 208) (58 073)\nUnderlying Operating Result 39 455 (1 853)\nBorrowing Costs (5 650) (8 928)\nNet Gain/(Loss) from Changes in Asset Values 16 016 4 063\nComprehensi | `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $000 | Statement of Comprehensive Income 2022-23 2021-22\nActual Actual\n$000s $000s\nRevenue from Sales 64 272 149 020\nLess: Cost of Sales (34 727) (89 683)\nGross Profit on Sales 29 545 59 337\nOther Income 58 021 48 326\nOperating Expenses (72 235) (68 208)\nUnderlying Operating Result 15 331 39 455\nBorrowing Costs (9 482) (5 650)\nNet Gain from Changes in Asset Values 114 685 16 016\nComprehensive Result – before Income Tax 120 507 49 821\nIncome Tax 36 153 1 | `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)` |\n| $69.1 million, $61.3 million, 69.1 million, 61.3 million | Indicators Performance\nRenewal SA is a market • improved data analysis and forecasts, through an\nleader in data analysis always up-to-date system with sales and\nenabling the conversion data to identify trends, drive\norganisation to meet performance and adjust activities accordingly;\nand exceed sales and • significantly exceeded our budgeted outcomes\nrevenue forecasts. with total settlements of $69.1 million (inclusive of\nJV arrangements) against | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $100 million, $78 million, $6 million, 100 million, 78 million, 6 million | Renewal SA has a portfolio covering over 3,370 hectares of land and delivers\nsignificant revenue to South Australia of more than $100 million of income each\nfinancial year to the State through:\n• seven residential trading projects: Bowden, Playford Alive, Tonsley, The\nSquare Woodville West, Lightsview, Our Port, Eyre — Penfield;\n• three innovation precincts: Lot Fourteen, Tonsley Innovation District and\nTechnology Park;\n• three civic projects: Ad | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $149\nmillion, $79.9 million, 149\nmillion, 79.9 million | Indicators Performance\nRenewal SA is a market • continued to track, analyse and update sales and\nleader in data analysis, conversion data weekly and adjusted forecasts and\nenabling the activities accordingly\norganisation to meet\n• achieved record sales at Bowden and Playford Alive\nand exceed sales and\nwhile sales performance across the industrial\nrevenue forecasts.\nportfolio including Tonsley was extremely strong\n• achieved total sales and settle | `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $57.7 million, 57.7 million | Continued to\nenabling the track, analyse and update sales and conversion data\norganisation to meet weekly and adjusted forecasts and activities\nand exceed sales and accordingly\nrevenue forecasts.\n• Enquiry remained strong across our residential\nportfolio, translating into better than forecast sales\nwhile sales performance across the industrial\nportfolio remained strong\n• Achieved total sales revenue of $57.7 million* for the\n2022-23 financial yea | `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)` |\n| 13 Employees | [Page 43]\nOFFICIAL\nFINANCIAL STATEMENTS\nNOTE INDEX\nNote 1 Objectives of the Urban Renewal Authority\nNote 2 Basis of Preparation\nNote 3 Significant Transactions with Government Related Entities\nNote 4 Revenue from Sales and Cost of Sales\nNote 5 Joint Ventures\nNote 6 Revenues from SA Government\nNote 7 Interest Revenues\nNote 8 Property Income\nNote 9 Other Revenues\nNote 10 Net Gain/(Loss) from Disposal of Assets\nNote 11 Key Management Personnel\nNote | `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)` |\n| $000 | Statement of Comprehensive Income 2023-24 2022-23\nActual Actual\n$000s $000s\nRevenue from Sales 176 621 64 272\nLess: Cost of Sales (94 464) (34 727)\nGross Profit on Sales 82 157 29 545\nOther Income 55 131 57 994\nOperating Expenses (87 357) (72 235)\nUnderlying Operating Result 49 931 15 304\n24 \\| P a g e\nOFFICIAL | `annual-reports/2023-24.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2023-2024-Annual-Report-Signed-by-Presiding-Member-and-CE-A2041887-1.pdf)` |\n| $0.173 million, 0.173 million | The asset useful life of these assets were reduced resulting in an increased\ndepreciation expense in 2020-21 totalling $0.173 million. | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $3.116 million, $1.903 million, 3.116 million, 1.903 million | [Page 64]\nFINANCIAL STATEMENTS\nDepreciation/Amortisation of $3.116 million (2019-20 $1.903 million) is calculated on a straight-line basis over the estimated useful\nlife of the following classes of assets as follows:\nClass of Asset Depreciation Method Useful Life (Years)\nBuildings Straight Line Life of lease\nLeasehold improvements Straight Line Life of lease\nPlant and equipment Straight Line 5-10 years\nFurniture and fittings Straight Line 5 - 10 | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $57.7 million, 57.7 million | Continued to\nenabling the track, analyse and update sales and conversion data\norganisation to meet weekly and adjusted forecasts and activities\nand exceed sales and accordingly\nrevenue forecasts.\n• Enquiry remained strong across our residential\nportfolio, translating into better than forecast sales\nwhile sales performance across the industrial\nportfolio remained strong\n• Achieved total sales revenue of $57.7 million* for the\n2022-23 financial yea | `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)` |\n| $000 | [Page 32]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nStatement of Comprehensive Income 2020-21 2019-20\nActual Actual\n$000s $000s\nRevenue from Sales 69 115 62 567\nLess: Cost of Sales (47 545) (36 489)\nGross Profit on Sales 21 570 26 078\nOther Income 34 649 55 070\nOperating Expenses (58 073) (67 346)\nUnderlying Operating Result (1 853) 13 852\nBorrowing Costs (8 928) (20 580)\nRevaluation loss from early termination of loans - (68 776)\nNet Gai | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $000 , $000 | Capital Earnings Total\n1000 '$000 '$000\nBalance as at 30 June 2019 381 857 ( 445 805) ( 63 948)\nTotal Comprehensive Result for 2019-20 ( 112 315) ( 112 315)\nTransactions with the SA Government in their capacity as owners:\nEquity contribution 127 331 127 331\nNet assets transferred from administrative restructure\nDividends paid 17 ( 1 749) ( 1 749)\nBalance as at 30 June 2020 509 188 ( 559 869) ( 50 681)\nTotal Comprehensive Result for 2020-21 ( 6 71 | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $3.264 million, $4.901 million, 3.264 million, 4.901 million | The write-downs of $3.264 million and reversals of previous write downs of $4.901 million in 2020-21 are as a result of the annual\nreview of the recoverable values of inventory and future cash flows for projects. | `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $149\nmillion, $79.9 million, 149\nmillion, 79.9 million | Indicators Performance\nRenewal SA is a market • continued to track, analyse and update sales and\nleader in data analysis, conversion data weekly and adjusted forecasts and\nenabling the activities accordingly\norganisation to meet\n• achieved record sales at Bowden and Playford Alive\nand exceed sales and\nwhile sales performance across the industrial\nrevenue forecasts.\nportfolio including Tonsley was extremely strong\n• achieved total sales and settle | `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $000 | [Page 29]\nOFFICIAL\nFY2021-22 ANNUAL REPORT for Renewal SA\nStatement of Comprehensive Income 2021-22 2020-21\nActual Actual\n$000s $000s\nRevenue from Sales 149 020 69 115\nLess: Cost of Sales (89 683) (47 545)\nGross Profit on Sales 59 337 21 570\nOther Income 48 326 34 649\nOperating Expenses (68 208) (58 073)\nUnderlying Operating Result 39 455 (1 853)\nBorrowing Costs (5 650) (8 928)\nNet Gain/(Loss) from Changes in Asset Values 16 016 4 063\nComprehensi | `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n| $000 , $000 | Capital Earnings Total\n$000 '$000 $000\nBalance as at 30 June 2020 509 188 ( 559 869) ( 50 681)\nTotal Comprehensive Result for 2020-21 ( 6 719) ( 6 719)\nTransactions with the SA Government in their capacity as owners:\nEquity contribution 58 668 58 668\nNet assets transferred from administrative restructure\nDividends paid 17 ( 1 193) ( 1 193)\nBalance as at 30 June 2021 567 856 ( 567 781) 75\nTotal Comprehensive Result for 2021-22 34 875 34 875\nTransa | `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)` |\n\n## Key Achievements\n\n- [Page 20]\n2025- OUR RECONCILIATION\n2027 JOURNEY\nHIGHLIGHTS\nFROM OUR FIRST\nINNOVATE RAP\nMarch 2022 - March 2024\n65% 47\nof deliverables First Nations\ncompleted participants\nshowcasing strong engaged in Works\nprogress and clear Program initiatives.\nalignment toward our goals.\n$2.48 3\nmillion spent First Nations\nemployees\nwith 13 First Nations\nsuppliers.\ncontributing to 1.73% of\nthe total workforce.*\n20 Exchanging leaves as part of the Noarlunga\n*As at March 2024\nsmoking ceremony on Kaurna Country.\n Source: `strategies/100110-RAP-Innovate-2025-Brochure-web.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/100110-RAP-Innovate-2025-Brochure-web.pdf)`\n- In 2021-22 we:\n• provided 283 hours of WHS training to employees in\nWHS legislation awareness (99.2% of employees\ncompleted) and WHS risk management principles\n(96.9% of employees completed)\n• increased hazard awareness and hazard reporting by\n800% compared to the previous financial year\n• undertook continuous improvement activities to\nencourage and improve the WHS program and\nEmergency Preparedness program to identify\nemerging trends across Renewal SA\n• successfully implemented a new cross-government\ndigital platform (Gov SAfety) which now captures all\nsafety related incidents\n• consulted, communicated and cooperated with all\nworkers and stakeholders as a key feature of the WHS\nframework.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 7]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nFinancial performance 31\nFinancial performance at a glance 31\nConsultants disclosure 33\nRisk management 36\nRisk and audit at a glance 36\nStrategies implemented to control and prevent fraud 36\nFraud detected in the agency 37\nThere were zero instances of fraud detected in the agency in the reporting period.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Indicators Performance\nRenewal SA is a market • continued to track, analyse and update sales and\nleader in data analysis, conversion data weekly and adjusted forecasts and\nenabling the activities accordingly\norganisation to meet\n• achieved record sales at Bowden and Playford Alive\nand exceed sales and\nwhile sales performance across the industrial\nrevenue forecasts.\nportfolio including Tonsley was extremely strong\n• achieved total sales and settlements revenue of $149\nmillion* for the 2021-22 financial year, which\nrepresented a $79.9 million increase on the 2020-21\nfinancial year.\n* inclusive of AASB 15 upfront revenue recognition for development\nagreements at Oakden and Tonsley\nProjects demonstrate • earned the 2021 Innovation in Development Award in\nexcellence in delivery, partnership with Peet Limited for Tonsley Innovation\nmanagement and District (UDIA Awards for Excellence)\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 4]\nOFFICIAL\n2022-23 ANNUAL REPORT for Renewal SA\nFrom the Chief Executive\nI am pleased to present the 2022-23 Annual Report for Renewal SA highlighting our\nachievements and progress towards our strategic objectives and commitments to the\npeople of South Australia.\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- Renewal SA is known • Maintained strong relationships with relevant industry\nas a genuine associations and stakeholders across state and local\nrelationship builder that government, community housing sector and private\ncommunicates industry to promote our strategic and business goals\nopportunity, manages and opportunities to participate in our projects\nconflict and brings\n• Nine staff represented Renewal SA, communicating\ntogether partners to\nabout opportunities and issues, and contributing to\nachieve results.\nthe broader industry through positions on industry\ncommittees\n• Continued our corporate partnerships with the UDIA\nSA and PCA SA, and sponsored the Housing Industry\nAssociation’s Housing Awards\n• Sponsored the Planning Institute of Australia’s\nNational Congress in Adelaide in May 2023;\norganising and delivering site tours to four Renewal\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- Week, offering staff across the communications channels.\norganisation a variety of ways in • Increased direct sourcing • Published quarterly Innovate\nwhich to be involved. • Demonstrated culture through value from eligible First RAP eDM communicating\nthe inclusion of a Welcome to Nations business for progress and achievements.\n• Introduced Kaurna language and Country and smoking ceremony procurements valued up\nculture in project brands such as for the opening of our new to $550,000. • Introduced a First Nations\nTapangka on Franklin and Noarlunga office at 11 Waymouth Street, owned digital RAP actions and\nbrand development.\n Source: `strategies/100110-RAP-Innovate-2025-Brochure-web.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/100110-RAP-Innovate-2025-Brochure-web.pdf)`\n- Tim Tape, Renewal SA’s Development Director for Industrial and Defence, said the release of 202-204 Bellchambers Road marked another important opportunity for industry.\n“Of the significant capital expenditure delivered by Renewal SA last financial year, employment lands for industry and defence made up around half of that,” Tim said.\n“It was the first time we’d achieved that $100 million milestone in industrial development, and we have similar growth targets for this year.”\nRenewal SA Acting Chief Executive Shane Wingard said the release of these allotments reflected Renewal SA’s broader role in unlocking well-located industrial land that aligned with infrastructure investment, supply chain growth and workforce accessibility.\n Source: `pages/media-releases-index.html (https://renewalsa.sa.gov.au/news/bell-rings-on-major-northern-industrial-release)`\n- Works Program\n27 April 2026\n‘A foot in the door’ – the First Nations civil program building our workforce\nNews\n24 April 2026\nCommunity input sought on next chapter for Magill campus\nBowden\n20 April 2026\nTurning point for Bowden with six projects to finish this year\nEdinburgh Parks\n7 April 2026\nBell rings on major northern industrial release\nNews\n2 April 2026\nBirthday celebrations for regional homes bonanza\nNews\n17 March 2026\nDMMF delivered early and on budget\n12 March 2026\nSouthwark Grounds next chapter: West Village premium townhouses now on sale\nNews\n21 February 2026\nFull neighbourhood view revealed for Southwark Grounds\nNews\n20 February 2026\nNational broadcaster joins Tapangka journey\nNews\n14 February 2026\nBig plans to serve Adelaide’s new super uni\nSeaton\n9 February 2026\nSeaton development contributes to record state housing construction\nNews\n5 February 2026\n Source: `pages/news-latest.html (https://renewalsa.sa.gov.au/news)`\n- [pages 1,2]\n[Page 1]\nR E C O N C I L I AT I O N\nU P C O M I N G R A P D E L I V E R A B L E S AC T I O N P L A N\nN OV 2 0 2 2 - J U L 2 0 2 3 N OV 2 0 2 2 - M A R 2 0 2 3\nR E S P E C T R E L AT I O N S H I P S\n^ Develop, implement and ^ Implement strategies to engage\ncommunicate a formal our staff in reconciliation\norganisational cultural\nlearning strategy ^ Develop and implement an\nengagement plan to work with\n^ D\nco\ne\nm\nve\nm\nlo\nu\np\nn\n,\nic\nim\nat\np\ne\nl e\na\nm\nn\ne\na\nn\nn\nt\nt\na\ni-\nnd\nFirst Nations stakeholders O V\nATE RAP\n2 Y\nand organisations N E\ndiscrimination policy for N A\nour organisation\n^ Collaborate with RAP\nI\n3 4\nR\nJ\nSince our last Innovation snapshot\n^ Educate staff on the and other like-minded O report, we’ve completed an additional\neffects of racism organisations to develop ways 7 U sixteen deliverables, bringing the total\nR\n Source: `other-pdfs/RAP-Snapshot-Dec-22_Mar-23_v3.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/RAP-Snapshot-Dec-22_Mar-23_v3.pdf)`\n- Reconciliation Committee, HR Achieved\npipeline opportunities\nmanagers and other key leadership\nIn progress\nAs the one-year anniversary of the\n^ Build respect for First Nations staff to participate in formal and\nDelayed\ncultures and histories by structured cultural learning Innovate RAP approaches, we are on\nUpcoming\ncelebrating NAIDOC Week schedule to fulfill all of our objectives\n^ Build relationships through\noutlined in our Innovate RAP.\ncelebrating National\nReconciliation Week (NRW) 3 4\nO P P O R T U N I T I E S\n^ Develop and communicate\nopportunities for procurement\nof goods and services from First\nNations businesses to staff\nF U R T H E R I N F O R M AT I O N\nFor information on our RAP and journey of reconciliation contact:\nKyran Dixon, Manager, Reconciliation and Cultural Heritage\nT 0478 949 531 E kyran.dixon@sa.gov.au\nrenewalsa.sa.gov.au/reconciliation\nPublished March 2023\nwww.\n Source: `other-pdfs/RAP-Snapshot-Dec-22_Mar-23_v3.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/RAP-Snapshot-Dec-22_Mar-23_v3.pdf)`\n- [pages 16,17,18,19]\nd creates a and ensure that Renewal SA achieves key people,\npositive employee safety and culture deliverables and milestones\nexperience so our\n• awarded internal promotions (or internal role\npeople are proud to\ntransfers) to 29 staff, highlighting our focus on\nwork here and want to\ncreating career pathways and internal mobility\nstay.\n• developed and implemented flexible working\nguidelines and supported implementation with\ntraining for people managers.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 7]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nFinancial performance 31\nFinancial performance at a glance 31\nConsultants disclosure 33\nRisk management 36\nRisk and audit at a glance 36\nStrategies implemented to control and prevent fraud 36\nFraud detected in the agency 37\nThere were zero instances of fraud detected in the agency in the reporting period.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 53]\nFINANCIAL STATEMENTS\nNote 12 Board and Committee Members\nMembers during the year ended 30 June 2021 were:\nUrban Renewal Authority Board of Management\nC Tragakis, Presiding Member\nH M Fulcher\nA Skipper\nJ P Rundle\nK Willits\nD Hughes (appointed 17 Dec 2020)\nN Reade* (appointed 29 April 2021)\nJ W McDowell* (resigned 18 Nov 2020)\nUrban Renewal Authority Finance, Risk and Audit Committee\nH M Fulcher.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 49]\nOFFICIAL\nNote 12 Board and Committee Members\nMembers during the year ended 30 June 2022 were:\nUrban Renewal Authority Board of Management\nC Tragakis, Presiding Member\nH M Fulcher\nA Skipper\nJ P Rundle\nK Willits\nD Hughes\nN Reade* (resigned 1 April 2022)\nS Hains was appointed Presiding Member on 31 July 2022\nUrban Renewal Authority Finance, Risk and Audit Committee\nH M Fulcher, Chair (Chair to 22 September 2021, resigned 22 September 2021)\nC Tragakis\nD Hughes (member for the full year, appointed by the Board as Chair 22 September 2021)\nUrban Renewal Authority People and Culture Sub-Committee\nA Skipper\nK Willits\n*In accordance with the Premier and Cabinet Circular No.\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Note 12 Board and Committee Members\nMembers during the year ended 30 June 2023 were:\nUrban Renewal Authority Board of Management\nC Tragakis, Presiding Member (to 30 July 2022)\nA Skipper\nK Willits\nD Hughes (to 30 July 2022)\nH M Fulcher (to 30 July 2022)\nJ P Rundle (to 30 July 2022)\nS Hains, Presiding Member (from 31 July 2022)\nA Moroney (from 31 July 2022)\nA Taylor (from 31 July 2022)\nD O'Loughlin (from 31 July 2022)\nD Walker * (from 31 July 2022)\nUrban Renewal Authority Finance, Risk and Audit Committee\nD Hughes, Chair (to 30 July 2022)\nC Tragakis (to 30 July 2022)\nH M Fulcher (to 30 July 2022)\nA Taylor (appointed by the Board as Chair on 31 July 2022)\nA Skipper (from 31 July 2022)\nJ Miller (from 31 July 2022)\nT Pavic (from 31 July 2022)\n*In accordance with the Premier and Cabinet Circular No.\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- [pages 50,51,52]\nTragakis, Presiding Member (to 30 July 2022)\nA Skipper\nK Willits\nD Hughes (to 30 July 2022)\nH M Fulcher (to 30 July 2022)\nJ P Rundle (to 30 July 2022)\nS Hains, Presiding Member (from 31 July 2022)\nA Moroney (from 31 July 2022)\nA Taylor (from 31 July 2022)\nD O'Loughlin (from 31 July 2022)\nD Walker * (from 31 July 2022)\nUrban Renewal Authority Finance, Risk and Audit Committee\nD Hughes, Chair (to 30 July 2022)\nC Tragakis (to 30 July 2022)\nH M Fulcher (to 30 July 2022)\nA Taylor (appointed by the Board as Chair on 31 July 2022)\nA Skipper (from 31 July 2022)\nJ Miller (from 31 July 2022)\nT Pavic (from 31 July 2022)\n*In accordance with the Premier and Cabinet Circular No.\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- Urban Renewal Authority Finance, Risk and Audit Committee\nA Taylor (OAM), Chairperson\nB Gallacher\nJ Miller\nT Pavic\nBoard and Committee Remuneration\nThe number of members whose remuneration received or receivable falls within the following bands:\n2025 2024\nNo: No:\n$0 2 1\n$1 to $19 999 2 3\n$20 000 to $39 999 5 5\n$60 000 to $89 999 1 1\nTotal Number of Members 10 10\nTotal remuneration received and receivable by all members for the period they held office was $0.287\nmillion (2023-24: $0.286 million).\n Source: `annual-reports/2024-25.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf)`\n- Consultancies with a contract value below $10,000 each\nConsultancies Purpose $ Actual\npayment\n26 Consultants engaged Various 108,911\nConsultancies with a contract value above $10,000 each\nConsultancies Purpose $ Actual\npayment\nAgon Environmental Stockpile sampling 14,770\nBaukultur Riverbank Strategic Precinct Plan 107,240\nBluesphere Environmental Site investigations 66,171\nDoug and Wolf Lot Fourteen: Architecture 10,060\nVisualisation - Innovation Centre\nFyfe Pty Ltd Aldinga: Structure Plan & Development 19,700\nPlanning Application\nGTA Consultants Bowden: Car Parking Study 38,200\nHolmes Dyer New Castalloy: Code Amendment 21,100\nInvestigations\nIntegrated Heritage Oakden: Cultural Heritage Survey 15,674\nServices\nJohnsons MME Garden Island: Emissions Reduction 13,460\nFund Audit\n33IPage\nOFFICIAL\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 34]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nConsultancies Purpose $ Actual\npayment\nKPMG Leadership Workshop and Advisory 28,718\nKPMG Values and behaviours workshop 65,095\nKPMG Enterprise Risk Management Review 24,945\nKPMG Lot Fourteen: Due Diligence Services - 30,000\nInnovation Centre\nKPMG Governance Model Options study 40,999\nLand & Water Consulting Suitability of Use Assessment 17,583\nMark Neill Information Security Review & Updates 15,600\nObjective Corporation Objective Auto Discovery Solution 21,250\nLimited\nPrice Waterhouse Coopers Renewal SA Strategy Development 28,930\nPrice Waterhouse Coopers Accounting Advice: Long Term Leases 18,870\nPrice Waterhouse Coopers Business Continuity Plan 14,790\nRider Levett Bucknall SA Lot Fourteen: Cost Management - 66,550\nInnovation Hub\nRider Levett Bucknall SA Lot Fourteen: Cost Management - 25,000\nInternational Centre for Food,\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 36]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nRisk management\nRisk and audit at a glance\nRenewal SA has a robust risk management framework currently in place.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 37]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nRenewal SA has developed a fraud and corruption control strategy, which includes\noperational arrangements to improve awareness of obligations and to minimise the\nchance of fraud such as:\n• training for all staff in fraud and corruption control is conducted every three\nyears;\n• induction is provided to all new starters and includes information on fraud\nand corruption as well as obligations for employees;\n• all offers of gifts or benefits (whether or not accepted) are centrally\nrecorded and reported to the Executive and the Finance, Risk and Audit\nCommittee;\n• employees are required to conduct risk assessments, as appropriate, at an\nenterprise, program, project, operational and transactional level; and\n.\nan annual assurance program is undertaken, whereby all Directors and\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 45]\nFINANCIAL STATEMENTS\nNOTE INDEX\nNote 1 Objectives of the Urban Renewal Authority\nNote 2 Basis of Preparation\nNote 3 Significant Transactions with Government Related Entities\nNote 4 Revenue from Sales and Cost of Sales\nNote 5 Joint Ventures\nNote 6 Revenues from SA Government\nNote 7 Interest Revenues\nNote 8 Property Income\nNote 9 Other Revenues\nNote 10 Net Gain/(Loss)from Disposal of Assets\nNote 11 Key Management Personnel\nNote 12 Board and Committee Members\nNote 13 Employee Benefits Expenses\nNote 14 Employee Benefits Liabilities\nNote 15 Operating Expenditure\nNote 16 Borrowing Costs\nNote 17 Dividends Paid to SA Government\nNote 18 Cash and Cash Equivalents\nNote 19 Receivables\nNote 20 Inventories\nNote 21 Investment Properties\nNote 22 Property, Plant and Equipment\nNote 23 Net Gain/(Loss) from Changes in Value of Non-Current Assets\nNote 24 Fair Value Measurement\nNote 25 Payables\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [pages 45,46]\nBenefits Liabilities\nNote 15 Operating Expenditure\nNote 16 Borrowing Costs\nNote 17 Dividends Paid to SA Government\nNote 18 Cash and Cash Equivalents\nNote 19 Receivables\nNote 20 Inventories\nNote 21 Investment Properties\nNote 22 Property, Plant and Equipment\nNote 23 Net Gain/(Loss) from Changes in Value of Non-Current Assets\nNote 24 Fair Value Measurement\nNote 25 Payables\nNote 26 Financial Liabilities\nNote 27 Unearned Income\nNote 28 Provisions\nNote 29 Other Liabilities\nNote 30 Cash Flow Reconciliation\nNote 31 Unrecognised Contractual Commitments\nNote 32 Contingent Assets and Liabilities\nNote 33 Financial Instruments Disclosure and Financial Risk Management\nNote 34 Impact of Standards and Statements not yet Effective\nNote 35 COVID-19 Pandemic Outlook\nNote 36 Events after the Reporting Period\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Note 18 Cash and Cash E • uivalents\n2021 2020\n$'000 $'000\nDeposits with the Treasurer 9 372 8 216\nShort-term deposits with SAFA 203 203\nCash held for Lot Fourteen Car Park 746\nCash at bank and on hand 2 082 2 817\nTotal Cash and Cash Equivalents 12 403 11 236\nCash assets include short-term highly liquid investments with maturities of three months or less that are readily converted to cash\nand which are subject to insignificant risk of changes in value.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- 2021 2020\n$'000 $'000\nCarrying amount at the beginning of the period 5 699 4 388\nDebts no longer legally enforceable ( 46)\n(Decrease)/Increase in the allowance ( 137) 1 311\nCarrying Amount at the End of the Period 5 516 5 699\nBad debts written off:\nTrade debtors ( 46)\nProvision for doubtful debts 46\nTransfer (from)/to provision for doubtful debts:\nTrade debtors 22 298\nLease receivables ( 159) 1 013\nTotal Bad and Doubtful Debts Expense ( 137) 1 311\nInterest Rate and Credit Risk\nReceivables are raised for all goods and services provided for which payment has not been received.\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Complaint Sub-categories Example Number of\ncategories Complaints\n2022-23\nFailure to demonstrate\nProfessional Staff attitude 1\nvalues such as empathy,\nbehaviour\nrespect, fairness, courtesy,\nextra mile; cultural\ncompetency\nTotal 1\nThe total number of enquiries during 2022-23 was 347.\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- [Page 20]\n\nO U R VA LU E S\nRESPECT\nTRUST\nHONESTY\nAND INTEGRITY\nCOURAGE\nAND TENACITY\nCOLLABORATION\nAND ENGAGEMENT\nSERVICE\nPROFESSIONALISM\nSUSTAINABILITY\nFind out more\nrenewalsa.sa.gov.au\nrenewalsa.enquiries@sa.gov.au\n1800 993 439\nProudly sustainable: printed on carbon neutral stock.\n Source: `strategies/Renewal-SA-strategic-plan-web.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Renewal-SA-strategic-plan-web.pdf)`\n- [Page 34]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nConsultancies Purpose $ Actual\npayment\nKPMG Leadership Workshop and Advisory 28,718\nKPMG Values and behaviours workshop 65,095\nKPMG Enterprise Risk Management Review 24,945\nKPMG Lot Fourteen: Due Diligence Services - 30,000\nInnovation Centre\nKPMG Governance Model Options study 40,999\nLand & Water Consulting Suitability of Use Assessment 17,583\nMark Neill Information Security Review & Updates 15,600\nObjective Corporation Objective Auto Discovery Solution 21,250\nLimited\nPrice Waterhouse Coopers Renewal SA Strategy Development 28,930\nPrice Waterhouse Coopers Accounting Advice: Long Term Leases 18,870\nPrice Waterhouse Coopers Business Continuity Plan 14,790\nRider Levett Bucknall SA Lot Fourteen: Cost Management - 66,550\nInnovation Hub\nRider Levett Bucknall SA Lot Fourteen: Cost Management - 25,000\nInternational Centre for Food,\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- Consultancies with a contract value below $10,000 each\nConsultancies Purpose $ Actual Payment\nAll consultancies below Various 182,801\n$10,000 each - combined\nConsultancies with a contract value above $10,000 each\nConsultancies Purpose $ Actual Payment\nArborman Tree Solutions Arborist Report - 24,420\nPty Ltd Edinburgh Parks\nBentleys SA and NT Risk Management Review 16,324\nCAMMS Governance, Risk and 89,756\nCompliance System\nCapgemini Australia Pty ERP Service Design 199,890\nLtd Works\nCorporate Memory Business & Information 22,050\nClassification Services\nDaniels Consulting Pty Festival Plaza Committee 18,000\nLtd Governance\nD Squared Consulting Pty Renewal SA Carbon 12,000\nLtd Neutral Certification\nDuck Pond Solutions Strategic Advisory 30,865\nServices - People and\nCulture\nErnst & Young (EY) Development of a Sales 32,000\nBI Dashboard Reporting\n Source: `annual-reports/2024-25.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf)`\n- Renewal SA enables • Developed and launched an organisation-specific\nour people to reach their Capability Framework outlining the capabilities and\npotential and develops behaviours required to operate successfully in\nfuture capabilities for Renewal SA and create consistent performance\nthe business. expectations and practices throughout the workforce\n• Delivered a leadership development program for 11\nsenior staff; eight females and three males\n• Sponsored four women to participate in the Property\nCouncil of Australia’s 500 Women in Property\nProgram\n• 39 roles were newly created as a result of the\norganisation restructure and were advertised\ninternally in the first instance, with the expectation\nthat a significant proportion of these roles would be\nfilled by internal candidates\nRenewal SA recruits, • Attended the Adelaide Careers Expo with the\n Source: `annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)`\n- Renewal SA has great • formed the new People and Culture Sub-\npeople in the right Committee of the Board of Management;\npositions, at the right • refreshed our Values and Behaviours, and\ntime, and creates a ensured they link back to the over-arching public\npositive employee sector values;\nexperience so our • introduced flexible working arrangements\npeople are proud to following a Work from Home (non-COVID-19\nwork here and want to related) trial;\nstay.\n• supported the public sector I Work for SA Your\nVoice Survey with a strong participation rate of\n89%;\n• developed and implemented a Recognition of\nService program; and\n18 IPage\nOFFICIAL\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 29]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nWork health and safety regulations Current Past year °A Change\nyear\n2019-20 (+\n2020-21\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement, 0 0 0%\nimprovement and prohibition notices (Work\nHealth and Safety Act 2012 Sections 90, 191\nand 195)\nReturn to work costs** Current Past year % Change\nyear (+1-)\n2019-20\n2021-20\nTotal gross workers compensation $3,944 $841 +$369%\nexpenditure ($)\nIncome support payments — gross ($) 0 0 0%\n**before third-party recovery\nData for previous years is available at: https://data.sa.gov.au/data/dataset/renewal-\nsa-work-health-and-safetv-and-return-to-work-performance\nExecutive employment in the agency\nExecutive classification Number of executives\nChief Executive 1\nExecutives 21\n Source: `annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n- [Page 26]\nOFFICIAL\nFY2021-22 ANNUAL REPORT for Renewal SA\nWork health and safety regulations Current Past year % Change\nyear (+ / -)\n2020-21\n2021-22\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement, 0 0 0%\nimprovement and prohibition notices (Work\nHealth and Safety Act 2012 Sections 90, 191\nand 195)\nReturn to work costs** Current Past year % Change\nyear (+ / -)\n2020-21\n2021-22\nTotal gross workers compensation $0 $3,944 -100%\nexpenditure ($)\nIncome support payments – gross ($) $0 $0 0%\n**before third party recovery\nData for previous years is available at: https://data.sa.gov.au/data/dataset/renewal-\nsa-work-health-and-safety-and-return-to-work-performance\nExecutive employment in the agency\nExecutive classification Number of executives\nChief Executive 1\nExecutives 20 (excluding Chief\nExecutive)\n Source: `annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2020-21.pdf` - annual-reports - https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2023-2024-Annual-Report-Signed-by-Presiding-Member-and-CE-A2041887-1.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf\n- `strategies/Renewal-SA-strategic-plan-web.pdf` - strategies - https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Renewal-SA-strategic-plan-web.pdf\n- `strategies/100110-RAP-Innovate-2025-Brochure-web.pdf` - strategies - https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/100110-RAP-Innovate-2025-Brochure-web.pdf\n- `pages/about.html` - pages - https://renewalsa.sa.gov.au/about\n- `pages/contact.html` - pages - https://renewalsa.sa.gov.au/contact\n- `pages/homepage.html` - pages - https://renewalsa.sa.gov.au/\n- `pages/leadership.html` - pages - https://renewalsa.sa.gov.au/about/executive-team\n- `pages/media-releases-index.html` - pages - https://renewalsa.sa.gov.au/news/bell-rings-on-major-northern-industrial-release\n- `pages/media-releases-index__05.html` - pages - https://renewalsa.sa.gov.au/news/bell-rings-on-major-northern-industrial-release\n- `pages/news-latest.html` - pages - https://renewalsa.sa.gov.au/news\n- `pages/priorities-index.html` - pages - https://renewalsa.sa.gov.au/about/what-we-do\n- `pages/strategies-index.html` - pages - https://renewalsa.sa.gov.au/our-approach/reconciliation\n- `pages/strategies-index__00.html` - pages - https://renewalsa.sa.gov.au/our-approach/reconciliation\n- `pages/strategies-index__01.html` - pages - https://renewalsa.sa.gov.au/about/strategic-plan-annual-reports\n- `pages/strategies-index__02.html` - pages - https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/100110-RAP-Innovate-2025-Brochure-web.pdf\n- `pages/strategies-index__03.html` - pages - https://renewalsa.sa.gov.au/assets/volumes/downloads/Reconciliation/Reflect-RAP-infographic.pdf\n- `pages/strategies-index__04.html` - pages - https://renewalsa.sa.gov.au/news/aboriginal-culture-and-country-celebrated-during-industry-leading-yarning-series\n- `other-pdfs/RAP-Snapshot-Dec-22_Mar-23_v3.pdf` - other-pdfs - https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/RAP-Snapshot-Dec-22_Mar-23_v3.pdf\n- `other-pdfs/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf` - other-pdfs - https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Renewal SA - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:42:48.345208+00:00\n**Entity ID**: S-SA-038\n**Jurisdiction**: South Australia\n**Portfolio**: Housing\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 24\n- Unique legislation references found: 17\n\n| Type | Count |\n|---|---:|\n| Act | 15 |\n| Regulation | 2 |\n\n## Legislation References\n\n### Urban Renewal Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 33\n**Register search**: https://www.legislation.sa.gov.au/search?query=Urban+Renewal+Act+1995\n\n**Sources**:\n- `pages/about.html`\n- `pages/strategies-index__01.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- A, including setting the tone on culture and ethics; executive leadership and decision-making; and through the Chief Executive, reporting to the Board.\nGovernance\nThe Urban Renewal Authority (URA) trades as Renewal SA and operates under the legislation of the Urban Renewal Act 1995.\nVision and purpose\nRenewal SA is bold and future-orientated, collaborating with private and public sector partners as we deliver, support and enable property and projects.\nStrategic plan and annual reports\nOur strategic plan outlines our goals that will deli\n Source: `pages/about.html`\n- Authority (URA) annual reports are developed in accordance with the Department of Premier and Cabinet Circular:\nPC013 – Annual Reporting Requirements\n.\nEach annual report incorporates audited financial statements for the year ending 30 June as required by the\nUrban Renewal Act 1995\n.\nCommencing with the 2016–17 annual reporting cycle, non-statutory information previously presented in annual reports is now published on\nData.SA\n.\n2024\nAnnual Report 2024-25\n (17.0MB PDF)\n2023\nAnnual Report 2023-2024\n (592KB PDF)\nAnnual Report 2023-2024 HTM\n Source: `pages/strategies-index__01.html`\n- is represented through our people\nand projects.\n21 Page\nOFFICIAL\n\n[page 3]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nTo:\nHon Rob Lucas MLC\nTreasurer\nThis annual report will be presented to Parliament to meet the statutory reporting\nrequirements of the Urban Renewal Act 1995 and the requirements of Premier and\nCabinet Circular PC013 Annual Reporting.\nThis report is verified to be accurate for the purposes of annual reporting to the\nParliament of South Australia.\nSubmitted on behalf of the Urban Renewal Authority (trading as Renew\n Source: `annual-reports/2020-21.pages.jsonl`\n- Executive\nRenewal SA\n5 'Page\nOFFICIAL\n\n[page 6]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nContents\nOverview: about the agency 8\nOur strategic focus 8\nOur organisational structure 11\nChanges to the agency 12\nLegislation administered by the agency 12\n• Urban Renewal Act 1995 12\n• Urban Renewal Regulations 2014 12\nOur Minister 12\nOur Executive team 12\nThe agency's performance 13\nPerformance at a glance 13\nAgency response to COVID-19 14\nAgency contribution to whole of government objectives 15\nAgency specific objectives and performa\n Source: `annual-reports/2020-21.pages.jsonl`\n- h\nand attract additional investment for the State.\nProjects - Alongside our partners, Renewal SA leads the market\nto deliver economic, social and environmental benefits through\nexcellence in project delivery.\nThe key functions of Renewal SA as outlined in the Urban\nRenewal Act 1995 are to:\n• initiate, undertake, support and promote residential,\ncommercial and industrial development in the public\ninterest.\n• acquire, assemble and use land and other assets in\nstrategic locations for urban renewal.\n• promote community understanding of, and\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Public Finance and Audit Act 1987\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+Finance+and+Audit+Act+1987\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nities for industrial and commercial development\non designated lands to support social and economic growth and job creation.\nNote 2 Basis of Pre•aration\nStatement of Compliance\nThese financial statements have been prepared in compliance with section 23 of the Public Finance and Audit Act 1987, The\nfinancial statements are general purpose financial statements. The financial statements have been prepared in accordance with\nrelevant Australian Accounting Standards and comply with Treasurer's Instructions and Accounting Policy Statements issued by\nthe\n Source: `annual-reports/2020-21.pages.jsonl`\n- purpose financial statements. The financial statements have been prepared in accordance with\nrelevant Australian Accounting Standards and comply with Treasurer's Instructions and Accounting Policy Statements issued by\nthe Treasurer under the provisions of the Public Finance and Audit Act 1987.\nRenewal SA has applied Australian Accounting Standards that are applicable to for-profit entities, as Renewal SA is a for-profit\nentity.\nBasis of Preparation\nRenewal SA's Statement of Comprehensive Income, Statement of Financial Position and Statement of Cha\n Source: `annual-reports/2020-21.pages.jsonl`\n- ber $'000\nBelow $10 000 26 109 30 109\nAbove $10 000 29 1 202 22 1 310\nTotal Paid/Payable to the Consultants Engaged 55 1 311 52 1 419\nAuditor General Remuneration\nAudit fees paid/payable to the Auditor-General's Department relating to work performed under the Public Finance and Audit Act 1987\nincluded in administration and other expenditure total $0.199 million (2019-20 $0.217 million).\nNote 16 Borrowin • Costs\n2021 2020\n$'000 $'000\nBorrowing costs on Premises SA Scheme loans 88 83\nBorrowing costs on other loans 4 595 81 858\nBorrowing costs on ove\n Source: `annual-reports/2020-21.pages.jsonl`\n- ommunities while driving economic activity,\nattracting investment and enhancing the livability and land values in our state.\nNote 2 Basis of Preparation\nStatement of Compliance\nThese financial statements have been prepared in compliance with Section 23 of the Public Finance and Audit Act 1987. The\nfinancial statements are general purpose financial statements. The financial statements have been prepared in accordance with\nrelevant Australian Accounting Standards and comply with Treasurer's Instructions and Accounting Policy Statements issued by\nthe\n Source: `annual-reports/2021-22.pages.jsonl`\n- purpose financial statements. The financial statements have been prepared in accordance with\nrelevant Australian Accounting Standards and comply with Treasurer's Instructions and Accounting Policy Statements issued by\nthe Treasurer under the provisions of the Public Finance and Audit Act 1987.\nRenewal SA has applied Australian Accounting Standards that are applicable to for-profit entities, as Renewal SA is a for-profit\nentity.\nBasis of Preparation\nRenewal SA's Statement of Comprehensive Income, Statement of Financial Position and Statement of Cha\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Parliamentary Remuneration Act 1990\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.sa.gov.au/search?query=Parliamentary+Remuneration+Act+1990\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ent personnel for accrued leave entitlements where they were paid on departure from Renewal SA.\nThe compensation disclosed in this note excludes salaries and other benefits to the responsible Minister. The Minister's\nremuneration and allowances are set by the Parliamentary Remuneration Act 1990 and the Remuneration Tribunal of SA\nrespectively and are payable from the Consolidated Account (via the Department of Treasury and Finance) under section 6 of the\nParliamentary Remuneration Act 1990.\n2021 2020\n$'000 $'000\nSalaries and other short-term employe\n Source: `annual-reports/2020-21.pages.jsonl`\n- r. The Minister's\nremuneration and allowances are set by the Parliamentary Remuneration Act 1990 and the Remuneration Tribunal of SA\nrespectively and are payable from the Consolidated Account (via the Department of Treasury and Finance) under section 6 of the\nParliamentary Remuneration Act 1990.\n2021 2020\n$'000 $'000\nSalaries and other short-term employee benefits 1 578 1 694\nPost-ern ployrn ent benefits 306 136\nOther long-term employment benefits 83 275\nTermination benefits 555\nTotal Compensation 2 522 2 105\nOther long-term employment benefits incl\n Source: `annual-reports/2020-21.pages.jsonl`\n- ent personnel for accrued leave entitlements where they were paid on departure from Renewal SA.\nThe compensation disclosed in this note excludes salaries and other benefits to the responsible Minister. The Minister's\nremuneration and allowances are set by the Parliamentary Remuneration Act 1990 and the Remuneration Tribunal of SA\nrespectively and are payable from the Consolidated Account (via the Department of Treasury and Finance) under section 6 of the\nParliamentary Remuneration Act 1990.\n2022 2021\n$'000 $'000\nSalaries and other short-term employe\n Source: `annual-reports/2021-22.pages.jsonl`\n- r. The Minister's\nremuneration and allowances are set by the Parliamentary Remuneration Act 1990 and the Remuneration Tribunal of SA\nrespectively and are payable from the Consolidated Account (via the Department of Treasury and Finance) under section 6 of the\nParliamentary Remuneration Act 1990.\n2022 2021\n$'000 $'000\nSalaries and other short-term employee benefits 1 612 1 578\nPost-em ployrn ent benefits 444 306\nOther long-term employment benefits 83\nTermination benefits 555\nTotal Compensation 2 056 2 522\nOther long-term employment benefits include p\n Source: `annual-reports/2021-22.pages.jsonl`\n- ent personnel for accrued leave entitlements where they were paid on departure from Renewal SA.\nThe compensation disclosed in this note excludes salaries and other benefits to the responsible Minister. The Minister's\nremuneration and allowances are set by the Parliamentary Remuneration Act 1990 and the Remuneration Tribunal of SA\nrespectively and are payable from the Consolidated Account (via the Department of Treasury and Finance) under section 6 of the\nParliamentary Remuneration Act 1990.\n2023 2022\n$'000 $'000\nSalaries and other short-term employe\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Public Interest Disclosure Act 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+Interest+Disclosure+Act+2018\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- inancial year.\nData for previous years is available at: https://data.sa.gov.au/data/dataset/fraud-\ndetected\nPublic interest disclosure\nNumber of occasions on which public interest information has been disclosed to a\nresponsible officer of the agency under the Public Interest Disclosure Act 2018:\n0\nData for previous years is available at:\nhttps://data.sa.gov.au/data/dataset/whistleblowers-disclosure\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and repealed by the Public Interest\n Source: `annual-reports/2021-22.pages.jsonl`\n- closure Act 2018:\n0\nData for previous years is available at:\nhttps://data.sa.gov.au/data/dataset/whistleblowers-disclosure\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.\n33 | P a g e\n\n[page 34]\nOFFICIAL\nFY2021-22 ANNUAL REPORT for Renewal SA\nPublic complaints\nNumber of public complaints reported\nNo specific categories of complaints were received by, or made against, Renewal SA\nfor the 2021-22 financial year.\nThe\n Source: `annual-reports/2021-22.pages.jsonl`\n- dit\nCommittee.\nData for previous years is available at: https://data.sa.gov.au/data/dataset/fraud-\ndetected\nPublic interest disclosure\nNumber of occasions on which public interest information has been disclosed to a\nresponsible officer of the agency under the Public Interest Disclosure Act 2018:\n0\nData for previous years is available at:\nhttps://data.sa.gov.au/data/dataset/whistleblowers-disclosure\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and replaced by the Public Interest\n Source: `annual-reports/2022-23.pages.jsonl`\n- closure Act 2018:\n0\nData for previous years is available at:\nhttps://data.sa.gov.au/data/dataset/whistleblowers-disclosure\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and replaced by the Public Interest Disclosure Act 2018 on 1/7/2019.\nReporting required under any other act or regulation\nAct or Regulation Requirement\nNil Nil\n35 | P a g e\nOFFICIAL\n\n[page 36]\nOFFICIAL\n2022-23 ANNUAL REPORT for Renewal SA\nPublic complaints\nNumber of public complaints reported\nOne complaint was rec\n Source: `annual-reports/2022-23.pages.jsonl`\n- isk and Audit\nCommittee.\nData for previous years is available at: Fraud Detected - Dataset - data.sa.gov.au\nPublic interest disclosure\nNumber of occasions on which public interest information has been disclosed to a\nresponsible officer of the agency under the Public Interest Disclosure Act 2018:\n0.\nData for previous years is available at: Whistleblowers' Disclosure - Dataset -\ndata.sa.gov.au\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and repealed by the Public Interest Disclos\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Work Health and Safety Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.sa.gov.au/search?query=Work+Health+and+Safety+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- he Renewal SA\nWork health and safety regulations Current Past year °A Change\nyear\n2019-20 (+\n2020-21\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement, 0 0 0%\nimprovement and prohibition notices (Work\nHealth and Safety Act 2012 Sections 90, 191\nand 195)\nReturn to work costs** Current Past year % Change\nyear (+1-)\n2019-20\n2021-20\nTotal gross workers compensation $3,944 $841 +$369%\nexpenditure ($)\nIncome support payments — gross ($) 0 0 0%\n**before third-party recovery\nData for previo\n Source: `annual-reports/2020-21.pages.jsonl`\n- Development Conversations\nframework. The formal\nperformance conversation\nprocess is biannual.\nWork health, safety and return to work programs\nProgram name Performance\nWork Health and Our Work Health and Safety (WHS) framework is based on\nSafety framework the Work, Health and Safety Act 2012 (SA) and the\ninternational standard for Safety Management systems\nISO45001:2018.\nIn 2021-22 we:\n• provided 283 hours of WHS training to employees in\nWHS legislation awareness (99.2% of employees\ncompleted) and WHS risk management principles\n(96.9% of employee\n Source: `annual-reports/2021-22.pages.jsonl`\n- enewal SA\nWork health and safety regulations Current Past year % Change\nyear (+ / -)\n2020-21\n2021-22\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement, 0 0 0%\nimprovement and prohibition notices (Work\nHealth and Safety Act 2012 Sections 90, 191\nand 195)\nReturn to work costs** Current Past year % Change\nyear (+ / -)\n2020-21\n2021-22\nTotal gross workers compensation $0 $3,944 -100%\nexpenditure ($)\nIncome support payments – gross ($) $0 $0 0%\n**before third party recovery\nData for previ\n Source: `annual-reports/2021-22.pages.jsonl`\n- ter six months.\n26 | P a g e\nOFFICIAL\n\n[page 27]\nOFFICIAL\n2022-23 ANNUAL REPORT for Renewal SA\nWork health, safety and return to work programs\nProgram name Performance\nWork Health and Our Work Health and Safety (WHS) framework is based on\nSafety framework the Work, Health and Safety Act 2012 (SA) and the\ninternational standard for Safety Management systems\nISO45001:2018.\nWe continued to build on this framework in 2022-23 by:\n• establishing second line assurance activities via the\nestablishment of a regular review cycle of WHS\noperational risks by\n Source: `annual-reports/2022-23.pages.jsonl`\n- vision 5)\nWork health and safety regulations Current Past year % Change\nyear (+ / -)\n2021-22\n2022-23\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement, 0 0 0%\nimprovement and prohibition notices (Work\nHealth and Safety Act 2012 Sections 90, 191\nand 195)\n28 | P a g e\nOFFICIAL\n\n[page 29]\nOFFICIAL\n2022-23 ANNUAL REPORT for Renewal SA\nReturn to work costs** Current Past year % Change\nyear (+ / -)\n2021-22\n2022-23\nTotal gross workers compensation $0 $0 0%\nexpenditure ($)\nIncome support pa\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Urban Renewal Regulations 2014\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.sa.gov.au/search?query=Urban+Renewal+Regulations+2014\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- e\nOFFICIAL\n\n[page 6]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nContents\nOverview: about the agency 8\nOur strategic focus 8\nOur organisational structure 11\nChanges to the agency 12\nLegislation administered by the agency 12\n• Urban Renewal Act 1995 12\n• Urban Renewal Regulations 2014 12\nOur Minister 12\nOur Executive team 12\nThe agency's performance 13\nPerformance at a glance 13\nAgency response to COVID-19 14\nAgency contribution to whole of government objectives 15\nAgency specific objectives and performance 17\nPeople 18\nPartnerships 19\nPip\n Source: `annual-reports/2020-21.pages.jsonl`\n- d and some structural changes were made to\nreinforce a focus on developing a pipeline of projects and ensuring there were\nadequate resources available to support delivery on key priority areas.\nLegislation administered by the agency\n• Urban Renewal Act 1995\n• Urban Renewal Regulations 2014\nOur Minister\nDuring the 2020-21 financial year the Urban Renewal Authority, trading as\nRenewal SA, was within the portfolio responsibilities of the Minister for Transport,\nInfrastructure and Local Government, Hon Stephan Knoll MP until 28 July 2020, and\nthen\n Source: `annual-reports/2020-21.pages.jsonl`\n- General Manager, Business and Systems Transformation\n• Vy Collins, Senior Director, People and Culture\nBraden Naylor, was Acting General Manager, Commercial and Corporate, until\nFebruary 2022.\nLegislation administered by the agency\n• Urban Renewal Act 1995\n• Urban Renewal Regulations 2014\n• Riverbank Act 1997\n• ASER (Restructure) Regulations 2013\nKey legislation and governance requirements\nPursuant to section 9 of the Urban Renewal Act 1995, the following Ministerial\nDirections were implemented:\n• Aldinga Rail Corridor – Land Preservation\n• Lo\n Source: `annual-reports/2021-22.pages.jsonl`\n- Wingard, Executive Director, Residential Project Delivery and Assets\n• Christine Steele, Executive Director, People and Transformation\n• Skye Bayne, Executive Director, Sales and Corporate Affairs\nLegislation administered by the agency\nUrban Renewal Act 1995\nUrban Renewal Regulations 2014\nRiverbank Act 1997\nASER (Restructure) Regulations 2013\n12 | P a g e\nOFFICIAL\n\n[page 13]\nOFFICIAL\n2022-23 ANNUAL REPORT for Renewal SA\nOther related agencies (within the Minister’s area/s of responsibility)\n• Department for Trade and Investment\n• Planning and\n Source: `annual-reports/2022-23.pages.jsonl`\n- ele, Executive Director, People and Transformation\n• Skye Bayne, Executive Director, Sales and Corporate Affairs\n• Todd Perry was Executive Director, Property and Major Projects up to 13\nJune 2024.\nLegislation administered by the agency\nUrban Renewal Act 1995\nUrban Renewal Regulations 2014\nRiverbank Act 1997\nASER (Restructure) Regulations 2013\nAUKUS (Land Acquisition) Act 2024\nOther related agencies (within the Minister’s area/s of responsibility)\n• Department for Housing and Urban Development which includes Planning\nand Land Use Services and t\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Return to Work Act 2014\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.sa.gov.au/search?query=Return+to+Work+Act+2014\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- usly injured workers* 0 0 0 %\nSignificant injuries (where lost time exceeds a 0 0 0%\nworking week, expressed as frequency rate\nper 1000 FTE)\n\"number of claimants assessed during the reporting period as having a whole person impairment of 30% or more\nunder the Return to Work Act 2014 (Part 2 Division 5)\n28IPage\nOFFICIAL\n\n[page 29]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nWork health and safety regulations Current Past year °A Change\nyear\n2019-20 (+\n2020-21\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Pa\n Source: `annual-reports/2020-21.pages.jsonl`\n- sly injured workers* 0 0 0 %\nSignificant injuries (where lost time exceeds a 0 0 0%\nworking week, expressed as frequency rate\nper 1,000 FTE)\n*number of claimants assessed during the reporting period as having a whole person\nimpairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)\n25 | P a g e\n\n[page 26]\nOFFICIAL\nFY2021-22 ANNUAL REPORT for Renewal SA\nWork health and safety regulations Current Past year % Change\nyear (+ / -)\n2020-21\n2021-22\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part\n Source: `annual-reports/2021-22.pages.jsonl`\n- ously injured workers* 0 0 0%\nSignificant injuries (where lost time exceeds a 0 0 0%\nworking week, expressed as frequency rate\nper 1000 FTE)\n*number of claimants assessed during the reporting period as having a whole person impairment of 30% or more\nunder the Return to Work Act 2014 (Part 2 Division 5)\nWork health and safety regulations Current Past year % Change\nyear (+ / -)\n2021-22\n2022-23\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement, 0 0 0%\nimprovement and prohibitio\n Source: `annual-reports/2022-23.pages.jsonl`\n- FTE)\n21 | P a g e\nOFFICIAL\n\n[page 22]\nOFFICIAL\n2023-24 ANNUAL REPORT for the Urban Renewal Authority (trading as Renewal SA)\n*number of claimants assessed during the reporting period as having a whole person impairment meeting the relevant\nthreshold under the Return to Work Act 2014 (Part 2 Division 5)\nWork health and safety regulations Current Past year % Change\nYear (+ / -)\n2022-\n2023-\n2023\n2024\nNumber of notifiable incidents (Work Health 0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement, 0 0 0%\nimprovement and proh\n Source: `annual-reports/2023-24.pages.jsonl`\n- * 0 0 0%\nSignificant injuries (where lost time exceeds a\nworking week, expressed as frequency rate 0 0.18 -18%\nper 1000 FTE)\n*number of claimants assessed during the reporting period as having a whole person impairment meeting the relevant\nthreshold under the Return to Work Act 2014 (Part 2 Division 5)\nWork health and safety regulations Current Past year % Change\nYear (+ / -)\n2023-24\n2024-25\nNumber of notifiable incidents (Work Health\n0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement,\nimprovement and prohibition notic\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Sector Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+Sector+Act+2009\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- wal SA\nTo:\nHon Nick Champion MP\nMinister for Trade and Investment, Minister for Housing and Urban Development,\nMinister for Planning\nThis annual report will be presented to Parliament to meet the statutory reporting\nrequirements of the Urban Renewal Act 1995, Public Sector Act 2009 and the\nrequirements of Premier and Cabinet Circular 013 – Annual Reporting\nRequirements.\nThis report is verified to be accurate for the purposes of annual reporting to the\nParliament of South Australia.\nSubmitted on behalf of the Urban Renewal Authority (tra\n Source: `annual-reports/2021-22.pages.jsonl`\n- To:\nMinister Nick Champion MP\nMinister for Trade and Investment, Minister for Housing and Urban Development,\nMinister for Planning.\nThis annual report will be presented to Parliament to meet the statutory reporting\nrequirements of the Urban Renewal Act 1995, Public Sector Act 2009 and the\nrequirements of Premier and Cabinet Circular 013— Annual Reporting\nRequirements.\nThis report is verified to be accurate for the purposes of annual reporting to the\nParliament of South Australia.\nSubmitted on behalf of the Urban Renewal Authority (trad\n Source: `annual-reports/2022-23.pages.jsonl`\n- o:\nMinister Nick Champion MP\nMinister for Housing and Urban Development, Minister for Housing Infrastructure,\nMinister for Planning.\nThis annual report will be presented to Parliament to meet the statutory reporting\nrequirements of the Urban Renewal Act 1995, Public Sector Act 2009 and the\nrequirements of Premier and Cabinet Circular PC013 Annual Reporting.\nThis report is verified to be accurate for the purposes of annual reporting to the\nParliament of South Australia.\nSubmitted on behalf of the Urban Renewal Authority (trading as Renew\n Source: `annual-reports/2023-24.pages.jsonl`\n- o:\nMinister Nick Champion MP\nMinister for Housing and Urban Development, Minister for Housing Infrastructure,\nMinister for Planning.\nThis annual report will be presented to Parliament to meet the statutory reporting\nrequirements of the Urban Renewal Act 1995, Public Sector Act 2009 and the\nrequirements of Premier and Cabinet Circular PC013 Annual Reporting.\nThis report is verified to be accurate for the purposes of annual reporting to the\nParliament of South Australia.\nSubmitted on behalf of the Urban Renewal Authority (trading as Renew\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public and Finance Audit Act 1987\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.sa.gov.au/search?query=Public+and+Finance+Audit+Act+1987\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- CIAL STATEMENTS\nCERTIFICATION OF THE FINANCIAL STATEMENTS\nWe certify that the attached general purpose financial statements for the Urban Renewal Authority (trading as Renewal SA):\no comply with relevant Treasurer's Instructions issued under Section 41 of the Public and Finance Audit Act 1987,\nand relevant Australian Accounting Standards;\no are in accordance with the accounts and records of the Urban Renewal Authority; and\no present a true and fair view of the financial position of the Urban Renewal Authority as at 30 June 2021 and the\nresults of\n Source: `annual-reports/2020-21.pages.jsonl`\n- ge 71]\nOFFICIAL\nCERTIFICATION OF THE FINANCIAL STATEMENTS\nWe certify that the attached general purpose financial statements for the Urban Renewal Authority (trading as Renewal SA):\no comply with relevant Treasurer's Instructions issued under Section 41 of the Public and Finance Audit Act 1987,\nand relevant Australian Accounting Standards;\no are in accordance with the accounts and records of the Urban Renewal Authority; and\no present a true and fair view of the financial position of the Urban Renewal Authority as at 30 June 2022 and the\nresults of\n Source: `annual-reports/2021-22.pages.jsonl`\n- CIAL STATEMENTS\nCERTIFICATION OF THE FINANCIAL STATEMENTS\nWe certify that the attached general purpose financial statements for the Urban Renewal Authority (trading as Renewal SA):\no comply with relevant Treasurer's Instructions issued under Section 41 of the Public and Finance Audit Act 1987,\nand relevant Australian Accounting Standards;\no are in accordance with the accounts and records of the Urban Renewal Authority; and\no present a true and fair view of the financial position of the Urban Renewal Authority as at 30 June 2023 and the\nresults of\n Source: `annual-reports/2022-23.pages.jsonl`\n- Financial Statements\nCERTIFICATION OF THE FINANCIAL STATEMENTS\nWe certify that the:\n• general purpose financial statements for the Urban Renewal Authority (trading as Renewal SA):\no comply with relevant Treasurer's Instructions issued under Section 41 of the Public and\nFinance Audit Act 1987, and relevant Australian Accounting Standards;\no are in accordance with the accounts and records of the Urban Renewal Authority; and\no present a true and fair view of the financial position of the Urban Renewal Authority as at\n30 June 2025 and the results of\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Pursuant to the Urban Renewal Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.sa.gov.au/search?query=Pursuant+to+the+Urban+Renewal+Act+1995\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- n asset that takes a substantial period of time to be ready for its intended use or sale.\n\n[page 57]\nFINANCIAL STATEMENTS\nNote 17 Dividends Paid to SA Government\n2021 2020\n$'000 V000\nDividends paid 1 193 1 749\nTotal Dividends Paid to SA Government 1 193 1 749\nPursuant to the Urban Renewal Act 1995, Renewal SA must make a recommendation to the Minister before the end of each year\nregarding the payment of a dividend for that financial year.\nDue to the operating loss for the year ended 30 June 2021, Renewal SA did not pay a dividend for its overall activi\n Source: `annual-reports/2020-21.pages.jsonl`\n- curred.\nA qualifying asset is an asset that takes a substantial period of time to be ready for its intended use or sale.\nNote 17 Dividends Paid to SA Government\n2022 2021\n$'000 $'000\nDividends paid 4 054 1 193\nTotal Dividends Paid to SA Government 4 054 1 193\nPursuant to the Urban Renewal Act 1995, Renewal SA must make a recommendation to the Minister before the end of each year\nregarding the payment of a dividend for that financial year. The Minister may, in consultation with the Treasurer, approve the\nrecommendation or determine that a specified divi\n Source: `annual-reports/2021-22.pages.jsonl`\n- antial period of time to be ready for its intended use or sale.\nPage 16 of 36\n\n[page 54]\nOFFICIAL\nFINANCIAL STATEMENTS\nNote 17 Dividends Paid to SA Government\n2023 2022\n$'000 $'000\nDividends paid 34 792 4 054\nTotal Dividends Paid to SA Government 34 792 4 054\nPursuant to the Urban Renewal Act 1995, Renewal SA must make a recommendation to the Minister before the end of each year\nregarding the payment of a dividend for that financial year. The Minister may, in consultation with the Treasurer, approve the\nrecommendation or determine that a specified divi\n Source: `annual-reports/2022-23.pages.jsonl`\n- rred.\nA qualifying asset is an asset that takes a substantial period of time to be ready for its intended use or\nsale.\nNote 17 Dividends Paid to SA Government\n2025 2024\n$'000 $'000\nDividends paid 5 630 85 402\nTotal Dividends Paid to SA Government 5 630 85 402\nPursuant to the Urban Renewal Act 1995, Renewal SA must make a recommendation to the Minister before\nthe end of each year regarding the payment of a dividend for that financial year. The Minister may, in\nconsultation with the Treasurer, approve the recommendation or determine that a specified divi\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Whistleblowers Protection Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.sa.gov.au/search?query=Whistleblowers+Protection+Act+1993\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ble officer of the agency under the Public Interest Disclosure Act 2018:\n0\nData for previous years is available at:\nhttps://data.sa.gov.au/data/dataset/whistleblowers-disclosure\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.\n33 | P a g e\n\n[page 34]\nOFFICIAL\nFY2021-22 ANNUAL REPORT for Renewal SA\nPublic complaints\nNumber of public complaints reported\nNo specific categories of complaints were received by, or made\n Source: `annual-reports/2021-22.pages.jsonl`\n- ble officer of the agency under the Public Interest Disclosure Act 2018:\n0\nData for previous years is available at:\nhttps://data.sa.gov.au/data/dataset/whistleblowers-disclosure\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and replaced by the Public Interest Disclosure Act 2018 on 1/7/2019.\nReporting required under any other act or regulation\nAct or Regulation Requirement\nNil Nil\n35 | P a g e\nOFFICIAL\n\n[page 36]\nOFFICIAL\n2022-23 ANNUAL REPORT for Renewal SA\nPublic complaints\nNu\n Source: `annual-reports/2022-23.pages.jsonl`\n- esponsible officer of the agency under the Public Interest Disclosure Act 2018:\n0.\nData for previous years is available at: Whistleblowers' Disclosure - Dataset -\ndata.sa.gov.au\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.\n30 | P a g e\nOFFICIAL\n\n[page 31]\nOFFICIAL\n2023-24 ANNUAL REPORT for the Urban Renewal Authority (trading as Renewal SA)\nPublic complaints\nNumber of public complaints reported\nNo complaints w\n Source: `annual-reports/2023-24.pages.jsonl`\n- le officer of the agency under the Public Interest Disclosure Act 2018:\n0.\nData for previous years is available at:\nhttps://data.sa.gov.au/data/dataset/whistleblowers-disclosure\nNote: Disclosure of public interest information was previously reported under the Whistleblowers\nProtection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.\n32 | P a g e\n\n[page 33]\n2024-25 ANNUAL REPORT for the Urban Renewal Authority (trading as Renewal SA)\nPublic complaints\nNumber of public complaints reported\nOne complaint was received by Ren\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### ASER (Restructure) Regulations 2013\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.sa.gov.au/search?query=ASER+%28Restructure%29+Regulations+2013\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ollins, Senior Director, People and Culture\nBraden Naylor, was Acting General Manager, Commercial and Corporate, until\nFebruary 2022.\nLegislation administered by the agency\n• Urban Renewal Act 1995\n• Urban Renewal Regulations 2014\n• Riverbank Act 1997\n• ASER (Restructure) Regulations 2013\nKey legislation and governance requirements\nPursuant to section 9 of the Urban Renewal Act 1995, the following Ministerial\nDirections were implemented:\n• Aldinga Rail Corridor – Land Preservation\n• Lot Fourteen - Project management of the refurbishment of the\n Source: `annual-reports/2021-22.pages.jsonl`\n- ry and Assets\n• Christine Steele, Executive Director, People and Transformation\n• Skye Bayne, Executive Director, Sales and Corporate Affairs\nLegislation administered by the agency\nUrban Renewal Act 1995\nUrban Renewal Regulations 2014\nRiverbank Act 1997\nASER (Restructure) Regulations 2013\n12 | P a g e\nOFFICIAL\n\n[page 13]\nOFFICIAL\n2022-23 ANNUAL REPORT for Renewal SA\nOther related agencies (within the Minister’s area/s of responsibility)\n• Department for Trade and Investment\n• Planning and Land Use Services\n• Adelaide Cemeteries Authority\n• Wes\n Source: `annual-reports/2022-23.pages.jsonl`\n- e Bayne, Executive Director, Sales and Corporate Affairs\n• Todd Perry was Executive Director, Property and Major Projects up to 13\nJune 2024.\nLegislation administered by the agency\nUrban Renewal Act 1995\nUrban Renewal Regulations 2014\nRiverbank Act 1997\nASER (Restructure) Regulations 2013\nAUKUS (Land Acquisition) Act 2024\nOther related agencies (within the Minister’s area/s of responsibility)\n• Department for Housing and Urban Development which includes Planning\nand Land Use Services and the Housing Infrastructure Planning and\nDevelopment Unit\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### AUKUS (Land Acquisition) Act 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.sa.gov.au/search?query=AUKUS+%28Land+Acquisition%29+Act+2024\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- d Corporate Affairs\n• Todd Perry was Executive Director, Property and Major Projects up to 13\nJune 2024.\nLegislation administered by the agency\nUrban Renewal Act 1995\nUrban Renewal Regulations 2014\nRiverbank Act 1997\nASER (Restructure) Regulations 2013\nAUKUS (Land Acquisition) Act 2024\nOther related agencies (within the Minister’s area/s of responsibility)\n• Department for Housing and Urban Development which includes Planning\nand Land Use Services and the Housing Infrastructure Planning and\nDevelopment Unit (Gazetted 30 May 2024 for operati\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Covid-19 Emergency Response Act 2020\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.sa.gov.au/search?query=Covid-19+Emergency+Response+Act+2020\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- he pandemic during the financial year. Renewal SA received funding from the State Government through the Business and Jobs\nSupport Fund to compensate for rent relief provided, resulting in no net impact on Renewal SA's operating result.\nIn accordance with the Covid-19 Emergency Response Act 2020, Renewal SA was not able to recover land tax from eligible tenants\nthat were severely impacted by the pandemic. No tenants were eligible for land tax relief during the 2020-21 financial year.\nNote 3 Si • nificant Transactions with Government Related Entities\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Health and Safety Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.sa.gov.au/search?query=Health+and+Safety+Act+2012\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- n 5)\nWork health and safety regulations Current Past year % Change\nYear (+ / -)\n2023-24\n2024-25\nNumber of notifiable incidents (Work Health\n0 0 0%\nand Safety Act 2012, Part 3)\nNumber of provisional improvement,\nimprovement and prohibition notices (Work\n0 0 0%\nHealth and Safety Act 2012 Sections 90, 191\nand 195)\nReturn to work costs** Current Past year % Change\nYear (+ / -)\n2023-24\n2024-25\nTotal gross workers compensation $106,874 $995.20 +10640%\nexpenditure ($)\nIncome support payments – gross ($) $25,566 $28,500 -10.3%\n**before third party\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Regulations AUKUS (Land Acquisition) Act 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.sa.gov.au/search?query=Regulations+AUKUS+%28Land+Acquisition%29+Act+2024\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- , Executive Director, People and Transformation\n• Skye Bayne, Executive Director, Sales and Corporate Affairs\nLegislation administered by the agency\nUrban Renewal Act 1995\nUrban Renewal Regulations 2014\nRiverbank Act 1997\nASER (Restructure) Regulations\nAUKUS (Land Acquisition) Act 2024\nDirections under the Urban Renewal Act 1995\nPursuant to section 9 of the Urban Renewal Act 1995, the following Ministerial\nDirections were implemented:\n12 | P a g e\n\n[page 13]\n2024-25 ANNUAL REPORT for the Urban Renewal Authority (trading as Renewal SA)\n• Acq\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Safety Program Work, Health and Safety Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.sa.gov.au/search?query=Safety+Program+Work%2C+Health+and+Safety+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- nd plan created in the same period.\n26IPage\nOFFICIAL\n\n[page 27]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nWork health, safety and return to work programs\nProgram Name Performance\nWork Health and Our Work Health and Safety (WHS) program is based on the\nSafety Program\nWork, Health and Safety Act 2012 (SA) and Regulations. In\n2020-21 we:\n• undertook continuous improvement activities to\nencourage and improve the WHS program and to\nidentify emerging trends;\n• successfully implemented a new cross-government\ndigital platform (MySAFETY) which captures all safet\n Source: `annual-reports/2020-21.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/media-releases-index__05.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `annual-reports/2020-21.pages.jsonl` (pdf_pages)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `other-pdfs/RAP-Snapshot-Dec-22_Mar-23_v3.pages.jsonl` (pdf_pages)\n- `other-pdfs/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pages.jsonl` (pdf_pages)\n- `strategies/100110-RAP-Innovate-2025-Brochure-web.pages.jsonl` (pdf_pages)\n- `strategies/Reflect-RAP-infographic.pages.jsonl` (pdf_pages)\n- `strategies/Renewal-SA-strategic-plan-web.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "null", "vision_source_page": null, "purposes": "Renewal SA’s purpose is to deliver economic and community outcomes for South Australia through residential, commercial, and mission industrial and urban renewal projects. [AR p.9]", "purposes_source_page": 9, "how_we_deliver": "Renewal SA’s mission is to be bold and future-orientated, collaborating with private and public sector partners as we deliver, support and enable property and projects. [AR p.9]", "how_we_deliver_source_page": 9, "government_priorities": [ { "text": "Affordable housing", "source_page": 10 }, { "text": "Creating communities", "source_page": 10 }, { "text": "Regional development", "source_page": 10 }, { "text": "Industry and precincts", "source_page": 10 }, { "text": "Sustainable future", "source_page": 10 } ], "outcomes": [ { "name": "Affordable housing", "description": "Improve housing outcomes by increasing supply, availability and diversity of affordable housing to address the need and demand for housing in South Australia, and support growth.", "key_activities": [ "Initiate, undertake, support and promote residential, commercial and industrial development in the public interest.", "Acquire, assemble and use land and other assets in strategic locations for urban renewal." ], "source_page": 10 }, { "name": "Creating communities", "description": "Deliver high-quality urban infill and growth area projects to create thriving, connected, well-serviced and sustainable mixed-use communities.", "key_activities": [ "Promote community understanding of, and support for, urban renewal by working with government agencies, local government, community groups and organisations involved in development.", "Undertake preliminary works (including the remediation of land) to prepare land for development and other functions such as planning and coordination." ], "source_page": 10 }, { "name": "Regional development", "description": "Increase the supply of quality affordable homes to support population growth and economic activity in the regions.", "key_activities": [ "Encourage, facilitate and support public and private sector investment and participation in the development of the state.", "Acquire, hold, manage, lease and dispose of land, improvements in property." ], "source_page": 10 }, { "name": "Industry and precincts", "description": "Support employment growth and economic activity through the facilitation of industrial and commercial developments, supply of land in strategic locations and development of precincts that support key industries, including innovation and defence.", "key_activities": [ "Acquire, hold, manage, lease and dispose of land, improvements in property." ], "source_page": 10 }, { "name": "Sustainable future", "description": "Contribute to a sustainable future and quality of life for South Australians by working towards the elimination of carbon emissions by 2050.", "key_activities": [ "Promote community understanding of, and support for, urban renewal by working with government agencies, local government, community groups and organisations involved in development." ], "source_page": 10 } ], "values": [ "Respect", "Trust", "Honesty and integrity", "Courage and tenacity", "Collaboration and engagement", "Service", "Professionalism", "Sustainability" ], "values_framework_name": "South Australian public sector values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Cumulative carbon emissions reduction", "target": "Net carbon zero by 2050", "source_page": 19 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Cumulative carbon emissions reduction", "result": "Carbon neutral operations (2023-24)", "status": "Achieved", "source_page": 19 } ], "_source_urls": { "annual_report_url": "https://renewalsa.sa.gov.au/assets/volumes/downloads/Strategic-plan/Urban-Renewal-Authority-Annual-Report-2024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Indicators Performance\nRenewal SA is a market • improved data analysis and forecasts, through an\nleader in data analysis always up-to-date system with sales and\nenabling the conversion data to identify trends, drive\norganisation to meet performance and adjust activities accordingly;\nand exceed sales and • significantly exceeded our budgeted outcomes\nrevenue forecasts. with total settlements of $69.1 million (inclusive of\nJV arrangements) against a budget of\n$61.3 million; and\n• achieved record sales volumes at Bowden,\nPlayford and Woodville, resulting in the early\ncompletion and exit from this project.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Indicators Performance\nRenewal SA is a market • improved data analysis and forecasts, through an\nleader in data analysis always up-to-date system with sales and\nenabling the conversion data to identify trends, drive\norganisation to meet performance and adjust activities accordingly;\nand exceed sales and • significantly exceeded our budgeted outcomes\nrevenue forecasts. with total settlements of $69.1 million (inclusive of\nJV arrangements) against a budget of\n$61.3 million; and\n• achieved record sales volumes at Bowden,\nPlayford and Woodville, resulting in the early\ncompletion and exit from this project.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "The Our Future Housing • secured the following outcomes as a result of the\nStrategy 2020-30 Affordable Housing Expression of Interest that was\nobjectives and activities released in partnership with the SA Housing Authority\nfor Renewal SA are in 2020:\nincorporated within the\nnegotiated a development agreement for the\nrelevant projects and o\ndelivery of 172 dwellings (minimum 45%\ndevelopments.\naffordable housing) on 3.7 hectares in St Clair\nfacilitated the delivery of 300+ affordable homes\no\nthrough key projects including Playford Alive,\nDock One by Kite (Port Adelaide), Bowden and\nTonsley\ngenerated a further 820+ affordable homes over\no\nthe coming 5-8 years through our key projects\nand Development Management Agreements\npartnered with SAHA to drive delivery and\no\nrenewal in Playford Alive, including the delivery of\nsubstantial affordable homes.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "The Our Future Housing • secured the following outcomes as a result of the\nStrategy 2020-30 Affordable Housing Expression of Interest that was\nobjectives and activities released in partnership with the SA Housing Authority\nfor Renewal SA are in 2020:\nincorporated within the\nnegotiated a development agreement for the\nrelevant projects and o\ndelivery of 172 dwellings (minimum 45%\ndevelopments.\naffordable housing) on 3.7 hectares in St Clair\nfacilitated the delivery of 300+ affordable homes\no\nthrough key projects including Playford Alive,\nDock One by Kite (Port Adelaide), Bowden and\nTonsley\ngenerated a further 820+ affordable homes over\no\nthe coming 5-8 years through our key projects\nand Development Management Agreements\npartnered with SAHA to drive delivery and\no\nrenewal in Playford Alive, including the delivery of\nsubstantial affordable homes.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2021-2022-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Consultancies with a contract value below $10,000 each\nConsultancies Purpose $ Actual\npayment\n26 Consultants engaged Various 108,911\nConsultancies with a contract value above $10,000 each\nConsultancies Purpose $ Actual\npayment\nAgon Environmental Stockpile sampling 14,770\nBaukultur Riverbank Strategic Precinct Plan 107,240\nBluesphere Environmental Site investigations 66,171\nDoug and Wolf Lot Fourteen: Architecture 10,060\nVisualisation - Innovation Centre\nFyfe Pty Ltd Aldinga: Structure Plan & Development 19,700\nPlanning Application\nGTA Consultants Bowden: Car Parking Study 38,200\nHolmes Dyer New Castalloy: Code Amendment 21,100\nInvestigations\nIntegrated Heritage Oakden: Cultural Heritage Survey 15,674\nServices\nJohnsons MME Garden Island: Emissions Reduction 13,460\nFund Audit\n33IPage\nOFFICIAL", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Consultancies with a contract value below $10,000 each\nConsultancies Purpose $ Actual\npayment\n26 Consultants engaged Various 108,911\nConsultancies with a contract value above $10,000 each\nConsultancies Purpose $ Actual\npayment\nAgon Environmental Stockpile sampling 14,770\nBaukultur Riverbank Strategic Precinct Plan 107,240\nBluesphere Environmental Site investigations 66,171\nDoug and Wolf Lot Fourteen: Architecture 10,060\nVisualisation - Innovation Centre\nFyfe Pty Ltd Aldinga: Structure Plan & Development 19,700\nPlanning Application\nGTA Consultants Bowden: Car Parking Study 38,200\nHolmes Dyer New Castalloy: Code Amendment 21,100\nInvestigations\nIntegrated Heritage Oakden: Cultural Heritage Survey 15,674\nServices\nJohnsons MME Garden Island: Emissions Reduction 13,460\nFund Audit\n33IPage\nOFFICIAL", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Renewal SA enables • Developed and launched an organisation-specific\nour people to reach their Capability Framework outlining the capabilities and\npotential and develops behaviours required to operate successfully in\nfuture capabilities for Renewal SA and create consistent performance\nthe business. expectations and practices throughout the workforce\n• Delivered a leadership development program for 11\nsenior staff; eight females and three males\n• Sponsored four women to participate in the Property\nCouncil of Australia’s 500 Women in Property\nProgram\n• 39 roles were newly created as a result of the\norganisation restructure and were advertised\ninternally in the first instance, with the expectation\nthat a significant proportion of these roles would be\nfilled by internal candidates\nRenewal SA recruits, • Attended the Adelaide Careers Expo with the", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Renewal SA enables • Developed and launched an organisation-specific\nour people to reach their Capability Framework outlining the capabilities and\npotential and develops behaviours required to operate successfully in\nfuture capabilities for Renewal SA and create consistent performance\nthe business. expectations and practices throughout the workforce\n• Delivered a leadership development program for 11\nsenior staff; eight females and three males\n• Sponsored four women to participate in the Property\nCouncil of Australia’s 500 Women in Property\nProgram\n• 39 roles were newly created as a result of the\norganisation restructure and were advertised\ninternally in the first instance, with the expectation\nthat a significant proportion of these roles would be\nfilled by internal candidates\nRenewal SA recruits, • Attended the Adelaide Careers Expo with the", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2022-23.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Positon-Profiles/2022-2023-Annual-Report-for-Urban-Renewal-Authority.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 12]\nR E S P E C T CO N T I N U E D\nACTION DELIVERABLE TIMELINE RESPONSIBILITY We want to be part of our\n4\nnation’s journey towards a\nDevelop a Review and re-set existing cultural heritage December Senior Director,\ncultural heritage management policy in conjunction with 2022 Strategy, Marketing\nU N I T E D F U T U R E\nmanagement representative heritage organisation(s). and Communications\nframework based\nfor First Nations peoples\non a co-design Develop procedures for cultural heritage December Senior Director,\nand non-Indigenous peoples.\nwith First Nations management activities to apply to all projects and 2022 Strategy, Marketing\nstakeholders. other general ground-disturbing activities. and Communications\nProvide necessary training to project staff to December Senior Director,\nensure respectful implementation of cultural 2022 People and Culture\nheritage management procedures.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 12]\nR E S P E C T CO N T I N U E D\nACTION DELIVERABLE TIMELINE RESPONSIBILITY We want to be part of our\n4\nnation’s journey towards a\nDevelop a Review and re-set existing cultural heritage December Senior Director,\ncultural heritage management policy in conjunction with 2022 Strategy, Marketing\nU N I T E D F U T U R E\nmanagement representative heritage organisation(s). and Communications\nframework based\nfor First Nations peoples\non a co-design Develop procedures for cultural heritage December Senior Director,\nand non-Indigenous peoples.\nwith First Nations management activities to apply to all projects and 2022 Strategy, Marketing\nstakeholders. other general ground-disturbing activities. and Communications\nProvide necessary training to project staff to December Senior Director,\nensure respectful implementation of cultural 2022 People and Culture\nheritage management procedures.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/RAP/Reconcilation-Action-Plan_Innovate_v20_WEB-COMPRESSED.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 36]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nRisk management\nRisk and audit at a glance\nRenewal SA has a robust risk management framework currently in place.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-SA-038", "entity_name": "Renewal SA", "folder_name": "Renewal-SA", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 36]\nOFFICIAL\n2020-21 ANNUAL REPORT for the Renewal SA\nRisk management\nRisk and audit at a glance\nRenewal SA has a robust risk management framework currently in place.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://renewalsa.sa.gov.au/assets/volumes/downloads/Annual-Reports/2020-2021-Annual-Report-for-the-Urban-Renewal-Authority.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": 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