Darryn Hartnett, General Manager Policy, Strategy and Advocacy, said that this division carries global responsibility for effective and efficient management of Council resources, strategic planning and community development across the full breadth of Council’s operations.
In particular, the division is responsible for a number of core policy initiatives prioritised as follows.
- Production of strategic and corporate plans for Council in consultation with key stakeholders.
- Maximising economic development and employment to provide a clear focus for the achievement of tangible goals.
- Urban development initiatives.
- Environmental planning.
- Community planning.
- Financial and corporate performance.
- Strategic and corporate planning.
“With respect to our economic development responsibilities, we are a City with great diversity and opportunity for growth within the manufacturing, retail and agricultural spheres,” Darryn Hartnett said. “As the manufacturing heartland of South Australia with Holden located in the southern area of the City, Elizabeth City Centre being the key regional shopping centre in Adelaide’s north, expanding residential development and extensive horticultural activities with ever increasing export markets, there is considerable potential for growth.
“Our role also includes retention and attraction of business activity and resources to the Council. For instance, the division has developed a business visitation program with key businesses within the City. The program creates a better understanding and enhances service provided to local industries. Council’s active involvement with the huge Virginia pipeline horticultural project, retail/commercial redevelopment and a recent overseas trade delegation visit to Playford are evidence of the commitment to economic development.”
Being on the Purchaser side of the organisation, this division is responsible for establishing a service delivery model including the guidelines for operations and performance indicators.
“Council has a clear and unambiguous responsibility to ensure the community and customers receive the best and most cost effective service,” Darryn Hartnett said. “In developing a new service delivery model, Playford is aiming to be at the cutting edge of competitive service provision within South Australia.”
The division is placing considerable inhouse resources towards the development of key corporate and performance indicators. These indicators are being developed using both private and public sector organisations as benchmarks.
An educative process across the organisation will ensure staff are fully geared up for greater efficiency and a more competitive environment. The preparation and publication of key performance indicators provides succinct and tangible information to the community and Elected Members.
The results of these indicators will be translated to the community and stakeholders through Council’s Annual and Quarterly Reports, thereby demonstrating its transparency and accountability to the community it services. In association with the Strategic Plan, these indicators will also form the basis for the preparation of Council’s Corporate Plan.
To make the most of a range of opportunities, Council has entered into a number of innovative partnerships with the Federal and State Governments, regional bodies and the private sector in areas including integrated planning and urban renewal.
