mitcham 2017 – 2027 let us build for posterity€¦ · 33 dynamic & prosperous economy 37...

Mitcham 2017 – 2027Let us build for posterity

2 Mitcham 2027 : Let us build for posterity

City of Mitcham : Strategic Management Plan 2017–2027 3

THE PLACE OF THE RED KANGAROO DREAMING

Acknowledgement to CountryWe acknowledge the Kaurna people as the traditional custodians and caretakers of the land that includes much of the City of Mitcham, known as Tarndanyannga Country, which means “the place of the red kangaroo dreaming”.

The Kaurna people’s rich cultural heritage and spiritual belief connects them with this land and we look forward to nurturing our relationship with the members of the Kaurna Community.


OvertonClarence Gardens Cumberland Park

Colonel Light Gardens (part)

Daw Park Melrose Park

BabbageBedford Park

Clapham (part) Panorama Pasadena St Marys

GaultClapham (part) Colonel Light Gardens (part) Hawthorn Lower Mitcham Westbourne Park

CraigburnBelair (part) Bellevue Heights Blackwood Coromandel Valley (part) Craigburn Farm Eden Hills

The ParkBelair (part) Brown Hill Creek (part) Coromandel Valley (part) Crafers West (part) Glenalta Hawthorndene Upper Sturt

BoormanBrown Hill Creek (part) Kingswood Leawood Gardens Lynton

Mitcham Netherby Springfield Torrens Park Urrbrae

7 A message from the Mayor and CEO

9 Our Vision for the City of Mitcham

10 What is the Strategic Management Plan?

13 How was the Strategic Management Plan developed?

14 What did the community tell us?

16 Strategic Initiatives

18 A snapshot of our city

20 City Profile

22 Our Role

25 Accessible & Connected Community

29 Sustainable City

33 Dynamic & Prosperous Economy

37 Vibrant & Rich Culture

40 Summary of Measures

44 Organisational Improvement Strategy

46 South Australian Strategic Plan Targets

50 30 Year Plan for Greater Adelaide Policies

CONTENTS


AN ABUNDANCE OF OPEN SPACE AND TREES


Glenn SpearMayor

Matthew PearsChief Executive Officer

A MESSAGE FROM THE MAYOR AND CEO

The review of the Strategic Management Plan (“the Plan”) has been a great collaboration between the community and the Council and has culminated in this new Plan. We thank all of you who contributed to this collective effort.

This review has provided an opportunity to get to know the community better, to share stories and ideas, to understand what is truly loved about our area and to recognise what could be done differently. The process has also allowed us to take a moment to reflect on how great the City of Mitcham is and how lucky we are to live, work, play, study and do business here.

We have an abundance of beautiful green open space and trees and such easy access to nature. We are fortunate to have an incredible range of educational facilities, from kindergartens to world-renowned research facilities and universities. We have historic buildings and places to explore and inspire us. We have many businesses – from small local cafés to large-scale manufacturers – which support our economy and community. We are an engaged and active community which cares for and supports one another.

This Plan aims to build upon all of this in shaping the future of the City of Mitcham.

It reflects the community’s aspirations as well as our changing world and provides us with a long term direction. It helps Council to make decisions, prioritise plans, projects and services to meet the needs of the community and provides the community with certainty about the future direction of the City.

The collective effort from the community and Council has resulted in four goals to help us achieve our vision for the future, being:

» Accessible & Connected Community,

» Sustainable City,

» Dynamic & Prosperous Economy,

» Vibrant & Rich Culture.

This Plan is different from previous plans as it also details the Strategic Initiatives that Council will strive to deliver against each of the Goals, and that Council is committed to reporting its performance against.

We look forward, with great enthusiasm and commitment, to delivering our Plan for the City of Mitcham.

Let us build for posterity


OUR VISION FOR THE CITY OF MITCHAM

The community’s aspirations for the future are captured in the Plan as follows:

Vision Our vision for the City of Mitcham is ‘We are a welcoming and inclusive community that values its heritage and natural environment’.

TaglineA tagline is a catchphrase used to succinctly sum up our intent. The City of Mitcham’s tagline is ‘Let us build for posterity’.

Goals In order to achieve the Vision for the City of Mitcham, we will focus our efforts around the following four Goals:

» Accessible & Connected Community,

» Sustainable City,

» Dynamic & Prosperous Economy,

» Vibrant & Rich Culture.

Objectives A set of Objectives has been developed against each Goal, to describe what we want to achieve.

MeasuresEach Objective will be measured annually against data collected by Council and other organisations (such as the Australian Bureau of Statistics). While the measures will be presented in annual reports, some data will not always be available (e.g. ABS statistics are collected four yearly).

More detailed “Council” measures will be developed and assessed as part of the Annual Business Plan and Budget to assess the achievement of the Vision and Goals.

These will be reported quarterly to Council and reviewed annually.

Strategic InitiativesWe have also included a range of future projects, plans and programs which relate to the Objectives, under the heading “Strategic Initiatives”, which will help us to achieve the Objectives, Goals and, ultimately, the Vision of this Plan.

Further information on Strategic Initiatives is contained on page 16.


South Australia’s Strategic Plan

30 Year Plan for Greater Adelaide

City of Mitcham Strategic Management Plan

Strategies, Management Plans and Policies

Strategic Directions Report

Long Term Financial Plan

Development Plan

Asset Management Plans

Annual Business Plan and Budget

Team Plans

Individual Performance Plans and Reviews

WHAT IS THE STRATEGIC MANAGEMENT PLAN?

The City of Mitcham’s Strategic Management Plan is a shared vision of the community and Council. It is a long term plan which sets out Council’s key areas of focus for the future. It is a high level document which sets a clear Vision and desired Objectives for the City and outlines what Council will do to deliver this. It helps Council make decisions and enables us to plan the services we will provide, and it guides the plans we will develop and the projects we will undertake.

The Plan also defines Strategic Initiatives – new assets, services, initiatives and projects – that Council will strive to implement into the future to deliver on the Vision for the City of Mitcham.

The Plan is not prepared in isolation. It supports and extends what is happening in our external environment, including State policies and strategies, as well as other strategic Council documents, including the Long Term Financial Plan and Strategic Directions Report, as required by the Local Government Act. The Plan forms part of a suite of strategic strategies and plans, as depicted below.

The diagram below demonstrates the planning framework and how the Plan relates to the broader State strategic direction. It also shows how the Plan sets the direction for all other Council plans and policies, and that it informs the development of our Annual Business Plan and Budget.


A TWO WAY DIALOGUE OF WHAT IS LOVED AND VALUED IN OUR CITY


HOW WAS THE STRATEGIC MANAGEMENT PLAN DEVELOPED?

The development of this Plan has been a collaborative effort between Council and the community.

In July and August 2016, we set out to reflect on the existing Strategic Management Plan and to contemplate how a refreshed Plan might alter the direction of our future. We consulted with the community, Elected Members and Council staff.

The objective of this initial consultation was to create a two way dialogue of sharing information. We used the process to gather information about key issues, trends, opportunities and values for the City of Mitcham. This was a high level and aspirational exercise.

The information gathered through the initial community consultation gave us a clear notion of what is really important to the community, what is loved and valued and what opportunities there are for change.

This information has helped us to draft a Plan which is reflective of what we heard from the community. We have also ensured that the Plan aligns with broader State strategic direction, including the State Strategic Plan and the 30 Year Plan for Greater Adelaide.

The draft Strategic Management Plan was made available for community consultation in February 2017. The feedback from this consultation, together with further engagement with Elected Members, has been used to refine and finalise the document for implementation.

Consideration has also been given to current Council strategies and plans that are guiding the City’s future, including:

» Sports Facilities Strategy

» Open Space Plan

» Living Well Regional Health Plan

» Partnering to build an Age Friendly Environment Regional Strategy

» Resilient South - Southern Region Local Government Implementation Plan 2015 - 2019

» Youth Plan

» Access & Inclusion Plan

» Tree Strategy

» Animal Management Plan

» Asset Management Plans

» Long Term Financial Plan

A TWO WAY DIALOGUE OF WHAT IS LOVED AND VALUED IN OUR CITY We should focus on the

bigger picture – creating a sense of community, providing places and opportunities for people to gather, creating a uniqueness about Mitcham that residents can take pride in.– Robyn


WHAT DID THE COMMUNITY TELL US?

The initial community consultation asked the community to “Imagine Mitcham”, and we received almost 2,000 comments. The comments and feedback of participants have been summarised as follows:

Community FacilitiesA strong theme that emerged from the feedback was around the need to focus on providing central accessible community hubs that could provide multipurpose and flexible spaces for library and council services, meetings, functions, art and craft, business networking, events and featuring high speed internet, café and exhibition spaces.

CommunicationThe community said that Council should be more active in community engagement, consider digital services to complete Council transactions and provide accurate and up-to-date information on the Council website and through social media.

CommunityParticipants indicated that it was important that Council make everyone feel included and should continue to provide services for older people, support volunteers and create greater opportunities for volunteering, engage with young people and families and recognise the value of multiculturalism and diversity.

Participants expressed the feeling that Council shouldn’t be ‘doing it all’ and instead should (in many cases) be the conduit and coordinator between partners.

Council’s Role Council’s role should be one of being a facilitator of networks and partnerships, a partner in providing social services, an advocate for environmental sustainability and public transport, a promoter of local initiatives, a regulator of good design and planning, a provider of infrastructure and core services, an organiser of events, a place-maker and a transparent and accountable communicator.

Economic DevelopmentThere was very strong feedback received about the need for the Council to promote economic development and the need for action around particular precincts. Suggestions were made for attracting more visitors, promoting tourism and destination opportunities, proposing innovation and entrepreneurship and building strong partnerships with education and medical facilities such as Flinders University and Flinders Medical Centre. Participants want the Council to provide more place-making initiatives, including community events that attract a wide range of people, and make the City of Mitcham a vibrant place with attractive activities for a wide range of people.

HeritageThe importance of history preservation and heritage tourism stood out in the feedback. Participants expressed their pride in the many natural, cultural and built heritage assets in the City of Mitcham. They felt these should be promoted so that more residents and visitors are aware of their value.


Natural EnvironmentThe location of the City of Mitcham and its proximity to the hills, sea and city are enormously valued by participants. The strong sense of community spirit and the abundance of green open space, trees and nature are also highly valued according to the feedback. The community highly values the environment and made some great suggestions as to how sustainability can be further considered as part of the council services.

TransportTransport, cycling and walking were subjects that came up strongly across all feedback questions. Participants felt strongly that there needs to be additional train stations, more frequent public transport services and facilities that support more people choosing public transport and active transport options such as walking and cycling. There was also the suggestion that freight trains should be diverted. Suggestions were also made to improvements to cycling and walking infrastructure for both leisure and commuting and for additional ‘Park and Ride’ facilities that would encourage more people to choose public transport for travel and in turn minimise road congestion. Provision of bus services for school children and the community bus service for older people were supported.


STRATEGIC INITIATIVES

The Strategic Management Plan provides the opportunity to consider the current mix of services and provide direction in relation to which most meet community need.Therefore, in developing the Strategic Management Plan it is necessary to consider potential new initiatives, however, this must be done within Council’s framework of financial sustainability (the Long Term Financial Plan).

To this end, setting this Strategic Management Plan apart from its predecessors is the inclusion of Strategic Initiatives. These are the future big ticket projects, plans, assets, programs and policy positions – they are the tangible and quantifiable things the community will see Council deliver in order to achieve the Objectives, Goals and, ultimately, the Vision of this Strategic Management Plan.

Strategic Initiatives supported by Council will be included in the Long Term Financial Plan and the timing of the initiative and the decision to fund will be determined annual through the Annual Business Plan and Budget process, and subject to further community consultation.


The Long Term Financial Plan, which currently incorporates and funds Council’s operations over the long-term (10 years) and demonstrates that Council is financially sustainable, and currently runs a moderate operating surplus.

Council has also established a series of key financial measures and a service funding policy to ensure ongoing financial sustainability.

Any new expenditure on initiatives, depending on how it is funded, may impact on Council’s financial sustainability. The sustainable funding options for new ongoing expenditure are to reduce other services, increase income (including rates) or reduce other expenditure through efficiencies. To ensure ongoing financial sustainability an investment of $1 million in a new asset (if funded by rates) would cost the average rate payer approximately $4 to $5 per annum.

Council, with consideration to feedback provided by participants in the community consultation, has determined that it will direct funding to the following Strategic Initiatives over the next 10 years within a financially sustainable framework (and are included in the Strategic Management Plan):

» Improvements to existing community facilities, including the Hewett Sports Grounds (Blackwood)*, St Marys Sports Association Facility (St Marys)* and Mitcham Library (Hawthorn) and surrounds, and development of new community facilities, including a Community Hub at Waite Street Reserve (Blackwood)

» Construction of new footpaths to increase the accessibility of a pedestrian friendly network*

» Transition to LED street lighting and explore opportunities to reduce our City’s energy consumption and reduce overall carbon footprint*

» Continually improve the customer experience when dealing with the City of Mitcham*

» Construction of new stormwater infrastructure to reduce the incidence and risk of flooding to the community, including implementation of the Brown Hill Creek Stormwater Management Plan to reduce risk of flooding to the community* and the Upper Sturt Stormwater Management Plan

» Preserve the existing tree stock on Council land by increasing tree planting

» Improve the standard and amenity of Open Space and Playgrounds, including those at Mitcham Reserve (Mitcham), Waite Street Reserve (Blackwood), Soldiers Memorial Gardens (Hawthorn) and dog facilities

» Develop a Southern Innovation Precinct around the Flinders University

» Improve traffic accessibility across the Council area, including the Daws/Goodwood/Springbank Roads intersection, the Grange / Newark / Belair Roads intersection, Blackwood roundabout and freight rail by-pass.

» Improve planning outcomes across the Council area by way of providing residential development opportunities while protecting sensitive planning areas, activating centres (eg Mitcham, Blackwood and Flinders), generating economic opportunities and improving customers’ experiences.

* Already funded in Year 1 of the Strategic Management Plan (2017/2018)


A SNAPSHOT OF OUR CITY

Mitcham is a thriving City, known for its avenues of street trees, its beautiful parks, reserves and gardens, its historic homes and unique historical areas and its magnificent views from the hills.Proclaimed in May 1853 under the District Councils Act 1852, the City of Mitcham is one of the oldest councils in South Australia taking its name from Mitcham Village which was settled in 1840 on the banks of Brown Hill Creek.

The City of Mitcham comprises an area of 75.7 square kilometres extending into the beautiful Mitcham Hills, stretching from Cross Road in the north, to the Sturt River in the south and from Mount Barker Road in the east to South Road in the west.

Today there are over 66,000 people living in the City of Mitcham which is projected to increase to 70,000 by 2031. There are approximately 5,000 registered businesses operating in our local council area generating over 28,000 local jobs and $3.05 billion in Gross Regional Product.

Our suburbs include the State Heritage listed Colonel Light Gardens, which is Australia’s most complete example of an early 1900s “garden suburb”, and historic Belair, a unique suburb surrounded on three sides by parks including South Australia’s oldest park, Belair National Park.


Our City has a vibrant education sector, home to over 65 high quality educational institutions including kindergartens, schools, colleges and universities such as the Waite Institute and Flinders University, with many local and international students living within the Council area. We are also home to the highly regarded Australian Science and Mathematics School, for Years 10-12, located within Flinders University.

We have world-class medical and research facilities, including Flinders Medical Centre, Flinders Centre for Innovation in Cancer, Flinders Private Hospital and the Repatriation General Hospital within our City.

The majority of properties located in the City of Mitcham are residential with most commercial premises located along or near Belair Road, Goodwood Road, South Road and Main Road (Blackwood and Belair). Most industrial premises are located along the western boundary of the Council area immediately adjoining South Road.

Residential development activity has been relatively consistent over the past ten years, with an average of 189 brand new dwellings being approved each year.

There are over 23,500 dwellings across 33 suburbs each of which has its own particular style and community spirit. From the leafy backdrop of the hills environment, to the foothills homes which enjoy magnificent panoramic views of Adelaide and the plains, the variety and uniqueness of the area is obvious.

The current housing stock in the City of Mitcham is reasonably homogeneous, with the majority of people living in separate houses. More than 75% of residents own their own home outright, or have a mortgage, and 18% rent. Nearly two thirds of our residents have lived at the same address for five years or more, demonstrating relatively low levels of population movement within the City.

People moving to the City of Mitcham from interstate are spread relatively evenly across the Council area, with slightly higher proportions settling in Bedford Park and within pockets of the suburb of Mitcham.

People moving to the City of Mitcham from overseas in the past five years have predominantly settled in the west and south of the Council area, most notably Bedford Park and St Marys.

One in four of our residents was born overseas, with Mitcham Hills having the highest proportion of overseas born people (including both recently arrived residents and longer term residents).

The majority (84%) of our residents speak English only. Of the other languages spoken at home, the most common languages are Greek, Mandarin and Italian.

The City of Mitcham boasts a diverse range of unique natural habitats, trees and native vegetation that form part of a significant green corridor across the western slopes of the Mount Lofty Ranges. The hills contain one of the largest remnant stands of endangered Grey Box Grassy Woodland in South Australia and are the home of many threatened native plants and animals.

The area is in the catchment area for both Brown Hill Creek and the Sturt River, and collects significant volumes of stormwater from the Adelaide foothills.

The City is also well served by many tourist attractions including Carrick Hill Estate, Belair National Park, Brown Hill Creek Reserve, Waite Arboretum, Wittunga Botanic Gardens, Sturt River Linear Trail, reserves and numerous walking trails through the historic Mitcham Village Precinct, St Marys, Lower Mitcham, Brown Hill Creek and Colonel Light Gardens, as well as a network of shared use trails.

2.8%work fromhome

77%separate

house

9% 7%

apartments,flats &units

semi-detached

77%are owners

or have amortgage

18%rent

– – – – – – – – – – – – FAMILY PROFILE – – – – – – – – – – –

39%are coupleswithoutchildren

2%aresingle

47%are coupleswith children

12%are singleparents

1.8%cycle

70.2%use motor vehicleor motor cycle

2.5%walk

On the daily commute...

3.77%are unemployed

62.9%Labourparticipation:

Levels of culturaldiversity...

88%Tertiaryqualifications72.8%

Level ofinternet

connection:

4.1%Level ofdisability:

$1,383

Averageweeklyincome:

24.3%Volunteering:

0.5%Aboriginal &Torres StraitIslander

22.3%Born overseas

– – – – – – – – – – – HOUSING PROFILE – – – – – – – – – – – –

14%Compared

to

for greaterAdelaide

18%Compared

to

for greaterAdelaide

27%Compared

to

for greaterAdelaide

26%Compared

to

for greaterAdelaide

27%

45 - 64years old

15 - 24years old

Under 15years old

Over65

yearsold

18%

14%

25%

25 - 44years old

15%Compared

to

for greaterAdelaide

25%Projected

to increase to

by 2031

– – – – – – – – – – – – – AGE PROFILE – – – – – – – – – – – – –

18%

41 years of ageMedian Age:

23,708dwellings

75.7km²District Area:

66,347Total Population:

Projectedto grow to70,000

in 2031

8.6% take publictransport

– – – – – – – – OTHER INTERESTING FACTS – – – – – – – –

CITY PROFILE


2.8%work fromhome

77%separate

house

9% 7%

apartments,flats &units

semi-detached

77%are owners

or have amortgage

18%rent

– – – – – – – – – – – – FAMILY PROFILE – – – – – – – – – – –

39%are coupleswithoutchildren

2%aresingle

47%are coupleswith children

12%are singleparents

1.8%cycle

70.2%use motor vehicleor motor cycle

2.5%walk

On the daily commute...

3.77%are unemployed

62.9%Labourparticipation:

Levels of culturaldiversity...

88%Tertiaryqualifications72.8%

Level ofinternet

connection:

4.1%Level ofdisability:

$1,383

Averageweeklyincome:

24.3%Volunteering:

0.5%Aboriginal &Torres StraitIslander

22.3%Born overseas

– – – – – – – – – – – HOUSING PROFILE – – – – – – – – – – – –

14%Compared

to

for greaterAdelaide

18%Compared

to

for greaterAdelaide

27%Compared

to

for greaterAdelaide

26%Compared

to

for greaterAdelaide

27%

45 - 64years old

15 - 24years old

Under 15years old

Over65

yearsold

18%

14%

25%

25 - 44years old

15%Compared

to

for greaterAdelaide

25%Projected

to increase to

by 2031

– – – – – – – – – – – – – AGE PROFILE – – – – – – – – – – – – –

18%

41 years of ageMedian Age:

23,708dwellings

75.7km²District Area:

66,347Total Population:

Projectedto grow to70,000

in 2031

8.6% take publictransport

– – – – – – – – OTHER INTERESTING FACTS – – – – – – – –

Data Source: ABS Census 2011


LeaderCouncil leading the community or the local government sector

by example, setting directions to meet community needs

Service ProviderCouncil managing the

community’s assets and funding and delivering the service

PartnerCouncil contributing funds and/

or other resources towards a service or initiative that is

delivered with other partners

Facilitator Council bringing other

people together to achieve outcomes

AdvocateCouncil making

representations on behalf of the community

RegulatorCouncil fulfilling a particular role as

determined by legislation

OUR ROLE

The City of Mitcham fulfils a broad range of roles and functions, as described below and referred to throughout the Plan.

Defining our role provides a way for the community to understand the nature of Council’s involvement and responsibility in implementing the strategies that flow from the Plan.

Our role can be summarised as follows:


1. ACCESSIBLE & CONNECTED

COMMUNITY


OBJECTIVE COUNCIL ROLE MEASURES

1.1 Our community is connected to places through a people friendly transport, cycling and pedestrian network which offers accessible, integrated and efficient transport options.

Service Provider

Partner

Advocate

» Number of people using public transport, walking and bicycles for commuting

1.2 Our community has convenient access to a diverse range of information, services, activities and facilities.

Service Provider

Partner

Facilitator

» Overall community satisfaction with Council

» Number of digital followers (e.g. Facebook & Twitter)

1.3 Our community has access to high quality, vibrant, well serviced places and spaces to meet, learn and recreate.

Service Provider

Partner

» Number of people using Council provided community facilities

» Satisfaction of people using Council provided community facilities

We are an accessible, connected and engaged community.

1. ACCESSIBLE & CONNECTED

COMMUNITY

continued on following page



1.4 Our community is strong, healthy, resilient and is supported in building connections amongst people, pursuing pathways to lifelong learning and personal growth.

Service Provider

Partner

Facilitator

Regulator

» Number of lifelong learning and health and wellbeing programs provided or facilitated by Council

» Number of immunisations provided by Council

1.5 Our community has a choice of housing and lifestyle options in locations with easy access to public transport, parks, local shops, services and educational institutes.

Regulator

Advocate

» Percentage of medium to high density dwellings within the Council area

» Percentage of City of Mitcham residents who rent, experiencing rental stress (ie paying 30% or more of household income on rent)

1.6 Our community is actively encouraged and supported to have a voice and to participate in a meaningful way in shaping our City.

Leader

Service Provider

» Number of people participating in community consultation undertaken by Council

» Number of volunteers in the community

. We are an engaged community with much to offer. – Workshop participant

Council should develop key hub centres throughout the district that provide for everyone - from shopping to play to eating, entertainment, natural open spaces, community facilities and public transport. – Julie

I love all the community activities! – Margaret


2. SUSTAINABLE CITY


We continually sustain and improve our natural and built environments for today’s and future generations.


2.1 Our biodiversity within open spaces, waterways, reserves and streetscapes is protected and enhanced.

Leader

Service Provider

Partner

Facilitator

» Level of tree canopy coverage

» Condition of native vegetation

» Level of weed infestations in woodland reserves

2.2 Our greenhouse gas emissions are minimised and our uptake of clean and renewable energy technologies is maximised.

Partner

Facilitator

» Carbon footprint of the City of Mitcham (Council)

2.3 Water sensitive urban design, and the use of alternative water sources to keep our natural and built environment green, is maximised.

Leader

Service Provider

Partner

Advocate

Regulator

» Percentage of capital works projects / programs that incorporate water sensitive urban design (WSUD) features

» Percentage of non-potable water used for irrigation by City of Mitcham (Council)

» Volume of potable water consumed in buildings used by City of Mitcham (Council)


2. SUSTAINABLE CITY



2.4 Responsible consumption and conservation of natural resources and minimisation of waste through avoidance, reuse, recycling and composting is encouraged.

Service Provider

Facilitator

Advocate

» Amount of waste diverted from landfill (ie diversion to green organic and recycle bins)

2.5 Our community is resilient to climate change and the impacts of natural disasters.

Service Provider

Partner

Facilitator

Advocate

» Number of participants in community education programs about climate change and natural disasters

» Implementation of the Brown Hill Keswick Creek Stormwater Management Plan

2.6 Developments in our City are sustainable and complement the natural environment.

Leader

Regulator

Partner

» Percentage of capital works projects undertaken by Council which incorporate environmental sustainability principles

I love that we have large areas of native vegetation in urban areas. – Workshop participant

I love our natural environment - hills, trees, creeks, national and recreation parks. – Gemma

We have great bushland areas with shared trails and experience many native flora and fauna. – Workshop participant


3. DYNAMIC & PROSPEROUS

ECONOMY



3.1 We have attractive and vibrant precincts, places and spaces, supported by a variety of quality community facilities and retail, commercial and residential development.

Service Provider

Facilitator

» Number of plans developed for key precincts, places and spaces

» Number of businesses located within the City

3.2 We support and promote education and training pathways that link people to local jobs and attract employment opportunities to our City.

Facilitator » Number of people who both live and work in the City of Mitcham

» Unemployment Rate

3.3 We work collaboratively with neighbouring Councils, State Government and private sector partnerships.

Leader

Partner

Facilitator

Advocate

» Number of joint initiatives undertaken with other local governments and organisations

Our community is economically strong and competitive.


3. DYNAMIC & PROSPEROUS

ECONOMY



3.4 We are a destination well regarded by residents and visitors for our heritage, natural environment, events, educational and medical facilities.

Service Provider

Partner

Facilitator

» Number of participants at events held within & supported by City of Mitcham

3.5 We foster and support emerging and established businesses, entrepreneurs and innovators to grow and prosper.

Facilitator » Number of local jobs

» Number of local businesses engaged by Council

» Value of Gross Regional Product for the Council area

3.6 We are recognised as a smart City with internationally renowned educational, research and medical institutions attracting and retaining people from all over the world and contributing to our community.

Leader

Facilitator

» Number of student and work experience placements hosted by the City of Mitcham

» Number of international students attending universities within the City of Mitcham

We should all work together - council, business & community. – Greg

We should create main streets where people can have fun, do their shopping locally and hang out. Celebrate our green open space as places to go, create food events and opportunities to get involved in the community. – Chris

I like to shop locally and use local services. – Workshop participant


4. VIBRANT & RICH CULTURE


We share a vibrant and rich culture and have a strong sense of identity.



4.1 We have special places, spaces and stories that create a strong sense of place and great experiences for our community.

Service Provider

Partner

Facilitator

» Number of plans developed for key precincts, places and spaces

4.2 We recognise, embrace and celebrate social and cultural diversity in our vibrant community.

Partner

Facilitator

Advocate

» Number of cultural events held within and supported by the City of Mitcham

4.3 We are a City that encourages creativity and innovation in all its forms.

Service Provider

Partner

Facilitator

» Number of public art and cultural initiatives held within and supported by the City of Mitcham

» Number of capital works programs that incorporate public art

4. VIBRANT & RICH CULTURE



4.4 We have neighbourhoods that are well designed, sustainable, liveable and complement their local character.

Service Provider

Facilitator

Regulator

» Community Satisfaction Quality of Life rating

4.5 The strong characteristics of the City, including the natural and rural landscape character of the Mitcham Hills, the leafy streetscapes of the plains, and the heritage values of the City, are protected and enhanced.

Leader

Regulator

Partner

» Number of street trees planted by Council

» Number of property owners seeking advice from Council’s Heritage Advisor each year

» Number of property owners applying for heritage grants each year

. I love the area’s character and landscape and how beautiful it feels when walking around the city. – Abe

We have a multicultural community – there is integration, acceptance and enjoyment of people from all around the world. – Workshop participant

We love the environment here – the tree settings, mixed housing, and access to facilities. – Arved & Fiona


SUMMARY OF MEASURES

OBJECTIVE MEASURE TYPE FREQUENCY BASELINE SUCCESS INDICATOR

1.1 Number of people using public transport, walking and bicycles to commute

ABS Four yearly 12.9%, 2011 percentage of people using alternate transport

modes for commuting

1.2 Overall community satisfaction with Council

CSS Biennially 58% above average, 2015 proportion of people

surveyed in Council’s Customer Satisfaction Survey who are satisfied with Council overall

1.2 Number of digital followers (e.g. Facebook, Twitter)

CoM Annually Facebook 1,476 & Twitter 4,252, March 2016

number of digital followers

1.3 Number of people using Council provided community facilities

CSS Biennially 75%, 2015 proportion of people surveyed in Council’s

Customer Satisfaction Survey who are using Council provided facilities

1.3 Satisfaction of people using Council provided facilities

CSS Biennially 57%, 2015 proportion of people surveyed in Council’s

Customer Satisfaction Survey who are satisfied with Council provided facilities

1.4 Number of lifelong learning and health and wellbeing programs provided or facilitated by Council

CoM Annually New benchmark

number of lifelong learning and health &

wellbeing programs provided or facilitated by Council

The following table provides a summary of the measures that will be used to assess the health of the City against the objectives of the Strategic Management Plan.

Accessible & Connected Community

Sustainable City

Dynamic & Prosperous Economy

Vibrant & Rich Culture

Key



1.4 Number of immunisations provided by City of Mitcham

CoM Annually 5,931, 2015/16 maintain number of immunisations provided by City of

Mitcham

1.5 Percentage of medium to high density dwellings

ABS Four yearly 18%, 2011 proportion of medium to high density dwellings in

the City of Mitcham

1.5 Percentage of City of Mitcham residents who rent, experiencing rental stress (ie paying 30% or more of household income on rent)

ABS Four yearly 27.8%, 2011 proportion of residents experiencing rental stress

in the City of Mitcham

1.6 Number of people participating in community consultation undertaken by Council


number of people participating in

community consultations undertaken by the City of Mitcham

1.6 Number of volunteers in the community

ABS Four yearly 24%, 2011 number of volunteers in the community

2.1 Level of tree canopy coverage CoM Three yearly 30%, 2016/17 maintain level of tree canopy cover

2.1 Condition of native vegetation CoM Three yearly (2004-06 Native Vegetation Surveys)

condition of native vegetation

2.1 Weed infestations in woodland reserves

CoM 7 yearly (2004 Weed Survey Map)

extent of weed infestations mapped in

the prior survey

2.2 Carbon footprint of City of Mitcham (Council)

CoM Annually 4,601 tonnes Co2e, 2014/15

carbon footprint of City of Mitcham (Council)

2.3 Percentage of capital works projects / programs that incorporate Water Sensitive Urban Design features


percentage of capital works projects and

programs that incorporate Water Sensitive Urban Design (WSUD) features

2.3 Percentage of non-potable water used for irrigation by City of Mitcham (Council)

CoM Annually 25% KL, 2014/15

percentage of non-potable water used for

irrigation by City of Mitcham (Council)



2.4 Amount of waste diverted from landfill (ie diversion to green organic and recycle bins)

CoM Annually 53.94%, 2015/18

proportion of waste diverted from landfill (ie

diversion to green organic and recycle bins)

2.5 Implementation of the Brown Hill Keswick Creek Stormwater Management Plan


proportion of Brown Hill Keswick Creek

Stormwater Management Plan completed

2.5 Number of participants in community education programs about climate change and natural disasters


number of participants in education programs

about climate change and natural disasters

2.6 Percentage of capital works projects undertaken by Council which incorporate environmental sustainability principles


percentage of capital works projects

undertaken by Council that incorporate environmental sustainability principles

3.1 Number of plans developed for key precincts, places and spaces


number of plans developed for key

precincts, places and spaces

3.1 Number of businesses located within the City

ABS Annually 4,941, 2015 number of businesses located within the City of

Mitcham

3.2 Number of people who both live and work in the City of Mitcham

ABS Four yearly 23.7%, 2011 number of people who both live and work in the

City of Mitcham

3.2 Unemployment Rate ABS Four yearly 2.7%, 2011 unemployment rate within the City of

Mitcham

3.3 Number of joint initiatives undertaken with other local governments and organisations


number of joint initiatives undertaken

with other local governments and organisations

3.4 Number of participants at events held within & supported by City of Mitcham


number of participants at events held within and

supported by City of Mitcham

3.5 Number of local jobs NIEIR Annually 28,670, 2015 number of local jobs

3.5 Value of Gross Regional Product for the Council Area

NIEIR Annually $3.05 billion, 2015

value of Gross Regional Product for the Council

area



3.5 Number of local businesses engaged by Council


number of businesses engaged by Council

3.6 Number of student and work experience placements hosted by the Council


number of student and work experience

placements hosted by Council

3.6 Number of international students attending universities within the City of Mitcham

Flinders Uni

Adelaide Uni

Annually New benchmark

number international students attending

universities within City of Mitcham

4.1 Number of plans developed for key precincts, places and spaces


number of plans developed for key

precincts, places and spaces

4.2 Number of cultural events held within and supported by the City of Mitcham


number of cultural events held within and

supported by City of Mitcham

4.3 Number of public art and cultural initiatives held within and supported by the City of Mitcham


number of public art and cultural initiatives held

within and supported by City of Mitcham

4.3 Number of capital works programs that incorporate public art


number of capital works projects undertaken by

Council that incorporate public art

4.4 Community Satisfaction Quality of Life rating

CSS Biennially 90% above average, 2015

proportion of people surveyed in Council’s

Customer Satisfaction Survey who are satisfied with the Quality of Life offered in City of Mitcham

4.5 Number of street trees planted by Council

CoM Annually 1,100, 2015/16 number of street trees planted by Council

4.5 Number of property owners applying for heritage grants each year

CoM Annually 17, 2015/16 number of property owners applying for

heritage grants each year

4.5 Number of property owners seeking advice from Council’s Heritage Advisor each year


number of property owners seeking advice

from Council’s Heritage Advisor each year

ABS: Australian Bureau of Statistics | CoM: City of MitchamCSS: Customer Satisfaction Survey (City of Mitcham) | NIEIR: National Institute of Economic & Industry Research


ORGANISATIONAL IMPROVEMENT STRATEGYThe Organisational Improvement Strategy complements the Strategic Management Plan. It provides an overarching Strategy to achieve improvements aligned to key focus areas of Customer, Culture, Digital and Efficiency and Effectiveness

CustomerCouncil has developed a Customer Service Improvement Plan to ensure an organisational commitment to improving customer experience and satisfaction. In order to better meet customer needs and expectations, we need to determine what is important to our customers in relation to customer service, and determine how to deliver improvements. The Plan will guide us with key strategies and actions, including digital innovation actions, culture change actions and process improvements.

The Customer Service Improvement Plan consists of the following focus areas:

» Listening to the Customer

» Create a culture which is about the Customer and encourages innovation and risk taking

» Develop a clear Customer experience/brand/expectation

» Improve collaboration across teams and directorates

» Better use technology and digitilise services where possible.

Culture Council’s Culture Plan has been developed to provide the organisational commitment and direction needed to become a City of strong leadership that values its people, customers and partners.

The Culture Brand consists of the following focus areas:

» Building Leadership Capability

We will develop and strengthen capability and commitment in ways that engage and empower leaders to recognise and act in their role as a principal leader of the organisation. It will provide opportunities to increase leadership abilities, to innovate, adapt to change, develop talent and develop effective decision making skills.

» Developing People

We will provide a development culture so people can see the City of Mitcham as a place where they can grow their careers while building a great brand. We are an organisation that is committed to developing skills, providing opportunities for growth and developing and fostering a philosophy of lifelong learning in our existing workforce.

» Improving Communication

We will provide a workplace where sound communication skills, processes and tools allow us to communicate effectively with, relate to, and work efficiently with others.

» Engaging & Valuing our People

We will foster a working environment that supports and encourages creative and holistic approaches to improvement, innovation and transformation in the organisation by valuing the commitment and diversity of our people.


DigitalThe TechnologyOne Implementation Project aims to improve the way we do business. TechnologyOne systems will replace the majority of the current IT systems across Council, and in conjunction with business process improvements, this project aims to deliver efficiency outcomes and customer service improvements. Significant improvements are expected in customer interaction, quality of service and supporting systems, service standards, reporting, value for money, productivity, data integrity, self-service and access to customer information. The new systems are scheduled to initially ‘go-live’ in July 2017.

Efficiency & EffectivenessCouncil’s Efficiency and Effectiveness Program is a strategic and cultural approach to reducing costs, improving service delivery to the community and responsible financial management of assets. The program is grouped into the following three major categories:

» Service Reviews

These are reviews of internal or external services that are provided by the City of Mitcham. Service delivery reviews aim to drive more efficient use of resources whilst providing services that meet the needs of the community.

» Efficiency Savings

Cost reductions that are achieved without reducing services or service levels. Savings targets are included in this program but others will evolve over time in accordance with internal and external influences.

» Continuous Improvements

All other projects, activities and initiatives in addition to Service Reviews and Efficiency Savings will encourage and enable a culture of positive change and include process improvements and productivity gains.


SOUTH AUSTRALIAN STRATEGIC PLAN TARGETS

TARGET DESCRIPTION

1 Increase the use of public spaces by the community. 1, 2, 3, 4 6

2 Double the number of people cycling by 2020. 1 2

3 Increase the vibrancy of the South Australian arts industry by increasing attendance at selected arts activities by 150% by 2020.

1, 2, 3

4 Increase visitor expenditure in South Australia’s total tourism industry to $8 billion by 2020.

4

5 Maintain the high rate of South Australians who believe cultural diversity is a positive influence on the community.

1

7 South Australia leads the nation over the period to 2020 in the proportion of homes sold or built that are affordable by low and moderate income households.

5 4

8 South Australia leads the nation over the period to 2020 in the proportion of low income households not experiencing housing stress.

5 4

16 By 2020, increase by 2 percentage points the share of total household income earned by low income South Australians.

2

20 Increase the number of households in high bushfire prone areas that are prepared for a bushfire by 30% by 2020.

5

22 Reduce road fatalities and serious injuries by at least 30% by 2020.

1

As required by the Local Government Act, the following table demonstrates the alignment of the Strategic Management Plan with relevant targets of the State Strategic Plan.

The targets of the SA Strategic Plan have been cross referenced against the Objectives of the City of Mitcham Strategic Management Plan. The numbers contained in the four columns to the right of the table refer to Objective numbers, with reference to the related Goal. As an example, Target 1 relates to Objectives 1.1, 1.2, 1.3, 1.4 and 2.6.


Sustainable City



Key


TARGET DESCRIPTION

23 Increase the proportion of South Australians participating in social, community and economic activities by 2020.

2, 3, 4, 6, 7

5 1, 2, 5 1, 2

24 Maintain a high level of formal and informal volunteering in South Australia at 70% participation rate or higher.

4, 6

25 Triple the number of people with a disability to access self-managed funding by 2016.

2

27 Aboriginal cultural studies is included in school curriculum by 2016 with involvement of Aboriginal people in design and delivery.

2

32 Increase the satisfaction of South Australians with Government services by 10% by 2014, maintaining or exceeding that level of satisfaction thereafter.

2 3

33 South Australia leads the nation in timely decisions of development applications through to 2020.

4

35 Exceed the national economic growth rate over the period to 2020.

1, 2, 3, 4, 5, 6

37 Increase the value of South Australia’s export income to $25 billion by 2020.

2, 4

38 Exceed Australia’s ratio of business investment as a percentage of the economy by 2014 and maintain thereafter.

1, 5, 6

39 Maintain Adelaide’s rating as the least costly place to set up and do business in Australia and continue to improve our position internationally.

1, 5

45 Increase South Australia’s population to 2 million by 2027. 4

54 Increase the proportion of 15-24 year olds engaged full-time in school, post-school education, training or employment (or a combination thereof) to 85% by 2020.

56 Ensure that the provision of key economic and social infrastructure accommodates population growth.

1, 2, 4, 7 6 1, 3

59 Achieve the Kyoto target by limiting the state’s greenhouse gas emissions to 108% of 1990 levels during 2008-2012 as a first step towards reducing emissions by 60% (to 40% of 1990 levels) by 2020.

2

60 Increase the energy efficiency of dwellings by 15% by 2020. 2, 6 4

61 Improve the energy efficiency of government buildings by 30% by 2020.

2, 6

62 Develop regional climate change adaptation plans in all State Government regions by 2016.

5


TARGET DESCRIPTION

63 Increase the use of public transport to 10% of metropolitan weekday passenger vehicle kilometres travelled by 2018.

1 2

64 Support the development of renewable energy so that it comprises 33% of the state’s electricity production by 2020.

2

65 Purchase renewable energy for 50% of the Government’s own electricity needs by 2014.

2

66 Limit the carbon intensity of total South Australian electricity generation to 0.5 tonnes of C02/MWh by 2020.

2

68 By 2036, 70% of all new housing in metropolitan Adelaide will be being built in established areas.

6 4, 6

69 Lose no native species as a result of human impacts. 1

71 Maintain the health and diversity of South Australia’s unique marine environments.

1

72 Increase participation in nature conservation activities by 25% by 2015.

1

73 South Australia has the capacity to harvest up to 35GL of stormwater per annum by 2025.

3

74 South Australia has the capacity to recycle up to 50GL of wastewater per annum by 2025.

3

75 South Australia’s water resources are managed within sustainable limits by 2018.

3

78 Increase the healthy life expectancy of South Australians to 73.4 years for males and 77.9 years for females by 2020.

2, 4

79 Increase the average healthy life expectancy of Aboriginal males to 67.5 years and Aboriginal females to 72.3 years.

2, 4

82 Increase by 5 percentage points the proportion of South Australian adults and children at a healthy body weight by 2017.

83 Increase the proportion of South Australians participating in sport or physical recreation at least once per week to 50% by 2020.

2, 4

86 Equal or lower the Australian average for psychological distress by 2014 and maintain thereafter.

2, 4

90 Increase the number of overseas students across all education and training sectors from 13,737 in 2003 to 45,000 by 2014.

6

91 Equal or better the national average for the proportion of the labour force with non-school qualifications.

2


TARGET DESCRIPTION

93 Increase the proportion of South Australians aged 15-64 participating in tertiary education and training to 17% by 2016.

2

94 Achieve a cumulative total of 100 private equity investments into South Australian companies between 2011 and 2020.

5

95 Total gross cumulative value of industry and other funding for research earned by universities and state based publicly funded research institutions to reach $650 million by 2020.

6

97 Increase the total gross value of university research income to 20% above South Australia’s per capita share by 2014 and maintain thereafter.

6

98 Increase business expenditure on research and development to 1.5% of GSP by 2014 and increase to 2% by 2020.

5

99 Increase the number of attendances at South Australia’s cultural institutions by 20% by 2014 and maintain or improve thereafter.

1, 2, 3

The South Australian Strategic Plan can be accessed at: www.saplan.org.au


30 YEAR PLAN FOR GREATER ADELAIDE POLICIES

POLICY DESCRIPTION

1 Deliver a more compact urban form by locating the majority of Greater Adelaide’s urban growth within existing built up areas through increases in density at strategic locations close to public transport.

5 6 1

2 Increase residential and mixed use development within activity centres and transit corridor catchments to achieve densities required to support public transport use.

5

3 Increase average gross densities of development within activity centres and transit corridor catchments from 15 to 25 dwellings per hectare to 35 dwellings per hectare.

5

4 Ensure that the bulk of new residential development in Greater Adelaide is low to medium-rise development with high-rise limited to the CBD, parts of the Park Lands frame, significant urban boulevards and other strategic locations where the interface with lower rise areas can be managed.

5

5 Encourage medium rise development along key transport corridors, within activity centres and urban renewal areas that support public transport use.

5

6 Promote urban renewal opportunities and maximise the use of government owned land to achieve higher densities along transit corridors.

3

7 Locate government services in higher-order activity centres to support viable clusters of activities and minimise unnecessary car trips.

2

As required by the Local Government Act, the following table demonstrates the alignment of the Strategic Management Plan with relevant policies of the 30 Year Plan for Greater Adelaide.

The policies of the 30 Year Plan have been cross referenced against the Objectives of the City of Mitcham Strategic Management Plan. The numbers contained in the four columns to the right of the table refer to Objective numbers, with reference to the related Goal. As an example, Policy 1 relates to Objectives 1.5, 2.6, and 3.1.


Sustainable City



Key


POLICY DESCRIPTION

8 Provide retail and other services outside designated activity centres where development will contribute to the principles of accessibility, a transit-focused and connected city, high quality urban design, economic growth & competitiveness.

2

9 Develop activity centres as vibrant places through a focus on mixed use activity, main streets and public realm improvements.

2, 3 1

10 Allow for low impact employment activities in residential areas, such as small scale shops, offices and restaurants.

2

25 Encourage urban renewal projects that take an all-inclusive approach to development by including streetscapes, public realm, public art and infrastructure that supports the community.

1, 2, 3, 5 6 1 1, 2, 3, 4, 5

26 Develop and promote a distinctive and innovative range of building typologies for residential housing, which respond to metropolitan Adelaide’s changing housing needs, reflects its character and climate, and provides a diversity of price points.

5 6 4

27 Provide for transitions between higher density and multi-storey, mixed-use development in activity centres, corridors and existing detached housing precincts.

5

28 Promote permeable, safe, attractive and connected networks of streets in new growth areas and infill redevelopment areas to encourage walking and cycling and green infrastructure.

1

29 Encourage development that positively contributes to the public realm by ensuring compatibility with its surrounding context and providing active interfaces with streets and public open spaces.

3

30 Support the characteristics and identities of different neighbourhoods, suburbs and precincts by development which adequately considers context, location and place.

4, 5

31 Recognise the unique character of areas by identifying the valued physical attributes of particular neighbourhoods.

4, 5

32 Recognise the value that communities place on heritage and ensure that new development is implemented sensitively and respectfully.

4, 5

33 Ensure local heritage places and areas of heritage value are appropriately identified and their conservation promoted.

4 4, 5

34 Promote economic development through the provision of quality public spaces and encourage the innovative reuse of heritage places and older building stock that encourages activity and entices people to visit.

1


POLICY DESCRIPTION

35 Increase housing supply near jobs, services and public transport to improve affordability and provide opportunities for people to reduce their transport costs.

5

36 Facilitate a diverse range of housing types and tenures through increased policy flexibility in residential and mixed use areas, including:

» student housing

» ancillary dwellings such as granny flats, laneway and mews housing

» dependent accommodation such as nursing homes

» assisted living accommodation

» aged-specific accommodation such as retirement villages

» small lot housing types.

5

37 Explore the evolution of existing housing in local heritage areas to provide ancillary residences, encouraging ageing in place and enabling the release of equity to owners while protecting heritage values.

5 1

38 Promote universal and adaptable housing principles in new housing stock to support changing needs over a life-time and for those who are less mobile.

5

39 Use government-owned land and large underdeveloped or vacant sites as catalysts for stimulating higher density development and innovative building forms.

3

42 Increase the supply of affordable housing through provision of 15 per cent Affordable Housing in all new significant developments.

5

44 Plan future suburbs and regenerate and renew existing ones to be healthy neighbourhoods with:

» diverse housing options that support affordability

» access to local shops, community services & facilities

» access to fresh food and a range of food services

» safe cycling and pedestrian friendly streets that are tree lined for comfort and amenity

» diverse areas of quality public open space (including local parks, community gardens and playgrounds

» sporting and recreational facilities

» walkable connections to public transport and community infrastructure.

1, 2, 3, 5 1

45 Create greenways in transit corridors, along major watercourse linear parks, the coast and other strategic locations to provide walking and cycling linkages.

1


POLICY DESCRIPTION

46 Encourage more trees (including productive trees) and water sensitive urban landscaping in the private and public realm, reinforcing neighbourhood character and creating cooler, shady and walkable neighbourhoods and access to nature.

1, 3, 6

47 Provide diverse areas of quality open space in neighbourhoods such as local parks, community gardens, playgrounds, greenways and sporting facilities to encourage active lifestyles and support access to nature within our urban environment.

2, 3 1 1 4, 5

48 Facilitate and support the value of local ownership by supporting communities and businesses to help shape and look after their local open space and streetscapes.

2, 3, 4

49 Support a diverse range of cultural initiatives, such as public art, to stimulate revitalisation of communities and social cohesion.

1, 2, 3

50 Encourage the integration of green infrastructure in the public and private realm to support positive physical, mental and social health outcomes

2, 3, 4, 5, 6

4, 5

53 Maintain and protect primary production and tourism assets in the Environment and Food Production Areas, while allowing for appropriate value-adding activities to increase investment opportunities (Refer to Map 5).

4

54 Ensure that the Environment and Food Production Areas, Character Protection Districts and planning policies work in an integrated way to:

a. protect key primary production assets and opportunities

b. facilitate local operating and investment conditions that support primary production and related agri-business development

c. enable timely farm-business adjustment and climate change adaptation by primary producers.

5

57 Increase opportunities for farm-related value-adding development within the Mount Lofty Ranges Watershed where it can be demonstrated that water quality can be maintained or improved, consistent with the EPA water quality risk hierarchy.

3

58 Manage the interface between townships and adjacent primary production activities and areas of nature protection.

6


POLICY DESCRIPTION

59 Provide for sustainable tourism development across Greater Adelaide by:

» protecting, enhancing and promoting the qualities that attract tourism and are of value to the whole community

» providing appropriate support infrastructure for tourism

» facilitating sustainably designed tourism accommodation in suitable locations

» facilitating tourism-related developments, such as restaurants, speciality retail accommodation and other value adding activities.

1, 3, 4, 5, 7

63 Support and promote defence, science and technology clusters ensuring they are linked by high quality road, rail and telecommunications infrastructure and connect to universities (see Map 4).

6

68 Encourage the development of large scale habitat restoration and conservation projects to increase environmental and primary production values and add to local economies and employment opportunities.

1 4

69 Provide sufficient strategic employment land options with direct access to major freight routes to support activities that require separation from housing and other sensitive land uses.

1

71 Increase the number of neighbourhoods, main streets and activity centres where place is given greater priority than vehicle movement by adopting a ‘link and place’ approach.

5

72 Improve the amenity and safety of public transport stops, stations and interchanges by improving their connections to adjacent development, encouraging mixed-use development and housing diversity in close proximity.

5

74 Improve, prioritise and extend walking and cycling infrastructure by providing safe, universally accessible and convenient connections to activity centres, open space and public transport.

1, 5

75 Encourage car share schemes and public electric car charge points in transit corridors, activity centres and higher density neighbourhoods through provision of incentives.

2

76 Improve, prioritise and extend walking and cycling infrastructure by providing safe, universally accessible and convenient connections to activity centres, open space and public transport.

1

77 Protect current and future road and rail for strategic requirements, such as ensuring adequate access to ports and other major facilities (see Map 7).

1


POLICY DESCRIPTION

78 Coordinate and link strategic infrastructure across Greater Adelaide to ensure it meets the needs of a growing population with a changing demographic profile, and supports a more productive economy.

3

82 Ensure that new urban infill and fringe and township development is aligned with the provision of appropriate community and green infrastructure, including:

» walking and cycling paths and facilities

» local stormwater and flood management provisions

» public open space

» sports facilities

» street trees

» Community facilities, such as child care centres, schools, community hubs and libraries

1, 5 3 1 4

84 Locate community infrastructure to ensure safe, inclusive and convenient access for communities and individuals of all demographic groups and levels of ability.

1

85 Integrate and co-locate different community infrastructure and services in community hubs to maximise their use and enhance their economic feasibility.

2 1

86 Delineate and maintain areas with significant environmental values to protect landscape health, conserve biodiversity and improve development certainty and transparency (represented in Map 10). This includes:

» Nature Protection Areas: these are largely undeveloped areas that retain significant environmental values recognised through existing legislation. This includes protected public lands (such as conservation and marine parks), private protected lands (such as Heritage Agreements) and areas of native vegetation. These areas should be protected from development unless specific exemptions apply.

» Complementary Developed Areas: these are areas where there is a mutually-beneficial co-existence between existing development and significant environmental values. This may include areas used for primary production or recreation, where the specific character of the land use and the environmental values are compatible (and these values are often different to those contained in protection areas). Retaining the character of these areas should be supported by ensuring the compatibility of future development.

1

88 Support the enhancement of the urban biodiversity of metropolitan Adelaide through the development of greenways in transit corridors, along major watercourses and linear parks, the coast and other strategic locations.

1


POLICY DESCRIPTION

89 Ensure that greenways are landscaped with local indigenous species where possible to contribute to urban biodiversity outcomes.

1

90 Protect the natural and rural landscape character of the Hills Face Zone and ensure that land uses in this zone contribute to this landscape backdrop and area of significant biodiversity.

6 5

91 Support the enhancement of urban biodiversity of metropolitan Adelaide through a connected and diverse network of green infrastructure systems.

1

94 Ensure quality open space is within walking distance of all neighbourhoods to:

» link, integrate and protect biodiversity assets and natural habitats

» provide linkages to encourage walking and cycling to local activities, local activity centres and regional centres

» be multi-functional, multi-use (including the shared use of strategically located school facilities) and able to accommodate changing use over time

» incorporate the principles of Crime Prevention Through Environmental Design for safety and amenity

» contain appropriate and low-maintenance species and locate trees to maximise access to shade

» encourage passive recreation opportunities such as provision of a variety of paths and children’s play equipment

» foster a connection to the natural environment through the provision of nature play opportunities and spaces which contrast with the built environment.

1, 3, 4, 5 1, 2, 3 4

96 Strategically locate sports and recreational facilities to cater for community needs.

1, 3, 5

97 Ensure that public open space is adequately greened to act as a natural cooling system to reduce heat island effects in urban areas.

1, 3, 5, 6

99 Deliver a more compact urban form to:

» protect valuable primary production land

» reinforce the Hills Face Zone, character preservation districts and Environment and Food Production Areas

» conserve areas of nature protection areas

» safeguard the Mount Lofty Ranges Watershed

» reduce vehicle travel and associated greenhouse gas emissions (See Map 4).

6 5


POLICY DESCRIPTION

102 Promote green roofs, water sensitive urban design techniques and other appropriate green infrastructure in higher density and mixed-use development to assist with urban cooling, reduce building energy use and improve biodiversity.

2, 3, 6

103 Support a zero waste culture by reducing the waste footprint of new development.

4

104 Develop guidelines for carbon-neutral and energy-efficient building design and material use.

2

105 Create a more liveable urban environment through the establishment of a network of greenways, bicycle boulevards, tree lined streets and open spaces, which will have a cooling effect on nearby neighbourhoods and buildings.

1, 3 1, 6

106 Provide the opportunity for neighbourhood-level alternative energy supplies, which may include embedded and distributed renewable energy, co-generation and smart grid/green grid technology.

2

107 Promote energy efficiency, the use of renewable energy sources and neighbourhood level alternative energy supplies in new developments to reduce energy costs and carbon footprint.

2, 6

108 Encourage the provision of electric vehicle charging points in new higher-density developments, large public and private car parks, activity centres and employment lands.

2

109 Incorporate water-sensitive urban design (WSUD) techniques in new developments to achieve water quality and water efficiency benefits and to support public stormwater systems.

3

110 Protect and secure water resources in the region (refer to Map 12), including:

» the Mount Lofty Ranges

» Watershed

» prescribed water resources

» recycled wastewater networks

» stormwater harvesting.

1, 3, 6

111 Increase the provision of stormwater infrastructure to manage and reduce the impacts of:

» run-off from infill development

» urban flooding from increased short-duration intense rainfall events associated with climate change

» pollution from roads and other developed areas.

3, 6


POLICY DESCRIPTION

112 Minimise risk to people, property and the environment from exposure to hazards (including bushfire, terrestrial and coastal flooding, erosion, dune drift and acid sulphate soils) by designing and planning for development in accordance with a risk hierarchy of:

» avoidance

» adaptation

» protection.

5

113 Improve the integration of disaster risk reduction and hazard avoidance policies and land use planning.

5

114 Decrease the risk of loss of life and property from extreme bushfires through creating buffers in new growth areas that are in or adjacent to areas identified as high risk from bushfires (See Map 13).

5

116 Mitigate the impact of extreme heat events by designing development to create cooler communities through the use of green infrastructure.

5

The 30 Year Plan for Greater Adelaide can be accessed at: www.livingadelaide.sa.gov.au

ABN 92 180 069 793

131 Belair Road, Torrens Park SA 5062

T +61 8 8372 8888 | F +61 8 83728101 E [email protected] www.mitchamcouncil.sa.gov.au

© City of Mitcham 2017

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