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City of Onkaparinga

COMMUNITY PLAN 2028STRATEGIC DIRECTIONS FOR OUR COMMUNITIES

Sustainable Growth 2008-2013

Our Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Mayor’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Monitoring Community Wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Our City . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7Our Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-9Our Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-24

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City of Onkaparinga Elected Members

Our Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Mayor’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5 Our City . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7 Monitoring Community Wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Our Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-9 Our Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-24

Strong vibrant communities

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I am sure you would all agree that the City of Onkaparinga is a great place to live, to do business and to visit. But many of the things that make our City great have come about as a result of careful planning.

Our Strategic Directions 2002 –2005 guided the previous Council and laid the foundations for the current Elected Members. The new Council is of a view that a much longer planning timeframe is appropriate for our City to continue to flourish, and to take account of critical issues such as sustainability and climate change. We need this longer planning framework to ensure we can all respond to risks and adapt to pressures. We are therefore setting a new direction and want you to be part of this new beginning.

We have sought your views and ideas for this plan through two stages of community engagement. Our new plan is termed the “Community Plan”, to reflect the importance of community input and ownership.

I look forward to your continuing contribution in building strong and vibrant communities for the City of Onkaparinga.

Mayor Lorraine Rosenberg

MAYOR’S MESSAGE

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INTRODUCTION

Our agenda As South Australia’s largest Council, and a city that is growing quickly, it is critical that we meet the challenge of planning for the future head on. As the City matures we must adapt how we live and work, and plan to meet our changing needs.

Our goal is to create an environment where strong, vibrant communities can prosper. Developed in collaboration with our communities, the City of Onkaparinga Community Plan is one of the means by which we will achieve this goal.

Ours is a wonderful City with optimistic and positive communities and the Plan capitalises on our inherent strengths – lifestyle, food, wine and tourism industry potential, our clean and green environment, diverse geography and location.

The City of Onkaparinga has a reputation for innovation, best practice and sound management and we will continue to develop these as we put the Community Plan into action. This requires confident and proactive leadership that will inspire and multiply action. It requires a continual renewal of our long- term perspective and intelligent decision-making based on the latest relevant knowledge and information.

We will continue to engage our communities to engender ideas and foster participation and leadership in building a common, sustainable future where strong, vibrant communities can prosper.

Our Organisation Plan will ensure our readiness and ability to deliver on every aspect of the Plan.

Above all, we will make sure action follows this phase of planning.

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Five themesFive themes are central to achieving our goal of Strong Vibrant Communities:

» Planning our City – planning for the sustainable growth of our City: when, where, what style, how and how much.

» A Thriving Economy – working together to renew our economy to capitalise on opportunities both locally and globally.

» Our Environment – Living in balance with our environment, including managing our water resources sustainably and effectively responding to climate change.

» Vitality and Connection – encouraging a positive, creative and supportive place for communities to thrive.

» Community Leadership – fostering and demonstrating leadership at all levels of community life.

Timeframes 20 year Horizon

The City of Onkaparinga Community Plan establishes meaningful strategies into the coming 20 years so we can address issues such as climate change, economic renewal, an expanding and ageing population, access to water and energy, public transport, and social services and facilities.

Outcomes from the Community Plan will be reviewed at least every five years and actions reoriented for the next 20 year period.

Five year Focus 2008–2013: Sustainable Growth

Planning for sustainable growth is the focus of the first five years of the Plan as we anticipate around 40,000 new residents will make the City their home over the next 20 years.

One year Reporting

We will report on progress annually including indicators and targets from our Community Wellbeing Monitor.

INTRODUCTION

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MONITORING COMMUNITY WELLBEINGThe City of Onkaparinga Community Wellbeing Monitor measures and reports on progress towards achieving our goal of strong, vibrant communities. It uses four determinants of wellbeing to do this:

» Social » Economic » Environment » Health

The Wellbeing Monitor is one of a suite of reporting tools used to monitor our progress and achievements.

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ABOUT USOur City is the largest South Australian council by population. In 2007 there were around 156,000 residents and this is increasing at about 1% per year.

Compared to the Adelaide average, our people are younger, with more children and youth and fewer aged people. Like most places however, numbers and proportion of the younger sector have declined whilst the over 50’s sector steadily grows.

The area is sought out for families, although 22% of households (and growing) are lone persons. Average persons per household is currently 2.53 (and falling). Couples with children comprise 45% of families; couples without children 37% and single parents with children 17%.

90% of our population live in detached low density housing and 9% in flats or semi-detached housing. 30% own their home outright whilst 44% are purchasing and 21% rent. More than 60% are now connected to the internet.

Car ownership is much higher than the Adelaide average, with 56% of households owning two or three vehicles. 6% do not own a car.

21% of our population were born overseas, 1% are indigenous and 90% speak only English at home. About 20% volunteer on a formal and regular basis.

ThE LIE OF ThE LANDCliffs, estuaries, dunes and beaches lie along our 31kms of coast and the hills of the lower Mt Lofty Ranges form an impressive backdrop to the City.

Over our 518 square kms, hilly rural grazing land in the north east gives way to rolling wine growing areas in the central and southern areas and urban areas between the foothills and the coast. Two main rivers and several creeks dissect the region from the hills to the sea.

Sturt and Onkaparinga Rivers, Tangari Park and the Aldinga Scrub and Washpool are significant natural conservation areas. They link with the ranges, creeks and coasts to form the City’s major environmental features.

hERITAGE & SETTLEMENTThis is part of Kaurna country and significant cultural heritage areas include Tjilbruke sites along the coast, Pedler Creek estuary and Ochre Point, Aldinga Scrub and the Washpool.

European settlement began in 1837 with townships such as Willunga, Port Willunga, Aldinga, Clarendon, Morphett Vale, Old Reynella, Old Noarlunga and Coromandel Valley establishing around various farming pursuits.

The residential areas have been steadily developing since the 1960s and much of the new housing will occur around and south of Noarlunga Centre.

80% of our population live in the suburbs north of the Onkaparinga River, 15% along the central and southern coast and the remainder in rural and township areas.

OUR CITY


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ThE ECONOMYThe region’s economy features highly adaptive small to medium enterprises and its wine, food and tourism underpin the rural and coastal areas.

Noarlunga Centre is a growing regional node supported by Aberfoyle Park, Morphett Vale, Woodcroft, Christies Beach, Old Reynella, Seaford and Aldinga district centres.

Lonsdale is home to the region’s main industrial area with secondary areas at Hackham, Seaford and Aldinga.

The oil refinery at Pt Stanvac is currently mothballed awaiting a decision on its future. A major desalination plant is being investigated by the State Government for potential construction on the site by 2011.

EMPLOYMENTAround 60% of residents leave the City for employment.

The main employment sectors are manufacturing (19%), retail (16%), health related (12%), construction (6%), education (10%), agriculture (including vineyards) and tourism (7%), public administration and safety (4%).

Occupations are diverse, dominated by trades (17%), clerical/administration (16%), professions (14%), labourers (13%), sales (11%), community/personal services (11%) and managers (10%).

Unemployment fell significantly to 5.7% over the five years to 2007.

GETTING AN EDUCATIONNoarlunga TAFE and the Australian Technical College at Christie Downs are augmented by Flinders University and O’Halloran Hill TAFE close to our northern boundary.

Eleven secondary schools, 59 primary schools and 56 pre-schools cater for nearly 30,000 children. 37% of our population have a tertiary qualification.

TOURISM, FESTIvALS & EvENTSOur tourism is based around the acclaimed McLaren Vale wineries, gourmet food, festivals and events, and the spectacular coastline and beaches.

Signature events include the Tour Down Under, Fleurieu Peninsula Biennale Art Exhibition, Fiesta! Food Festival, Fleurieu Folk Festival and the Sea and Vines Festival.

WATERMajor metropolitan reservoirs are located at Mt Bold and Happy Valley. Waste water treatment plants at Christies Beach and Aldinga supply treated effluent to irrigate McLaren Vale vineyards. This is supplemented by a number of Septic Tank Effluent Drainage Schemes. Vignerons also have access to underground water in the McLaren Vale Prescribed Wells area.

Stormwater systems link to rivers and creeks flowing across the area to the Gulf, and are a significant potential resource.

RECREATION & SPORT85% of households in the urban areas are within walking distance (400m) of a reserve. Large regional recreational complexes at Aberfoyle Park, Morphett Vale, Noarlunga Centre, Pt Noarlunga, Seaford and Aldinga are augmented by feature parks and local reserves.

Five surf lifesaving clubs patrol the coast and we’re home to the South Adelaide Football Club and numerous other sporting clubs.

hEALTh CARETwo major hospitals/health centres are located at Bedford Park ( just north of our boundary) and Noarlunga Centre, with a third hospital at McLaren Vale.

WASTE MANAGEMENTIn the five years to 2007, we have reduced our domestic waste to landfill by 32%, increased our recycling by nearly 300% and our green waste recovery by 500%.

There are two major landfills in the McLaren Vale area, recycling operations have been established across the City and a large composting operation is located at Whites Valley.

GOvERNANCEThe City is divided into five Wards with four Councillors each, plus the Mayor. There are four State electorates wholly within the City and parts of another four around the northern periphery. Two Federal electorates roughly divide the city into western and eastern halves, with a portion of a third electorate located in the north. 78% of our population are eligible to vote in council elections.

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OUR ROLE

We have developed a framework to define the Council’s role across the range of services and activities we are involved in or are considering becoming involved in. Amongst a range of players, the role statement is important in helping to define and clarify the extent of our actions and influence on different issues. It also assists

in making sure we are effective and efficient in our allocation of resources to these issues. The various roles are defined below, and we have assigned our role(s) for each strategy, under each of the five theme areas.

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Strong vibrant communities» 20 year Horizon » 5 year Focus » 1 year reporting

OUR ROLE

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Leadership » Council leading the community or local government sector by example » Council setting directions to meet current and future needs, usually

through policy, strategies, plans or reviews

Owner/custodian » Council fulfilling its obligations to manage the community’s assets including buildings, facilities, public space, reserves and those of the natural environment eg. remnant native vegetation, rivers and the coast

Regulatory » Council undertaking a particular role in response to legislation which may either be direct and specific or be general in nature such as ‘duty of care’

Information provider » Council distributing or displaying community information produced by other agencies (eg information pamphlets and temporary displays)

» Council providing its own information to the public via Council reports and studies, website etc

» Council developing resources to promote a common understanding of key characteristics and trends relating to the City (eg studies, surveys, suburb profiles) and to inform decision-making

Advocate » Council making representations on behalf of the community to one or more parties that has a direct role or influence with regard to the matter under consideration

Initiator/facilitator » Council bringing together stakeholders to collectively pursue a shared interest or service or to resolve an issue

Agent » Council providing a service on behalf of another party that funds the service, when the associated funding conditions accord with Council’s own directions

Part Funder » Council contributing funds or resources, as one of a number of parties that contribute funds (or resources), towards an initiative or service

Direct service provider » Council fully funding and providing a service


OUR STRATEGY

Strategic contextWe undertake strategic planning for the future and the Community Plan continues a pattern of strategic planning since the creation of the City of Onkaparinga.

Organisational context We will review our rolling 20 year Financial Plan and a five year Organisation Plan to orient the organisation to deliver the Community Plan. Annual business plans and budgets will ensure the timely and appropriate allocation of resources for implementation.

Regional contextThe following regional and city-wide initiatives are closely associated with and/or support the City of Onkaparinga Community Plan. These can be viewed via www.onkaparingacity.com

» Fleurieu Peninsula Region Integrated Strategic Tourism Plan 2007/2012 (in collaboration with the Fleurieu Tourism Marketing Board)

» Southern Adelaide Economic Development Plan 2007 (a collaboration between the cities of Onkaparinga and Marion and the Southern Adelaide Economic Development Board)

» City of Onkaparinga

– Community Engagement Framework 2006

– Recreational Trails Strategy 2007-2027

– Cliff Stability Long Term Action Plan 2007

– Climate Change Impact on Coastal Lands Study 2007

– Recreation Open Space Network 2008-2028

– Climate Change Strategy 2008-2013

– Integrated Transport Strategy 2008-2013

– Water Management Strategy 2008-2013

– Development Plan Review 2008 (priorities for future amendments to the Development Plan)

Statewide contextAll councils in South Australia are required by the Local Government Act 1999 to apply a strategic planning approach to all activities. The Commu-nity Plan is the City’s lead strategic document and replaces the previous Creating Our Future 2002-2005.

The South Australian Strategic Plan (SASP) establishes a range of high level targets and the State Government orients its strategies, activities and expenditure to achieve these targets. The Community Plan also seeks to contribute to the achievement of these targets where they are relevant to our region and this connection will be shown in the Community Wellbeing Monitor.

Other strategies that have provided context and direction include the South Australian Planning Strategy , the Strategic Infrastructure Plan for South Australia (2005), the Housing Plan for South Australia (2005), the Industrial Land Strategy for Metropolitan Adelaide (2006), Water Proofing Adelaide (2005), the State Natural Resources Man-agement Plan (2006), Adelaide and Mount Lofty Ranges Initial Natural Resources Management Plan (2006) and South Australian Waste Strategy (2005).

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OUR STRATEGY

How we have compiled the strategiesEach of the five themes contains a listing of issues we believe will be critical over the next 20 years followed by strategies for action over the next five years. A series of important ongoing initiatives is then outlined.

The themes, strategies and actions have been developed through two stages of engagement with our communities and government and non-government agencies.

Strategies (20 years – to 2028)

Strategies are comprised of the desired outcome, our role and our action.

In some themes, some of the actions listed are to cooperatively implement regional strategies previously referred to. Key objectives for these strategies are shown, and we will undertake various roles in their implementation.

The Community Plan’s five themes are inter-related and many of the strategies described are relevant to more than one of the themes. In these cases, the strategy is included in the theme of greatest relevance.

Desired outcomes (20 years – to 2028)

These are our aspirations for the City.

We may not be solely responsible for the delivery of desired outcomes, but may play a role in their achievement through collaboration with all levels of government and our stakeholders and communities.

Our role

This is our primary role/s in achieving the desired outcomes. Our role/s will vary from leadership, advocacy, initiation/facilitation, information provision and regulation to ownership/, custodianship, agent part-funder and service provision.

Our action (5 years – for review by 2013)

These are actions that we will undertake, consistent with our role, towards achieving the desired outcomes.

Ongoing initiatives

These are the activities that we will continue to undertake and the services that we will continue to provide.20 • 5 • 1 13

PLANNING OUR CITY

Critical issues» More than 20 000 additional dwellings will be

established in the City of Onkaparinga in new developments in the next 20 years. Planning for new communities requires dynamic partnerships with the State Government, and infrastructure and service providers.

» The provision of effective private, public and community transport options that meet our community needs and reduce car dependency. The State Government’s commitment to the extension and electrification of the rail line South of Noarlunga is central to determining the form of parts of our City.

» The expansion of residential development south of the Onkaparinga River creates challenges for the provision of infrastructure, transport and jobs to new communities. It also adds pressure on primary production and and important landscape and heritage value .

» While younger than the population of Adelaide generally, our communities are ageing, comprising large numbers of ‘baby boomers’ who require access to health services and suitable housing.

» The distribution and development of diverse, quality public open space is critical for liveable cities.

» Some older, more established areas of the City are in need of regeneration.

Planning for the sustainable growth of our City: when, where, what style, how and how much.

Twenty (2028) Five (2013)

Desired Outcome Our Role Our Action

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The focus for new residential development will first be in areas that have services and infrastructure and will ensure efficient and sustainable use of available urban land

» We will anticipate and plan for greenfield development at Seaford Meadows, Seaford Heights, Seaford Rise, Moana Heights and Hackham.

» We will encourage higher densities (3–4 storeys) at residential development nodes – areas of concentrated development close to main roads and public transport corridors, open space health and shopping facilities. We will also provide for a mix of residential and commercial land use in these areas.

•Leadership•Regulator• Information provider

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PLANNING OUR CITY

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» We will continue to pursue a joint approach with State Government to coordinate development in the City of Onkaparinga.

» We will develop a Master Plan, in conjunction with State Government, by 2009/2010 detailing staged and managed sustainable growth for the City.

Population growth in the City and region is sustainable, collaboratively planned and managed, and township boundaries and rural land are protected

•Leadership•Initiator•Regulator

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The Adelaide/Noarlunga rail line is extended to Aldinga and electrified, to form a focus for new communities as they develop.

» We will continue to advocate and work proactively towards achieving the extension of the rail line from Noarlunga to Seaford Heights by 2012.

» We will continue to work with others towards the electrification of the rail line.

» We will advocate for the establishment of a rail corridor reserve to Aldinga and the provision of a rail service to Aldinga, ahead of further greenfields development.

» We will engage and collaborate with our communities, the non-Government sector and the private sector in pursuing the rail extension and electrification.

•Advocate •Initiator•Information provider

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Noarlunga Centre is further developed to provide an enlivened regional centre, with at least 10, 000 people working and living in the locality, focussed around the train/transit station

» We will actively support a Transit Oriented Development (TOD) at Noarlunga Regional Centre and work with other parties to achieve this.

» We will initiate studies to support our communities’ priorities – eg. open space, marketability of higher density living, movement patterns.

•Leadership•Initiator•Facilitator•Regulator

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A range of sustainable housing options is available that match our communities’ needs

» We will enable more diverse housing options, (eg. dual occupancy, granny/student flats, dwellings above shops, housing with communal open space, high to medium density housing, town houses/apartments, home-based employment – ‘houses-for-life’ that are adaptable to residents’ changing needs) through amendments to the Development Plan.

» We will encourage housing diversity, sustainability and affordability by working with Government, non-government organisations and the private sector to identify opportunities.

» We will provide opportunity for employment land and tourism facility land in conjunction with land for housing.

•Leadership•Regulator•Initiator

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Declining urban areas including older, more established areas are regenerated

» We will plan and encourage the regeneration of older areas of the City, where appropriate, particularly around local centres near public transport, to improve amenity and sustainability. This will include Christie Downs, Beach Rd Christies Beach, Morphett Vale (Main South Rd and around Southgate Shopping Centre), Aberfoyle Park Hub, Old Reynella and Noarlunga Downs.

•Service provider

•Advocate

•Regulator

•Initiator

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1.7 Quality, well-used open space is a feature throughout the City

» We will implement the City of Onkaparinga Recreation Open Space Network 2008–2028 and the Recreational Trails Strategy 2007–2027, to:– establish the required distribution of local,

district and regional reserves throughout the City

– devise and implement a plan to systematically develop these reserves throughout the City

– develop a network of sustainable recreational trails throughout the City, linking centres, attractions and residential areas.

•Leadership•Advocate• Part funder

• Service provider


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BUILT HERITAGE - We will continue to support the protection of the City’s built heritage through studies and surveys, a local heritage register and the provision of advice and appropriate management incentives for private owners.

INFRASTRUCTURE - We will continue to plan, design, construct and maintain our infrastructure assets in accordance with our Asset Management Plans. These assets include:

» bridges » footpaths » storm water systems

» bus shelters » parks and reserves » street furniture

» car parks » roads » street lighting

» coastal » signage

LAND USE PLANNING - We will continue to guide sustainable and integrated land use and development by reviewing and amending the Development Plan, assessing development applications and monitoring development compliance.

STREETSCAPES AND GATEWAYS - We will continue to plan, develop and maintain attractive streetscapes and gateways within the City.

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WE WILL CONTINUE TO

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1.8 All forms of transport are integrated with current and future land use and provide social and economic opportunity for our communities

» We will complete and implement the Integrated Transport Strategy 2008-2013, with the key objectives of:

– A modern, integrated, targeted and well-used public transport system

– A walking and cycling friendly city – Independence and social connectedness for

the transport disadvantaged – Communities and businesses are safely and

effectively connected by road.

•Leadership•Advocate• Service provider

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A ThRIvING ECONOMYWorking together to renew our economy to capitalise on opportunities both locally and globally.

Critical issues» The City has been impacted upon by the moth-

balling of Port Stanvac Oil Refinery (2003), and the closure of the Lonsdale Mitsubishi Engine Plant (2005) and Tonsley Park Mitsubishi Manufacturing Mlant (2008), and a range of smaller manufacturing businesses. This heralded a major shift in a significant sector of the regional economy and a consequential loss of jobs and production. Cooperative planning is required between Local (Cities of Marion and Onkaparinga), State and Federal Governments and local communities to redirect our economy to a more sustainable path. The Southern Adelaide Economic Development Plan 2007 has been a product of this cooperation.

» Tourism is also a significant part of our economy and we have linked with the State Government and the other Fleurieu Peninsula Councils to develop the Fleurieu Peninsula Region Integrated Strategic Tourism Plan 2007 - 2012.

» To enhance the region’s competitiveness there needs to be a substantial increase in investment in infrastructure such as broadband and transport, and an increase in workforce development and land able to be used for employment. With the existing deficits in freight and public transport infrastructure the creation of more local jobs is required.

» The region is a significant part of the State’s economy and has out-performed other regions in employment growth but under-performed in terms of output growth. Thus growth has tended to be in lower value-add jobs which are more vulnerable to economic downturn.

» The region has a significant economy dominated by highly adaptive small to medium enterprises and widely known for its wine, food, tourism and water recycling industry. The strengths of the region need to be promoted to continue to attract the necessary investment and workforce for long term growth.

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The Southern Adelaide economy is renewed

» We will, with the City of Marion and Southern Adelaide Economic Development Board, implement monitor and review the Southern Adelaide Economic Development Plan 2007. The Plan’s key objectives are:– to grow and maintain a competitive, vibrant and

entrepreneurial business environment– encourage the development of globally

competitive businesses– build skilled communities

and it has identified five sectors for growth:

– Environmental Industries– Food, Wine and Tourism– Advanced Manufacturing– Health and Education Services– Medical Technologies.

•Leadership•Advocate• Initiator/ facilitator

•Regulator• Part funder


• Owner/ custodian

•Agent

2.1

The Fleurieu Peninsula region is the first-choice Australian destination for great food, wine, art, coastal and water-based experiences

» We will, with the other Fleurieu Councils and the Fleurieu Tourism Marketing Board, implement, monitor and review the Fleurieu Peninsula Region Integrated Strategic Tourism Plan 2007. Key objectives of the Plan include:– developing branding relating to food, wine

and lifestyle marketing– focussing on products and visitor segments

for higher yields– protecting natural assets– creating partnerships for infrastructure– providing quality visitor information.

•Leadership•Advocate• Initiator/ facilitator

• Information provider

•Regulator• Part funder



2.2

Note: We have already undertaken significant strategic planning in the economic area therefore fewer actions are shown here compared to some other themes.

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A ThRIvING ECONOMY



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ECONOMIC & EMPLOYMENT DEVELOPMENT - We will continue to develop the capacity of business to grow and export and work closely with the State and Federal Governments to attract new investment to the region.

We will continue to facilitate long term workforce development planning, support training and skill development programs for disadvantaged groups and the establishment of local career paths for young people.

We will continue to advocate for and facilitate the provision of employment land serviced by world standard broadband and other infrastructure.

COMMERCIAL ACTIVITIES - We will continue to manage the operation of our tourist parks and facilities, golf course, aquatic and recreation centres, cemeteries and other commercial activities to ensure they provide the best possible service to the community in accordance with market trends and community expectations.

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OUR ENvIRONMENT

Critical issues » Responding to climate change poses a significant

challenge for the City and region. As a community we need to reduce our greenhouse emissions from all spheres of activity.

» We also need to adapt to climate change that is happening now so that our communities, environment and economy are resilient to this change. The projected warming and drying trend is impacting on our native vegetation and water resources. Projected sea level rise and increased intensity of extreme events will impact on our coast and infrastructure.

» Planned growth in the region needs to be sustainable so that existing pressures on our natural environment are not exacerbated. This includes pressures on native vegetation, water resources (quantity and quality) and the local coast and marine habitats and ecosystems.

» With change comes opportunity. The need to reduce emissions provides an added incentive for local investment in energy efficiency, renewable energy and waste minimisation initiatives. The need to conserve and protect our water resources is driving our efforts to maximise the reuse of wastewater and stormwater, while maintaining water quality and environmental flows.

Living in balance with our environment, including managing our water resources sustainably and effectively responding to climate change.

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The City is a low-emissions city that manages the impacts of climate change

» We will implement, monitor and review the City of Onkaparinga Climate Change Strategy 2008– 2013, the objectives of which are to: – be prepared for and resilient to climate change– reduce greenhouse gas emissions– be a leader in responding to climate change.

•Leadership•Advocate• Information provider

•Regulator• Owner/custodian

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The City’s water resources are fully harnessed and reliance on the River Murray is reduced

» We will implement, monitor and review the City of Onkaparinga Water Management Strategy: Water Futures 2008 –2013, the objectives of which are to: – conserve water– protect water quality (surface and groundwater)– reduce reliance on water sourced from the River

Murray

•Leadership•Advocate• Initiator/facilitator


•Regulator

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Note: We have already undertaken significant strategic planning in the environmental area therefore fewer actions are shown here compared to some other themes.

Biological diversity is protected and restored

» We will implement, monitor and review the City of Onkaparinga’s Biological Diversity Strategy and Action Plan 2006-2010, the objectives of which are to: – protect the quality and extent of remnant

native vegetation– reduce threats to threatened species– minimise the impacts of Council’s operations

on biological diversity.

3.3 •Leadership•Advocate• Initiator/facilitator


•Regulator• Owner/custodian

• Part funder• Service provider

23

– protect water dependent ecosystems, including coastal and marine environments

– promote economic development opportunities.

• Owner/custodian

• Part funder• Service provider

•Agent

3.2

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COAST – We will continue to plan for and manage coastal environments and pressures to protect social, economic and environmental values and assets.

NATIVE VEGETATION & LANDSCAPING – We will continue to manage, protect and restore native vegetation on Council land and in partnership with our communities, and utilise appropriate species for landscaping consistent with the “City of Onkaparinga Planting Guidelines”.

WASTE AND RECYCLING – We will continue to provide and manage the provision of waste management and education services to minimise waste and maximise reuse and recycling (including kerbside waste, recycling and green waste collection).

EFFLUENT MANAGEMENT - We will continue to provide and manage Community Wastewater Management Systems (CWMS) and utilise treated effluent as a resource.

LAND CONTAMINATION - We will continue to appropriately remediate contamination on community land.

3.4

3.6

3.5

3.7

3.820 • 5 • 1

vITALITY & CONNECTION

Critical issues » Parts of our City have inadequate access to social

infrastructure and services such as childcare, doctors and other healthcare, public transport and recreational facilities.

» The population is ageing with an increasing proportion comprising baby boomers now in their sixties. This will bring challenges in health, recreation and housing. There will be opportunities for volunteering and giving back to the community.

» Nationally, obesity, poor fitness levels and poor mental health are serious issues that place ad-ditional strain on health resources and decrease

positive participation in community life in our City.

» There are pockets of disadvantage and poverty and the housing affordability gap continues to widen.

» Although surveys show that our residents feel connected to their community, there are global trends which threaten peoples’ sense of security and belonging.

» Young people are seeking to be increasingly mobile and connected through new technology and are looking for ways to participate and express themselves.

Encouraging a positive, creative and supportive place for communities to thrive.

F i v e ( 2 0 1 2 )

Twenty (2028)


Human services and facilities are provided to match development

» We will identify the social infrastructure and services such as childcare, doctors, healthcare, public transport, recreation facilities required for residential development and seek to incorporate these into our development approval process.

•Leadership•Advocate •Initiator/facilitator

•Regulator

4.1

Five (2013)

STR

ATEG

IES

24 20 • 5 • 1Our City’s public spaces are enlivened to promote social interaction and a sense of character and identity

» We will develop our City’s public spaces, including:– upgrading foreshore access, including the

Coast Park and associated nodes – Port Noarlunga, Christies Beach, Moana and the Aldinga Washpool

– libraries and community centres– the Coast to Vines Rail Trail, Sturt River Linear

Park, Jubilee Playground Pt Noarlunga.


•Part-funder

•Advocate


4.2




Positive ageing is integrated at all levels in our communities

» We will develop programs that build our communities’ capacity for:– ongoing learning– ageing-in-place, without having to relocate– physical activity– volunteering.

•Leadership•Advocate•Initiator/facilitator

•Part-funder

4.3

Artistic and cultural expression are a prominent presence, attraction and activity with the City

» We will capture and promote local expres-sion, heritage and identity through public art and cultural events at strategic public places throughout the City.

» We will develop programs that encourage creativity and understanding through artistic and cultural pursuits, especially with our younger and older people.

•Leadership•Initiator/facilitator

•Part-funder•Advocate•Regulator

4.5

STR

ATEG

IES

The City is a dynamic place, attracting and stimulating young people who are shaping its development and character

» We will encourage leadership, responsibility and contribution (including volunteering) that makes a difference to the life of our communities.

» We will develop our centres to include attractive entertainment and recreation options for young people.

» We will encourage young people’s involvement in decisions that affect their lives.

» We will build better understanding of and respect for our young people.


•Part-funder•Advocate

4.4

20 • 5 • 1 25

All sectors of the community have access to information, services and opportunities

» We will advocate for effective world class broadband services for all of our communities.

» We will target socially disadvantaged communities to address equity and access to community services and facilities, and provide opportunity to move out of social disadvantage.

» We will develop social enterprise opportunities targeting youth employment.


•Part-funder•Advocate•Regulator

4.6


vITALITY & CONNECTION


26 20 • 5 • 1

3.8 ARTS - We will continue to encourage, support, implement and lead cultural and artistic activities at the Arts Centre, Port Noarlunga and throughout the City.

COMMUNITY CENTRES - We will continue to support centre management committees and volunteers to provide programs which enable education and social opportunities for our residents.

COMMUNITY DEVELOPMENT PROJECTS AND PROGRAMS - We will continue to deliver a range of community development programs including:

»ageing communities »neighbourhood development recognition

»children and families »respite

»community transport »volunteer

»disability »youth services

GRAFFITI - We will continue to work with volunteers, residents, the wider community, SAPOL, utilities and businesses to reduce the impact of graffiti across the City.

GRANTS AND AWARDS - We will continue to support and recognise community initiatives through sponsorships, grants and awards.

LIBRARY SERVICES - We will continue to manage and deliver library and information services through six libraries and a mobile library to support the learning, recreational and cultural needs of our communities.

PROPERTY SERVICES - We will continue to manage and maintain Council buildings and facilities and, where appropriate, upgrade and provide new facilities to ensure that needs are being responded to by providing safe, presentable and functional buildings.

PUBLIC HEALTH & SAFETY - We will continue to contribute to the health and safety of residents, businesses and visitors to the City of Onkaparinga through a range of public health and safety programs.

RANGER SERVICES - We will continue to provide animal management and a range of regulatory services, including ongoing community patrols and emergency management programs, to make our communities safer.

RECONCILIATION AND ABORIGINAL HERITAGE - We will continue to work with Aboriginal communities to promote reconciliation outcomes. We will continue to recognise and en-gage with Kaurna people as the Traditional Owners in this region and promote and help protect Aboriginal heritage.

RECREATION - We will continue to coordinate planning, training and support for sporting and recreational activities and groups in our communities.

4.7

4.8

4.9

4.11

4.12

4.14

4.13

4.17

4.16

4.15

4.10

WE WILL CONTINUE TO

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2720 • 5 • 1


COMMUNITY LEADERShIP



Strong, proactive leadership and participation driven by our communities

» We will continue to develop leadership within our communities.

» We will facilitate active engagement of and between our communities to enable them to influence the decisions that affect them and keep them informed of progress.

» We will facilitate a dynamic volunteer presence across all of our communities’ activities.

» We will support and recognise our communities’ initiatives.

•Leadership• Initiator/facilitator

•Information provider

5.1

Council is recognised for its strong leadership

» We will take on a stronger leadership and advocacy role to progress our communities’ priorities.

•Leadership•Advocate

5.3

Critical issues » Achieving strong and vibrant communities requires

positive and collaborative participation from all levels of government, stakeholders and our communities.

» As well as being a leader in our own right, we must take a heightened and informed role to lead, initiate and advocate to broker outcomes on our communities’ priorities.

» Cost-shifting for services from Federal and State Governments to Local Government continues to impact on our ability to provide services and facilities.

» Our communities are more informed and have the knowledge and expertise about issues that affect their lives, and rightfully expect to be engaged in policy development and decision making.

Fostering and demonstrating leadership at all levels of community life.

STR

ATEG

IES

Our communities are well informed and knowledgeable

» We will measure the wellbeing of our communities and report on this annually.

» We will provide easily accessible information on key issues and on programs and initiatives, including the Community Plan.


5.2

28 20 • 5 • 1




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20 • 5 • 129

Council is recognised for its effective collaboration, advocacy and lobbying outcomes

» We will actively pursue a collaborative approach with State and Federal Governments to agree, plan and implement regional priorities.

» We will work with non-government organisations to bring new services and facilities to the City.

» We will actively, effectively and strategically campaign, where necessary, for the best outcomes for our communities.


5.4

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STRATEGIC PLANNING - We will continue to monitor trends and influences at local, state and national level and develop plans, studies and guidelines for implementation throughout our operations, plans and strategies.

ELECTED MEMBERS - We will continue to provide Elected Members with opportunities to develop the knowledge and skills to assist them in representing their communities in a decision making capacity.

GOVERNANCE - We will continue to develop our governance and decision making practices to ensure that they are open, accountable and comply with relevant legislation.

LOCAL GOVERNMENT COOPERATION - We will continue to work with other councils, the Local Government Association and State and Federal Governments to agree, plan and implement regional priorities.

5.5

5.7

5.6

5.8

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