STRATEGIC PLAN - Home Council · 4 Strategic plan The City of Playford is South Australia’s City of Opportunity. The north of Adelaide is a focus for the urban and economic development

STRATEGIC PLAN

2 Strategic plan

ContentsForeword 4

Alookbackintimeasweplanourfuture 6

RoleofCouncil 10

DevelopingtheStrategicPlan 13

ResourcingthePlan 17

The STraTegieS 18

Strategy1

Ourfoundations–services,citypresentationandcommunitypride 20

Strategy2

SecuringPlayford’sfutureandbuildingvalue 26

Strategy3

Elizabeth,Adelaide’sNorthernCBD 32

Strategy4

SecuringPlayford’spositionintheglobaleconomy 38

Strategy5

Buildingourcapabilities 44

Indicators 50

4 Strategic plan

TheCityofPlayfordisSouthAustralia’sCityofOpportunity.ThenorthofAdelaideisafocusfortheurbanandeconomicdevelopmentoftheState.Asthecentrallylocatedlocalgovernmentintheregion,ourtaskistoworkcloselywithothergovernmentsandagenciestoachievewellplannedandsustainabledevelopmentthatwillbenefittheStateandourowncommunityforthelongterm.ItisforthispurposethatCouncilhasdevelopedthisStrategicPlan.

FOreWOrD

Strategic plan 5

As a Council we are working to achieve our community’s aspirations to be vibrant, thriving and sustainable and to make our City prosperous, liveable and happy.

Following extensive community consultation the Playford Community Vision 2043 sets out a long term vision and this Strategic Plan determines what we need to do in the next five years and beyond to bring this vision to fruition.

The City is rightfully proud of its past. It was developed and prospered in the 1950s and 1960s, a place influenced by migration where people settled to ensure a good future for their families. Today the City is growing again and there are opportunities for more people to move into new areas and experience a bright future in liveable and connected communities. A focus on our economy will see an emphasis on local employment in advanced manufacturing, food and wine, health and community services, building and construction and associated supply chain industries.

Our vision for 2043 is a big call, but it is achievable if we get everyone on board to work collaboratively towards the best outcomes for the City of Playford. We need to partner with other spheres

of government and agencies and form regional alliances with our neighbouring councils and other regions further afield, taking advantage of the growing digital economy to ensure we are a key driver for the economy of the northern region of the State. Other stakeholders such as businesses, community based organisations and community leaders are crucial to our success and we are working hard to build these connections.

The next five years will see significant projects underway. Elizabeth has been identified as Adelaide’s northern CBD and plans will now take shape as to how to make this happen, including a revamped Regional Centre, Sports Precinct, Lyell McEwin Health Precinct and Education and Training Precinct.

The image and reputation of the City will be transformed through implementation of a range of Lighthouse Projects as we look to reshape the perception of our area as a liveable, prosperous and happy place to live and work.

There is much to be done and this Strategic Plan allows us to move forward with confidence to create the City that our community envisions for 2043.

This Strategic Plan sets out Councils strategic directions for the next five years. For further information about our ongoing service delivery please see our Annual Business Plan and Budget which identifies how Council will deliver over $88 million of ongoing services and $36 million of capital projects to improve key services and deliver new and enhanced projects (figures based on 2014/15 financial year).

Signed by Mayor and CEO January 2014

Glenn Docherty, Mayor Tim Jackson, CEO

6 Strategic plan

iN a lOOk baCk iN Time aS We plaN Our FuTure

Strategic plan 7

prOSper iN eliZabeTh

CiTY OF OppOrTuNiTY

The statements above are from a post-war Prosper in Elizabeth brochure but have just as much relevance today as they did in the 1950s. Despite a span of some sixty years the sense of optimism and visionary thinking for the Playford area remain the same, as articulated in our recently endorsed Playford Community Vision 2043.

Elizabeth offers the opportunity of building a solid future in a planned, fast growing community in a state noted for its industrial stability

South Australia’s newest completely planned city and community

Neighbourhoods that are self- contained for everyday living, with schools, shops and other services

Opportunity to bring up a family in the best possible surroundings

An enviable lifestyle that is connected, healthy, happy and proud

A diversity of lifestyle choices… connected, well- planned and attractive with appropriate infrastructure and services to support a village type atmosphere

A thriving city with the right conditions for people to take advantage of the many opportunities to prosper as individuals and as communities

A sense of happiness will pervade… brought about by a satisfaction with the opportunities that are present to live, work and play in a flourishing environment

“Athrivingcitywiththerightconditionsforpeopletotakeadvantageofthemanyopportunitiestoprosperasindividualsandascommunities”

8 Strategic plan

Such striking similarities in the aspirations for the future of the city at different times in our history point to a community that is committed to continually grow and adapt to the changing economic, social, environmental and political conditions of the world in which we live. The desired outcomes may be the same but the way we need to get there has evolved over time.

In the 1950s planning was underway for ‘self-contained communities’ and today Playford’s residents are looking to create a ‘village lifestyle’ that is connected by a network of roads, public transport, walking and cycling paths that link homes, workplaces, shops, schools and other services.

The Elizabeth Town Centre was described as being ‘a focal point for trading, professional and civic activity, offering unique professional and business opportunities’. Today Elizabeth is identified as becoming ‘a vibrant CBD for the North, an integrated retail, and commercial and entertainment hub’.

The map from the 1950s also shows how our town centre was planned around access for motor vehicles with ample parking areas… today the aim is to reduce the reliance on motorised transport and provide sustainable trails around and across the city that not only connect people and places but contribute to the health and wellbeing of the community.

Strategic plan 9

BUCKLAND PARK URBAN

DEVELOPMENT

VIRGINIAUrban

Development

ANGLE VALEUrban

Development

PLAYFORD NORTHUrban

Development

RAAF

DSTO

BAE

VIRGINIAHORTICULTURAL

ZONE

EDINBURGH NORTHSMART INDUSTRIES

PRECINCT

CENTRALBUSINESSDISTRICT

DIGITAL AND ALLIED Health

Precinct

EducationPrecinct

EducationPrecinct

ALLIED HEALTHPrecinct

DEFENCEVEHICLE

Precinct

GENERALMOTORS

CommercialEnvironmentalSustainability

PrecinctGREATER

EDINBURGH PARKS

INTERMODAL AND LOGISTICS

PRECINT

DEFENCEAEROSPACESCIENCE ICT

SPECIALPOLICY AREA

TRAIN LINE

NORTHERNExpressWay

FUTUREMASS TRANSIT

Adelaide 30 kms

City of Playford

DRAFT FOR CONSULTATION

PURPOSES ONLY

ElizabethOne Tree Hill

Munno Para

Mai

n N

ort

h R

oad

Curtis Road

Womma Road

Angle Vale

Virginia

Green areas continue to be an important focus in our future plans as we look to protect our vast areas of open space for recreational, horticultural and agricultural needs.

As a Local Government we are closely connected to our community. Throughout our history the Council of the time has a proven record of building appropriate communities and providing for their needs. The planning from the 1950s has served us well and we must continue to adapt to changing circumstances and capitalise on emerging opportunities while avoiding the planning failures from which the region has suffered since the 1970s.

Strategic planning will be an ongoing focus for the City of Playford as we build on the successes of the past to forge ahead and create a liveable, prosperous and happy city to secure our future for generations to come.

10 Strategic plan

rOle OF COuNCil

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TheLocalGovernmentAct1999statesthatacouncilis,underthesystemoflocalgovernmentestablishedbythisAct,establishedtoprovideforthegovernmentandmanagementofitsareaatthelocalleveland,inparticular–

(a) to act as a representative, informed and responsible decision-maker in the interests of its community; and

(b) to provide and coordinate various public services and facilities and to develop its community and resources in a socially just and ecologically suitable manner; and

(c) to encourage and develop initiatives within its community for improving the quality of life of the community; and

(d) to represent the interests of its community to the wider community; and

(e) to exercise, perform and discharge the powers, functions and duties of local government under this and other Acts in relation to the area for which it is constituted.

In addition to this the South Australian Public Health Act 2011 sections 51-52 recognises Local Government as the local public health authority and that we are required to embed Public Health Planning into existing processes and ensure that it is consistent with the State Public Health Plan.

The South Australian Public Health Plan A better place to live emphasises health protection, prevention, preservation and promotion as a pathway to sustainable, connected, inclusive, liveable and dynamic communities. This aligns to the Playford Community Vision 2043 and is also embedded throughout this Strategic Plan.

ThEROLESOFCOuNCILCANBEDEFINEDASBELOw:

Leader / Planner Leading the community, setting an example, setting direction and planning for the future.

Owner/Custodian Fulfilling Council’s obligations to manage the community’s assets – social, physical and green infrastructure.

Regulator Undertaking a particular role in response to legislation (direct/specific or general duty of care).

Information Provider Distributing of or displaying community information, developing resources to promote community understanding and to inform decision making.

Advocate Making representations on behalf of the community.

Facilitator/Initiator/Partner Bringing together or partnering with stakeholders to collectively pursue a shared interest or service to resolve an issue.

Agent/Broker Providing a service on behalf of another party that funds the service.

Direct Service Provider Fully funding and providing a service.

Part Funder Contributing funds or resources, as one of a number of parties that contribute funds.

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This Strategic Plan calls for Council to play all of these roles as it seeks to deliver the community’s vision for Playford to be prosperous, liveable and happy - a City of Opportunity.

Council is the body responsible for delivering some city services and the provision of assets, whereas the provision of other services is the responsibility of other governments.

This plan takes an integrated approach that recognises tangible benefits will arise from connecting lighthouse projects and other works in the city. Advocacy, facilitation and forming

“ThespecificrolesthatCouncilwillplayinthedeliveryofthevariouselementsofthisStrategicPlanarehighlightedinpurplewithineachspecificstrategysectionofthisPlan.”

partnerships are crucial roles that Council will play in engaging governments and other stakeholders, and in attracting the necessary expertise and resources needed to transform the city.

The specific roles that Council will play in the delivery of the various elements of this Strategic Plan are highlighted in bold within each specific strategy section of this Plan.

Strategic plan 13

DeVelOpiNg STraTegiC plaN

plaYFOr COmmuNiTY ViSiON 2043

STraTegiC plaN

aNNual buSiNeSS plaN & buDgeT

uNDERSECTION122OFThELOCALGOvERNmENTACT1999,COuNCILSAREREquIREDTOADOPTPLANSFORThEmANAGEmENTOFThEIRAREAS.ThEFRAmEwORkBELOwOuTLINESThECITyOFPLAyFORD’SkEySTRATEGICPLANNINGDOCumENTSANDThEIRRELATIONShIPINDIRECTINGSERvICEDELIvERyTOThECOmmuNITy.

A 30 year community driven vision that articulates’ the communities’ collective values and aspirations to bea city of opportunity

Driven by the aspirations in the Playford Community Vision 2043

Driven by the strategies in Strategic plan

Identifies three goals of prosperity, livability and happiness and describes what it would look like when the city gets there

A five year plan (with a 10 year outlook) that identifies Council strategies to focus the organisation on positioning itself to deliver the community vision by 2043

A one year business plan that details key Council priorities, actions and budget for the year

Includes indicators and targets, linked to the SA Strategic Plan, to measure progress in achieving the vision

Includes specific outcome measures that are linked to the Playford Community Vision 2043

Includes annual performance measures linked to Strategic Plan

Playford Community Vision 2043Looking forward 30 years

14 Strategic plan

ThePlayfordCommunityvision2043hasbeendevelopedbythePlayfordcommunitytorespondtoandmanagetheopportunitiesthatarebeforetheCityandtoguideandinspireitsfuture.Thevisionoutlinesthedestinationswewanttoreachinthenext30years.

The Playford Community Vision 2043 will facilitate the community, government and stakeholders to work together on a shared vision – to make Playford the City of Opportunity.

The Strategic Plan is driven by the aspirations of the Playford Community Vision 2043 and sets down what the Council needs to do in the next five years and beyond to bring this vision to fruition.

The diagram overleaf illustrates the process for developing the Strategic Plan. Council’s legislative requirement for Public Health Planning to be integrated into our strategic planning process was also taken into

Strategic plan 15

“PLAyFORDISThECITyOPOPPORTuNITy,SuPPORTINGThECOmmuNITy’ShOPESANDASPIRATIONSTOBEvIBRANT,ThRIvINGANDSuSTAINABLE.ITPROvIDESANENvIABLELIFESTyLEThATISCONNECTED,hEALThy,hAPPyANDPROuD,whEREEAChINDIvIDuALCANTAkEADvANTAGEOFThEmANyOPPORTuNITIESOFFERED,mAkINGThECITyPROSPEROuS,LIvEABLEANDhAPPy.”

Literaturereview

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CaptureviewsofElectedmembers,

management,andkeystaff

Identifykeyexternal

stakeholderstosupportCityof

Playford

Identifystructural

implicationsforimplementation

Identifysimilarstrategyinother

organisations

Developkeystrategies,

outcomesandlighthouse

projects

DraFT STraTegiC

plaN

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prOSperiTY liVeabiliTY happiNeSS

Playford will be a thriving City with the right conditions for people to be able to take advantage of the many opportunities on offer to prosper as individuals and communities.

A diversity of lifestyle choices will be on offer based on being connected, well-planned and attractive with the appropriate infrastructure and services to support a village type atmosphere for both urban and rural living.

A sense of happiness will pervade in the City, brought about by a satisfaction with the opportunities that are present to work, live and play in a flourishing environment.

This Strategic plan responds to the following aspirations of the playford Community Vision 2043:

The development of an economic base for the City with a regionally connected industry base will generate local employment and support industries such as mining, energy, health, food and wine, defence and advanced manufacturing to add value to the State’s economy.

The City’s geographical position will be capitalised on to allow for the development of new urban areas, advanced manufacturing precincts and a food and wine region.

A city that is exceptionally liveable in its housing options, open spaces and recreation with access to quality facilities and services. The City will harvest its stormwater and build a network of sustainability trails

connecting the perimeter of the City to key regional activity centres.

The development of Elizabeth as Adelaide’s Northern CBD, will provide tertiary level commercial, retail, recreation, social and health services and facilities.

The Elizabeth Regional Centre will expand south with a sport and health focus; west into manufacturing and defence precincts; and north into a major education and training precinct.

Image and reputation will be enhanced by capitalising on our growth and renewal making the City an attractive and happy place to live, work and play.

Strategic plan 17

resourcing the planAsthisPlanisforthefuturedevelopmentoftheCityasawhole,itwillbefundedfromarangeofsources:principallyCouncil,othergovernmentsandcommercialinvestment.

Council’s role in delivering this plan is therefore quite broad: from direct service delivery to working with the community and local agencies, to facilitating investment and advocacy for government funded services and infrastructure.

This Plan will require a high level of innovation and creativity. Having responsibility for all of the needs and health of our community, Council has adopted a partnership-based approach in working with the community, other governments, the commercial sector and non-government organisations.

Council will further develop its skill base in partnership management, facilitation and advocacy. It will engage with its community and other stakeholders to identify local resources and opportunities for community capacity building. Lighthouse projects that will underpin expanded service delivery will be delivered in partnership with other regions, governments and the private sector.

This Plan develops an economic base for the City and recognises that attracting value adding industries and their supply chains, together with expanding business activity, is vital for the provision of the range of services needed by our community; further infrastructure provision and local employment; and for adjusting the balance between residential and commercial Council rates.

Council itself has undertaken a restructure with a focus on long term financial planning, asset management and improving the efficiency and effectiveness of service delivery.

18 Strategic plan

The STraTegieS

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Thestrategiesthatfollowcollectivelybuildthefutureofthecity.

The first strategy sets the foundation for a liveable City connected socially and physically through ongoing improvement in its appearance and presentation, and the provision of new services, building in particular on the extensive investment made in water re-use across the City.

The second strategy ensures that the diverse services needed by future generations can be delivered based on appropriate uses of land in the City and the construction of essential infrastructure for future urban and economic development.

The third strategy provides for an expanding range of commercial, retail, cultural and education services needed to support a thriving and vibrant community through the development of the Elizabeth Regional Centre as the Adelaide’s northern CBD. This will expand into the sports and health precinct, defence precinct, education and training precinct and on to the manufacturing zone at Greater Edinburgh Parks.

The fourth strategy broadens the economic base of this Strategic Plan by establishing next generation industries in advanced manufacturing, food and wine and associated supply chains to provide a long term employment base for our community and regional wealth creation.

The fifth strategy expresses the role that the City of Playford will play in the achievement of this Strategic Plan. It emphasises ongoing financial and operational performance and the central role that advocacy, partnerships and innovation will play in engaging all stakeholders in jointly contributing to the achievement of this Plan.

EACh StRAtEgy InCLuDES thE FOLLOwIng ELEmEntS:

the strategy how we plan to achieve a defined outcome

Outcome – what we want the end result to be

Rationale – why are we focusing on this?

Lighthouse projects – key projects that will help deliver the strategy

In the next five years we will… Council’s role in delivering the strategy 2013-2018

the community will see… the tangible results the community will see

the community will experience… what the community will feel about these results

measures… to keep track our of success

In the following five years we will… Council’s role in delivering the strategy beyond 2018

LIghthOuSE PROjECtS

Lighthouse projects are the centrepiece of this strategic plan. They provide the foundation for the future development of the city and will deliver benefits to the whole community. The inter-connections between the lighthouse projects will provide the level of economic activity needed to support investment and attract cash flow into the city.

Our FOuNDaTiONS –SerViCeS, CiTY preSeNTaTiON aND COmmuNiTY priDe

STr

aTeg

Y 1

Playfordwillrebuilditselfwitharangeoffacilitiesandservicesprovidingavillagelifestylethatisconnectedsociallyandphysicallythroughanetworkofopenspacesandsustainabletrails.

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PLAyFORD’SRESIDENTSAREPROuDOFITShISTORyANDThEREISANOPPORTuNITyTOBuILDONThISTOPROPELThECOmmuNITyTOwARDSITSvISIONTOBEALIvEABLE,PROSPEROuSANDhAPPyCITy.

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OutCOmE

Playford will be regarded as a liveable city providing a cosmopolitan and enviable lifestyle, with a mix of services and facilities supporting our changing and growing population. The City will be environmentally responsible, making best use of its natural resources to provide attractive and sustainable open spaces. As the City improves its visual amenity and services Playford will be seen in a positive light and its reputation enhanced.

RAtIOnALE

Playford’s residents are proud of its history and there is an opportunity to build on this to propel the

community towards its vision to be a liveable, prosperous and happy city.

We need a solid foundation on which to rebuild and a focus on our services will increase confidence with our internal and external decision makers that the City of Playford can deliver the needs of its stakeholders. Our range of council services seek to add value to the wellbeing of the community, the economic life of the City and the employment options for our residents, ensuring that residents and businesses are in the best position to grow and prosper.

The look and feel of the City is crucial in engendering a sense of pride and enhancing its image. Infrastructure and assets need to be well maintained for the benefit of the community and also to encourage investment within the city.

The City is well known for its open space assets such as parks, gardens and verges and Council will ensure that these assets are maintained in an attractive way to contribute to a sense of community pride. Our Open Space Plan will identify land for regional open space, passive and active recreation and environmental purposes, and will also allow for the disposal of unusable land.

Playford’s perimeter is surrounded by natural and environmental assets that we can enhance through the creation of sustainable trails across the City. These biodiversity links will not only create physical connections but also contribute to the health and happiness of residents by encouraging social interactions and increased options for non-car movement, such as walking and cycling across the City. This preservation and enhancement of the environment will be Playford’s local response to climate change, including other sustainability principles such as water sensitive urban design.

LIghthOuSE PROjECtS

Service Delivery – the appearance and presentation of the City will be progressively enhanced, complementing major developments to create a liveable City.

Community Renewal – the progressive improvement in City services, facilitation of new services, the provision of improved infrastructure and increased community engagement will improve the wellbeing and health of the community.

24 Strategic plan

Image and Reputation – presenting the growth and renewal of the City, with its comparative advantages and distinguishing characteristics and opportunities, as an attractive place to live and work.

Sustainable trails – a tree lined network of people movement corridors providing non-car transport, community health and recreation, and the natural environment as a feature of the City.

water - the collection and reuse of rainwater will continue with an expanding network providing further opportunities for greening the City with sustainable environmental and financial benefits.

In thE nExt FIvE yEARS wE wILL…

Work towards providing value for money for all Council services by documenting and benchmarking against other relevant councils.

Plan to ensure that Council’s service delivery is matched by activity on private land to build a city of which everyone is proud and to which they contribute.

Lead regional renewal to include upgrades to public infrastructure, development of community housing models and learning to employment programs.

Lead the project to create a positive image of the City, focusing on the suburbs that adjoin Adelaide’s Northern CBD. This project will be embedded in other strategic projects such as Food and Wine, northern CBD, Regional Sports Precinct, Stretton Centre, Sustainable Trails, Health Precinct and Urban Renewal and Growth.

Fund the redevelopment of high profile public spaces such as entry points into the City and main road verges using statement signage and striking landscape elements to become defining markers of our area.

Plan the construction of a distinctive network of tree-lined Sustainable Trails that connect the city’s perimeter to parks and urban centres.

Have a reputation as being the South Australian leader in the use of recycled water and associated technologies.

thE COmmunIty wILL SEE…

1 An attractive and well maintained City

2 Improved public and social infrastructure

3 Well defined entry points to the City

4 Sustainable trails

5 Increased level of volunteerism and participation in the community

thE COmmunIty wILL ExPERIEnCE…

6 An increased sense of pride in their City

7 Physically and socially connected communities

In thE FOLLOwIng FIvE yEARS wE wILL…

Plan our service delivery to ensure it meets the needs of changing demographics and community expectations.

Facilitate the ongoing positive image and reputation of the City using Adelaide’s Northern CBD, Regional Sports Precinct and Health Precinct to encourage investment in the redevelopment of adjoining suburbs.

Partner with and engage with the community, community groups and sports clubs and non-government agencies for local service and program delivery.

Playfordwillberegardedasaliveablecityprovidingacosmopolitanandenviablelifestyle

Strategic plan 25

Facilitate the expansion of the number of small-scale housing developments.

Facilitate a community pride program across the City.

Develop plans and progress work around the Sustainable Trails network with continued promotion of community use.

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SeCuriNg plaYFOrD’S FuTure aND builDiNg Value S

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egY

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Playfordwillensurethatthelandthatweownorgovernispreservedforappropriateresidential,manufacturing,horticultural,agricultural,commercialandrecreationalneeds.wewillundertakestructureplanningandbuildassetsandinfrastructurethatsecureoursocial,environmentalandeconomicfuture.

28 Strategic plan

PLAyFORDwILLwORkCLOSELywIThThESTATEGOvERNmENTINThESTRuCTuREPLANNINGOFThECITyINRESPONSETOThISGROwThPLANTOENSuREThEBESTOuTCOmESFORThERESIDENTIALANDBuSINESSCOmmuNITy.

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OutCOmE

Playford will be regarded as a well-planned and sustainable City, securing a robust economic future based on the role of Elizabeth as the Adelaide’s Northern CBD, a diversified economic base and ongoing commercial and industrial expansion. The region will provide prime conditions for the community to prosper for generations to come.

RAtIOnALE

The 30 Year Plan for Greater Adelaide foresees a doubling of our population, with an additional 79,000 jobs and more than 24,400 hectares of new employment lands to be created in the Northern Region that includes the cities of Playford, Salisbury and Tea Tree Gully and parts of Port Adelaide Enfield. Playford will work closely with the State Government in the structure planning of the City in response to this growth plan to ensure the best outcomes for the residential and business community.

The predicated population increase has meant the

State Government and Council have focused on greenfield land releases for residential development in recent years. Our land use planning now must reflect a balance between greenfield and urban renewal (brownfield) land for residential, commercial and industrial development that will support the growth of Elizabeth as Adelaide’s Northern CBD and build a diversified economy promoting new business and providing local jobs for local people. We also need to preserve land for horticulture and manufacturing purposes, while still planning for and balancing the requirements for recreation, open space and biodiversity conservation for the long term benefit of the City and our State.

An increase in commercial development will also expand Council’s rate base to achieve better balance between residential and commercial contributions. Playford will position itself as a desirable place for industrial and business development, and a place where people want to work, capitalising on the amount of available open space, with ongoing support for improved rezoning and appropriate land use to attract new investment to the City.

uRBAn REnEwAL – develop an innovative approach to the housing, social and civic infrastructure renewal of the older Playford suburbs with a focus on those adjoining Elizabeth, Adelaide’s Northern CBD, in partnership with State, Commonwealth and non-government organisations.

LyELL mCEwIn hEALth PRECInCt – a regional hospital featuring tertiary training, research, allied health facilities and residential accommodation, with potential links to advanced manufacturing in assistive devices in health, aged and disability.

lighThOuSe prOjeCTS

nEw uRBAn DEvELOPmEntS – a number of significant urban greenfield developments are under way 18

or being planned for the City that will result in a doubling of the population and will increase the diversity and amenity of the housing stock in Playford.

StRuCtuRE PLAnnIng – undertake structure planning and build assets and infrastructure that secure the social, environmental and economic future of the City.

30 Strategic plan

In thE nExt FIvE yEARS wE wILL...

Have a hospital that has a national reputation and is recognised as a leader in the clinical teaching field.

Facilitate the planning for a medical school for health sciences.

Facilitate a range of associated private health services to be located adjacent to the hospital. Commence planning the development of associated manufacturing to support the health, ageing and disability sectors.

Partner with developers and other agencies for the design and delivery of urban developments that deliver liveable and connected communities.

Facilitate the formation of partnerships with the State, Commonwealth and community sector to develop innovative models for community renewal of older suburbs.

Work in partnership with the State Government and non-government agencies in the effective management of community housing.

Advocate for the preservation of lands for horticulture and commercial development.

Advocate to the State Government for the structure planning of the city in the context of the 30 Year Plan for Greater Adelaide.

Advocate to the State Government for the provision of infrastructure and services that provide for the long term development needs of the city.

Facilitate the provision of digital infrastructure and access to broadband services to enable the community to participate fully in the digital economy.


1 An extended Lyell McEwin Hospital

2 Land set aside for commercial and industrial use

3 Improved and new services and infrastructure

4 A network of training to employment facilities

thE COmmunIty wILL ExPERIEnCE...

5 Services and facilities for the provision of their ongoing health and wellbeing needs

6 Confidence that land-use is being managed well for the benefit of the community

7 A village lifestyle

8 A sense of reassurance that their future social, economic and environmental needs are being protected for generations to come


Facilitate the construction of further training to employment facilities using the Stretton Centre to oversee expansion of this work and attract further funding.

Be recognised as a leader in setting a positive trend in local participation through to regional employment and on to tertiary education.

Plan for industry development in the provision of manufacturing/services for health, ageing, disability and sport and recreation.

Continue to plan and facilitate the expansion of the Lyell McEwin Health Precinct to connect to the shopping centre.

Playfordwillberegardedasawell-plannedandsustainableCity

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eliZabeTh, aDelaiDe’S NOrTherN CbD

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PlayfordwillfurtherdeveloptheElizabethRegionalCentreasthemajorretail,commercial,education,socialservices,artsandentertainmentcentrefortheregion.Thisdevelopmentwillintegratewithandunderpinadjacenturbanrenewal,aRegionalSportsPrecinct,theLyellmcEwinhealthPrecinct,andaregionalEducationandTrainingPrecinctwithexpandedtertiaryfacilitieslinkedintodevelopingmanufacturingindustriesandtheDefencePrecinct.

34 Strategic plan

ThECITywILLCAPITALISEONThESTATEGOvERNmENTSvISIONFORELIzABEThANDCREATEThERIGhTCONDITIONSTOENSuREThATITCANATTRACTThOSEFACILITIESANDSERvICESTOBECOmEATRuECBD.

Strategic plan 35

OutCOmE

Elizabeth will secure its place as the CBD of the north: the place to go for retail, arts and entertainment, commerce, government and social services, sport, health, education and training. The community will enjoy a vibrant, walkable and cosmopolitan lifestyle with the City centre hosting opportunities for social interactions such as arts, theatre, restaurants, cafes, shopping and major events.

RAtIOnALE

The 30 Year Plan for Greater Adelaide designates Elizabeth as Adelaide’s northern CBD and a Regional Activity Centre. In line with other regional CBDs across Australia, this means that Elizabeth can expect to be home to a number of facilities and services such as tertiary hospitals, a university, major art gallery, significant retail services, specialist health services, medium to high density commercial

offices, peak business organisations, the head offices for various organisations and high density housing in the form of multi-storey apartments.

The City will capitalise on the State Governments vision for Elizabeth and create the right conditions to ensure that it can attract those facilities and services to become a true CBD.

A re-developed Elizabeth CBD, including a major expansion of the civic precinct, will expand south to create a major Health Precinct supported by a Regional Sports Precinct and the Lyell McEwin Health Precinct, connected into a manufacturing zone that expands beyond automotive with health, ageing, disability and related equipment and services. To the north there will be a regional focus on education and training connected to the local commercial precincts in Edinburgh North; and expansion west will provide land for regional centre expansion and connecting into Edinburgh Parks and the Defence Precinct.

lighThOuSe prOjeCTS

nORthERn CBD – the re-development and expansion of the Elizabeth Regional Centre into a contemporary, environmentally sustainable CBD for the north of Adelaide providing a full range of retail, commercial, social services, cultural, educational and accommodation services needed by a diverse and growing community.

CIvIC PRECInCt – the re-development of the Civic Precinct incorporating expanded Council services, artandentertainment,boutiquehotel conventionfacilities,commercialofficespaceandother accommodation.

SPORtS PRECInCt – a fifty hectare development adjacent to the Elizabeth Regional Centre providing local community, state and national level sports facilities. The precinct will create a focus on community health and support the renewal of adjoining suburbs.

EDuCAtIOn AnD tRAInIng PRECInCt – an expansion of education and training facilities adjacent to the Regional Centre and beyond to provide learning to employment pathways for local people into new and emerging industries in the northern region of Adelaide.

CIty ARt AnD CuLtuRE - within the new Adelaide Northern CBD and beyond, art and cultural facilities and events will create a vibrant City catering locally for the entertainment and other leisure needs of the community.

36 Strategic plan

ElizabethwillsecureitsplaceastheCBDofthenorth


Complete the plans for the redevelopment of the Civic Centre with the new Grenville Centre and other infrastructure already being completed according to the staged redevelopment plan.

Facilitate the development of a mixed-use development on the land fronting Main North Road from Philip Highway.

Initiate the creation of linkages between the train station, shopping centre and Fremont Park.

Partner with the shopping centre to develop complementary plans to redevelop the centre with linkages to Civic Centre Precinct and better use of the car park and Elizabeth Way.

Contribute funds to commence construction of the Regional Sports Precinct and partner with sporting clubs and state and national sporting bodies.

Provide sustainable trails between the Regional Centre, the Regional Sports Precinct and the Health Precinct.

Plan and commence construction of hotel and convention facilities linked to a new arts and entertainment centre.

Commence plans for the provision of allied health and sports businesses.

Lead the development of models for pathways to local education, training and employment in defence, health, community services, sport and recreation.

Be recognised as a leader for innovation in building learning to employment models that attract further government funding and the engagement of training and related organisations.

Initiate discussion regarding plans for the expansion of TAFE and facilitate the building of further training facilities that are directly linked to local industry.

Partner with universities to plan the best way to create a presence in the City, including use of digital based learning.


1 A vibrant CBD with new and expanded facilities

2 An increased number of office workers and residents living, working and playing in the CBD

3 New sporting facilities


4 A sense of connection to the CBD with all their needs being met in one place

5 A feeling of pride in the status of Elizabeth as the CBD of the North

6 An increased sense of health and wellbeing


Fund further private/public building work and commercial investment in the Civic Precinct with the expansion of services to the community such as art and culture, and create physical linkages from the train station to Fremont Park.

Plan the further redevelopment of the shopping centre.

Develop plans for the expansion of the CBD across to the Defence base.

Advocate for recognition of Elizabeth as Adelaide’s northern CBD.

Initiate plans to attract more health and sports businesses to the precinct and review the redevelopment of other sporting facilities.

Strategic plan 37

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5

2 4

3

Facilitate employment growth in health, community services, sports health, sport, sports administration and recreation.

Facilitate the rebuilding or extension of TAFE and for a university presence to be established in the northern CBD. 6

SeCuriNg plaYFOrD’S pOSiTiON iN The glObal eCONOmYS

TraT

egY

4

TheCityofPlayfordwillcapitaliseonitsstrategicgeographicalpositionanddemographicstoworkwithotherlocalgovernmentbodies,theStateandCommonwealthgovernments,appliedresearchbodiesandotherregionstoestablishadiverseindustrybaseandexpanditsdefence,advancedmanufacturing,horticulture,healthandageingindustrysectorstoprovidelocaljobsforlocalpeople,capitalisingonthedigitaleconomy,asthefoundationforarisingstandardoflivingforthecommunity.

40 Strategic plan

PLAyFORDhASANumBEROFCOmPETITIvEADvANTAGESThATCANBECAPITALISEDONTOGROwThEREGIONANDSECuREITSLONG-TERmFuTuRE.

Strategic plan 41

OutCOmE

Playford will be regarded as a key economic driver of the State and the City will have a robust local economy with more residents working locally. The Adelaide Plains Food and Wine Region will be part of a southern food bowl, regarded for its quality, chemical free product and a place to do business with links to other regions nationally and internationally. Manufacturing in the region will be re- focused to support economic growth areas in the north of the State including defence, aerospace, horticulture, health and community services, cleantech and mining.

RAtIOnALE

Playford has a number of competitive advantages that can be capitalised on to grow the region and secure its long-term future. The region is

geographically positioned as a major contributor to the economy of the nation. In addition to large-scale urban development and population increases, there is extensive manufacturing and horticulture land that must be preserved and developed into key economic drivers for the State.

We need to be prepared for the anticipated decline in automotive manufacturing and provide favourable conditions for the development of a diverse industry base for the next generation of businesses and workers.

A focus on training to employment pathways will ensure that local people have the right skills for local jobs in industry growth sectors such as horticulture, defence, health, disability and ageing, sport and recreation, and civil, building, construction, transport and logistics.

lighThOuSe prOjeCTS

ADELAIDE PLAInS FOOD AnD wInE REgIOn – an expansion of the Virginia horticulture region into an extensive globally recognised food and wine region with potential for food technology-based value- adding in adjacent manufacturing precincts leading to expanded national and global exports and local employment.

StREttOn CEntRE – a new facility in the north of the City providing integrated services for community learning, library services, training to employment, workforce development and industry development in advanced manufacturing, horticulture and other sectors in which the region has a comparative advantage. The Stretton Centre will house the University of Adelaide Stretton Research Centre.

ADvAnCED mAnuFACtuRIng – the development of a diverse and sustainable industry and employment base in the City recognising the comparative advantages the City has to expand and establish defence, aerospace, health, ageing and disability, mining, energy and food industry sectors supported by transport and logistics and other supply chain sectors.

42 Strategic plan


Develop and implement an economic development and employment plan, incorporating a focus on our response to the massive growth of the digital economy.

Lead the establishment of an Adelaide Plains Food and Wine region and advocate for investment and the provision of further infrastructure and services into the region.

Develop plans for the Stretton Centre to support the development of manufacturing in the City for value adding and local employment and be recognised as a leader and national showcase for integrated design and function.

Provide for the delivery of community learning, training to employment, industry research and workforce and business development services in an integrated way using broadband enabled technology.

Facilitate the development of manufacturing and horticulture regions and employment generation through engaging and partnering with industry and research bodies.

Initiate workforce development strategies and models for local employment.

Advocate recognition of health, ageing, disability, childcare, sports and recreation as significant growth sectors that will provide alternative opportunities for entry level jobs and career pathways for local people in anticipation of the decline in the automotive industry.

Facilitate for the Edinburgh Defence Precinct to increase operational capacity and improve its links with local business suppliers.

Initiate the expansion of the Edinburgh North Smart Industry Precinct with SMEs focussed on advanced manufacturing opportunities, supporting business-to-business local transactions in the health and defence sectors.

Partner with the State and Commonwealth to develop a local manufacturing/industry development strategy with consideration for the potential for manufacturing in health and community services.

Provide support for existing industries and facilitate industry growth in the provision of goods and services to those sectors utilising innovative and sustainable technologies.

thE COmmunIty wILL SEE...

1 New and diverse industries setting up in the City

2 Increased local employment options in diverse industries

3 Infrastructure improvements such as the SCT developed as Adelaide’s main transport freight hub

4 Increased food production for local and national distribution

5 The roll out of the National Broadband Network


6 Confidence that the economic future of the City is being secured

7 A happier and more productive workplace

In thE FOLLOwIng FIvE yEARS wE wILL...

Plan for the expansion of the Adelaide Plains Food and Wine Region with high value investments in modern technology production.

Further develop plans for exports and the development of food manufacturing technology.

Lead the expansion of the region becoming a centre of excellence.

Further plan and develop infrastructure and possible use of the Defence Base airstrip.

Plan for further industry development and investment, and examine industry growth opportunities such as tourism, exports, transport and logistics.

Facilitate linkages between the Health Precinct and increased trends in local employment.

PlayfordwillberegardedasakeyeconomicdriveroftheState

Strategic plan 43

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44 Strategic plan

builDiNg Our CapabiliTieS

STr

aTeg

Y 5

Astheentityresponsibleformanyoftheneedsofitscommunity,theCityofPlayfordwillfocusonimprovingitsfinancialperformance,innovationandskillsinpartnershipdevelopmentandadvocacytoresourceandguidetheachievementofthisStrategicPlan.

46 Strategic plan

ByImPROvINGIT’SPLANNINGANDPERFORmANCEFuNCTIONSCOuNCILwILLhAvEThERESOuRCESANDSkILLSINPLACETODELIvERThEDESIREDOuTCOmESFORThESTRATEGIESOuTLINEDINThISSTRATEGICPLAN.

Strategic plan 47

OutCOmE

The City of Playford will develop further as a high performing and highly innovative organisation delivering value for money services, providing leadership in the formation of effective government and private sector partnerships, building success in advocating for resourcing and have a more effective government policy application to the City.

RAtIOnALE

Council must provide leadership in planning for the long-term prosperity and wellbeing of its community.

To improve its own performance, Council is implementing long term financial, asset management, business improvement and service delivery planning to provide greater value for money for ratepayers and residents of the City.

Recognising the scale and complexity of the task ahead, Council will focus on innovation in further

developing its capacity to work with the Playford community, community based organisations, governments, the private sector and other regions in order to attract the resources needed for the growth and regeneration of the City. An improvement on our contract management skills will ensure that government funding to community programs is being spent appropriately.

By improving it’s planning and performance functions Council will have the resources and skills in place to deliver the desired outcomes for the strategies outlined in this Strategic Plan. Public health planning will be integrated into our existing planning processes to develop a health in all policies culture across the organisation.

Our capabilities as a Council will ensure the success of the Lighthouse Projects and contribute to the delivery of the community’s vision for Playford to be a City of Opportunity.

lighThOuSe prOjeCTS

REquISItE ORgAnISAtIOn – a work system designed to optimise efficiency and effectiveness through the management of work and tasks at the five levels within the organisation. Roles will be provided with clear accountabilities and authorities to make decisions to deliver on the accountabilities. There will also be a focus on ensuring that all roles within the organisation receive value added leadership.

EFFICIEnCy AnD EFFECtIvEnESS – a program of work with the primary aim to improve the value for money aspect of Council services. These efforts are expected to strengthen and solidify financial improvements made over the previous years.

COmmERCIALISAtIOn – long-term asset management plans have been developed to ensure that best use is made of Council assets. The corporate function of Council is being positioned and equipped to generate income from external sources.

mAnAgIng OuR RAtE BASE – it is critical that City of Playford commercial rate in the dollar complies with the general principles of taxation and the rate in the dollar is competitive with like metropolitan councils, and represents value to our growing business community.

48 Strategic plan


Move towards a requisite organisational structure with all roles provided with clear accountabilities, with authorities to make decisions to deliver on those accountabilities. Staff in management positions will receive training around value added leadership. Recruitment will focus on employing people to undertake work at the required level of complexity.

Deliver organisational-wide change initiatives as part of the Efficiency and Effectiveness program, with the support and coaching of a specialised program support team. The change initiatives will focus on organisational improvement and financial performance, striving to reach a savings target of 9%.

Continue to work with the existing business community and new business investors to strike a competitive, fair and equitable commercial rate in the dollar to attract new investment and reinvestment in our City. Council recognises that growth of existing business and attracting new businesses creates local wealth, drives jobs retention and growth, and ensures council can continue to provide high level of support services to our commercial sector.

Commercialisation will see the improved management of council assets to increase the financial return and value for money for the community. Further development of corporate functions will examine opportunities for deriving external funding, including provision of services, to local organisations.

In thE FOLLOwIng FIvE yEARS wE wILL...

Continue to implement the requisite organisation structure to achieve optimum efficiency and effectiveness across the organisation.

With the disciplines and skills injected into the organisation throughout the first five years of the program, the organisation will continue its Efficiency and Effectiveness journey through its day to day operations.

Continue to review our rating policy and sourcing of income, and continue to work with the local business community to ensure services are competitive with like councils and represent value for money to ratepayers.

TheCityofPlayfordwilldevelopfurtherasahighperformingandhighlyinnovativeorganisation

Strategic plan 49

The indicators from the Vision 2043 that Council has a role in delivering are noted below. The indicators of most relevance during the first five years will be set as part of the Strategic Plan Implementation Plan along with specific targets. During this time our focus will be to develop an economic base for the City from which to further provide an expanded range of community services, infrastructure and local employment that will ultimately contribute to the future prosperity, liveability and happiness of the Playford community.

Other indicators are included as they relate to our Organisational Performance Measures and focus on areas of community interest, organisational accountability and key organisational priorities.

Progress towards the indicators will be reported in the Quarterly Performance Reports and Annual Report.

iNDiCaTOrS

50 Section Header

ThisStrategicPlansetsoutthefirstfiveyearsofourjourneytowardsour30yearvisionasarticulatedinthePlayfordCommunityvision2043.

iNDiCaTOr meaSure ViSiON 2043 Theme

howresidentsbelievePlayfordisperceivedbywidercommunity

Residentsatisfactionlevels happiness:Ambitiousandproud

volunteerrate Levelofformalandinformalvolun-teeringparticipationrates

Prosperity:Communityvitality

Recycledwater PercentageofrecycledwaterusedacrosstheCityofPlayford

Prosperity:Liveability

ResidentsatisfactionwithappearanceandpresentationoftheCity

Residentsatisfactionlevels Liveability:AvibrantCBDfortheNorth

maintenanceofbiodiversityandecosystem

linkages

Size,resilienceandconditionofbiodiversity

corridorsandecosystemlinkages

Liveability:Environmentalcare


CustomerSatisfaction OverallcustomersatisfactionwiththeCityofPlayfordasanorganisation

CityStrategyandEnterprises

CommunityServices OverallcustomersatisfactionwiththerangeandqualityofservicesdeliveredbyCouncil


Citywidepresentation Customersatisfactionlevelofappearanceofpublicrealms

CityAssetsandCityServices

CustomerService Satisfactionratingwiththelevelofcustomerserviceandexperience


Section Header 51

STraTegY 1

OrganisationalPerformanceindicators

52 Strategic plan


householdwealthandincomelevels AverageincomeofPlayfordresidentsagainsttheSouthAustralianaverage


Satisfactionwithfuturefinancialsecurity

Residentsatisfactionlevelwithfuturefinancialsecurity


Satisfactionwithstandardofliving Residentsatisfactionlevelwithstandardofliving


Regenerationofsuburbs Percentageofapprovedurbanre-newalprojectscompleted

Liveability:villagelifestyle

Diversityofhousingstock housingstockmeetsdemandsofdemographicsofPlayfordcommunity


Residentsatisfactionwithinfrastructure

Residentsatisfactionlevelswithinfrastructure


iNDiCaTOr meaSure buSiNeSS uNiT(S)

managinggrowth CustomerratingforhowCouncilplansforthefuture


Customersatisfaction OverallcustomersatisfactionwiththeCityofPlayfordasanorganisation

CityStrategy,Enterprises,CityAssetsandCityServices

STraTegY 2SecuringPlayford’sfutureandbuildingvalue

Organisationalperformanceindicators

Strategic plan 53


Commercialinvestment valueofcommercialinvestmentintheCBD

Liveability:AvibrantCBDfortheNorth

Numberengagedinfurthereducationandtraining

Percentageofyoungpeopleachiev-ingapostschoolqualification

Prosperity:Educatedandskilled

Lifelonglearning Numberofresidentsaged15-64participatingintertiaryeducationandlearning

Prosperity:Educatedandskilled

Engagementinculturalartsandprojects

Communityparticipationlevelsinartsandculturalprojects

Liveability:Connectedcommunities

ContinualredevelopmentoftheElizabethRegionalCentre

LevelofdevelopmentoccurringintheElizabethRegionalCentre


Creationofaneliteregionalrecreationandleisurehub

Participationratesinteambasedsportsoutoftheprecinct


Socialparticipation volunteeringrates Liveability:villagelifestyle

useofpublicspacesbythecommunity

CommunityuseofCityofPlayfordpublicspaces



Communityservices OverallcustomersatisfactionwiththerangeandqualityofservicesdeliveredbyCouncil




Citywidepresentation Customersatisfactionlevelofappearanceofpublicrealms

CityAssetsandServices

STraTegY 3 Elizabeth,Adelaide’snorthernCBD

OrganisationalPerformanceindicators

54 Section Header


Economicgrowth GrossRegionalProductofPlayfordincomparisontotheState

Prosperity:Economicdevelopment

Farmgateproduction Trendsinfarmgateproduction Prosperity:Economicdevelopment

Employmentrate workforceparticipationratesincomparisonwiththeStateaverage


LocalpeopleworkinginPlayford PercentageofCityofPlayfordworkersemployedintheNorthernregionofAdelaide


Foodexports Playford’scontributionasaproportiontotheSouthAustralianfoodeconomy





Citywidepresentation Customersatisfactionlevelofappear-anceofpublicrealms


STraTegY 4SecuringPlayford’spositionintheglobaleconomy


Section Header 55


Satisfactionwithparticipatingindecisionmaking

Residentsatisfactionlevelswithparticipationindecisionmaking



Accountability SatisfactionratingwithCouncilbeingopenandaccountabletothecommunityinitsoperations


Customersatisfaction OverallcustomersatisfactionwiththeCityofPlayfordasanorganisation

CityStrategy,Enterprises,CityAssetsandCityServices

EfficiencyandEffectiveness Achievingefficiencysavings;custom-ersatisfactionwithvalueformoney;andpercentageofoperatingbudgetspentonadministration


CustomerService Satisfactionratingwiththelevelofcustomerserviceandexperience


STraTegY 5Buildingourcapabilities


PleasenotethattheindicatorsmaybeupdatedovertimeasworkprogressesontheStrategicPlan.

Playford Civic Centre10 Playford Boulevard,Elizabeth Playford Libraryat Munno Para Shopping City,Shop 51,Smithfield

Post: Playford Operations Centre,12 Bishopstone Drive,Davoren Park SA 5113tel: 08 8256 0333Fax: 08 8256 0578Email: [email protected]: www.playford.sa.gov.au

Documents

STRATEGIC PLAN - Home Council · 4 Strategic plan The City of Playford is South Australia’s City of Opportunity. The north of Adelaide is a focus for the urban and economic development