Prosper Connect Place Explore - AHC Home Dog and Cat Management Act 1995 Mount Lofty Ranges Bushfire

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Transcript of Prosper Connect Place Explore - AHC Home Dog and Cat Management Act 1995 Mount Lofty Ranges Bushfire

  • your adelaide hills Prosper / Connect / Place / ExploreOur strategic plan to make the Adelaide Hills a place for everyone.

  • 3 Mayor’s message

    4 What is the Strategic Plan?

    6 Community profile

    8 Trends and considerations

    10 Strategic planning framework

    12 Our role

    14 Goal 1 People and business prosper 18 Goal 2 Activities and opportunities to connect 22 Goal 3 Places for people and nature 26 Goal 4 Explore ideas and work with others 30 What’s next?

    32 Organisational sustainability

    35 District map

    Contents Mayor’s message

    Aboriginal recognition The Adelaide Hills Council recognises the Peramangk and Kaurna as the region’s first people. We respect their ongoing relationship with the land and are committed to working together to ensure their culture and traditions are preserved.

    The district has a changing population and we know that new people come with new expectations.

    2 3

    People now expect more of their Council. They want to connect with us in different ways and when it is convenient for them. They want to know we’re interested in their views and value their input.

    People also connect with each other using methods not thought of years ago and communities of interest have become as important as the communities in which we live.

    With your input, we’ve developed a bold plan to make the Adelaide Hills a place for everyone while at the same time nurturing

    what makes the Hills such an attractive place to live, work and play.

    Our plan is ambitious and we know we can’t do everything ourselves, so we’ve made a concerted effort to be clear about what role the Council can play in meeting community expectations.

    We are blessed to have one of the highest levels of community based volunteering in the nation. We also have a vibrant business community and residents who are passionate about the place they choose to

    call home. All of this in a landscape that is the envy of the world!

    The next four years present an exciting opportunity for us all to come together to make the Adelaide Hills the place we want it to be – a place for everyone.

    Bill Spragg Mayor

    This Strategic Plan is dedicated to the people of the Adelaide Hills Council district. Community input to the development of this plan was integral and we thank all of those who participated.

    Adopted October 2016 ISBN 978-0-646-96074-6

  • We provide a range of services

    to the community such as asset

    and infrastructure management,

    business and community

    development, community

    care and safety, development

    and building assessments...

    the list goes on.

    What is the Strategic Plan?

    Adelaide Hills: a place for everyone!

    Your rates go much further than just picking up waste and fixing roads...

    This plan outlines the Council’s

    key areas of focus for the

    coming years. It doesn’t include

    everything we do, but it helps

    us focus on those areas

    which need new or renewed

    attention to address emerging

    community needs and trends.

    4 5

    People and business

    prosper • Tourism

    • Agriculture • Community wellbeing

    Explore ideas and work

    with others • Advocacy

    • Creativity and innovation • Community engagement

    Places for people and

    nature • Thriving ecosystems

    • Functional towns and villages • Productive landscapes

    Activities and opportunities

    to connect • Diversity and inclusion • Culture and heritage

    • Lifelong learning

  • Community profile

    Sparse density 0.5 people per hectare

    Total population 40,031 (2015 ABS estimate)

    District area 795km2


    Age 0–17 Babies and school age 24.1% (21.5% greater Adelaide)

    Age 18–34 Tertiary education, independence and young workforce 15.8% (23.2%)

    Age 35–59 Parents, homebuilders, pre-retirees 39.1% (33.9%)

    Age 60–69 Empty nesters and retirees 12.5% (10.2%)

    Age 70+ Seniors 8.4% (11.1%)


    Age segmentation

    General statistics


    High average income

    Low unemployment

    High labour participation

    Modest population growth

    Low levels of disability

    2.9% (5.4% greater Adelaide)

    High education levels

    High levels of internet connectivity

    Modest public transport use

    High levels of home ownership

    Low levels of ethnic diversity

    7.0% (15.1% greater Adelaide) from non-English speaking countries





    Household types

    Couples with children

    39.0% (28.5% greater Adelaide)

    Couples without children

    30.9% (25.5% greater Adelaide)

    One parent families

    7.7% (11.0% greater Adelaide)

    Lone person

    18.1% (26.7% greater Adelaide)

    Work at home

    7.3% (3.2% greater Adelaide)

    Relatively low level of socio-economic disadvantage

    New residents moved from outside the district between 2006–2011 20.1% (Total 7,756)

    Volunteers 29.8% of population volunteer (17.7% greater Adelaide)



      



    Median age 42 (39 greater Adelaide)

    Data based on ABS 2011 census unless otherwise indicated.

    6 7

  • Trends and considerations

    Population growth The 30 year plan for greater Adelaide anticipates population growth of 545,000 people through urbanisation. Much of the Adelaide Hills Council district is covered by the Hills Face and Watershed (Primary Production) Zones which protect those important pieces of land and restrict development. That being the case, population growth across the district is low compared with other parts of Adelaide. The implication is that natural and agrarian landscapes are under less pressure from development, but the Council’s rate income base grows slowly in comparison with other areas.

    Population change 20.1% of the 2011 population lived outside the district in 2006, indicating a continued trend for ‘new’ people moving to the hills,

    or returning after living elsewhere for some time. This turnover is not high in comparison with other places, but confirms that the Adelaide Hills does have a changing population, which will bring about changing expectations.

    Housing affordability The Adelaide Hills is an attractive place to live, yet development restrictions mean that housing supply is limited. The implication is that cost of housing in parts of the district is relatively high. More affordable areas tend to be isolated and

    poorly serviced by public transport which can create difficulty for lower income families and individuals to live there.

    Cultural diversity Only 7% of the district’s population were born in non-English speaking countries compared with 15% for greater Adelaide. Housing affordability, lower job vacancy rates and historic migration patterns may be barriers to people from more diverse backgrounds moving to the Hills.

    Ageing The Australian population is ageing as baby boomers enter retirement and life expectancy increases. However, the Adelaide Hills district has a relatively low proportion of people over 70, suggesting that people tend to move out of the area as they age. This is likely due to the difficulty people have managing larger properties as they age, the challenges posed by the geography, limited public transport and the proximity of support services.

    Young people The number of school aged children in the Adelaide Hills compares well with greater Adelaide, suggesting that it is considered to be a good place to bring up children.

    The district does however have a relative dearth in people between the ages of 18-34. This suggests people growing up in the district tend to leave once they enter the workforce. The fact that they are not replaced by others in the same age bracket indicates a link to the housing affordability issue and/or a desire to live closer to work or the city while young.

    First home ownership in the Hills is a challenge. The age profile suggests families tend to buy in the Hills in their late 30s and 40s.

    Digital connectivity The district has high levels of internet connectivity but speed and reliability varies. The nbn™ network is being progressively rolled out and most of the district should be covered by the end of 2017.

    Workplace 62.0% of the population works outside the area. Yet, there is a comparatively higher tendency for people to work from home. The Council needs to recognise the desire people have to work from home and respond to this cohort ‘workplace’.

    Aboriginal population Just 204 people (0.5%) identify as Aboriginal or Torres Strait Islander, but this was up from 144 (0.4%) in 2006. We know that many Aboriginal people with a strong connection to the land live outside the district.

    8 9

  • These typically have a 4-6 year planning horizon. Examples include:

    • Community Strategy

    • Long Term Financial Plan*

    • Asset Management Plan*

    • Biodiversity Strat