Integrated Planning and Reporting Manual - Division of Local ...

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2. THE COMMUNITY STRATEGIC PLAN Social Environmental Economic Civic Leadership Access and equity issues Cultural activities Recreation and active living Built environment – urban design and planning for growth Providing and maintaining community facilities Heritage issues Consultation networks Public health and safety Affordable housing Education Transport links between communities in our LGA Total water cycle management Preserving biodiversity Waste management Protecting specific environmental features Climate change impacts and initiatives Alternative energy sources Air quality Environmental impact of development Environmentally sound operation of assets Regional economic profiles and opportunities Economic sustainability strategies Commercial and industrial opportunities Small business strategies Tourism Providing vocational pathways Supply chain issues Transport and trade links with other centres Financial sustainability of Council Policy frameworks Decision-making principles and allocation of priorities Leadership and representation Levels of service Council’s role as a responsible employer Business efficiency and probity expectations of council Ethical practices Consultation and community participation in decision making Community ownership and implementation of the strategic plan This approach ensures that the four key areas are addressed and a variety of issues are considered, but it does not take into account that some issues are relevant to more than one key area. As a result, different councils will consider and classify them in different ways. For example, transport links within the LGA has been placed in the ‘social’ column above because this particular community felt it was about promoting a sense of wellbeing, allowing people to travel safely and easily to neighbouring settlements for social or recreational purposes and promoting active living. Another council might place it in the ‘environment’ column because the community’s priority is to provide transport links such as bicycle paths and walkways that reduce the amount of car movements and, consequently, the community’s greenhouse gas emissions. It doesn’t matter how each issue is classified, as long as it is considered in the planning process, and adequate attention is given to each of the four key areas. Planning & Reporting Manual Page 26 of 115
2. THE COMMUNITY STRATEGIC PLAN More comprehensive approach A more comprehensive way of addressing the four key areas is to test each issue against them and consider the implications. For example, a council might draw up a table for each of its key objectives (for example, its top five priorities) like the one that follows. Objective Social issues Environmental issues Economic issues Civic leadership issues Developing tourism opportunities • Employment opportunities • Promoting a ‘sense of place’ and pride in the community • Opportunities for cultural exchange, entertainment and events • Equity – sharing facilities and balancing the needs of residents and visitors • Public amenity and community safety impacts • Development design and scale • Protecting environmentally sensitive areas from development and human activity • Reducing environmental impacts of tourist operations eg water consumption, waste, energy • Encouraging eco-tourism developments • Impact of climate change on key tourist areas • Build a diverse economic base for the community • Regional opportunities in co-operation with neighbouring LGAs • Attracting outside investment • Local business development strategies, links with existing businesses • Sustainable income – seasonal trends and over-supply issues • Opportunities to engage other agencies • Governance structures for the city’s tourist operations • Managing volunteer programs for residents to welcome and assist tourists • Level of council support for local tourist industry – what will be provided, what are the priorities • Opportunities for public/private partnerships This approach allows each objective to be considered thoroughly and opens the way for more innovative approaches in implementing it. It may also highlight unexpected consequences or issues that need to be addressed. Planning & Reporting Manual Page 27 of 115
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