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Draft Strategic Plan Consultation 2020

Final chance to have your say

In December 2019 and January 2020 we gave you the opportunity to comment on the draft Strategic Plan. Thank you to everyone who provided your feedback.

We've now developed a final draft Strategic Plan and want you to take a look.

Have your say you by:

  • completing the online survey available at the bottom of the webpage
  • pick up a hard-copy at any of our Customer Service Centres
  • sending us an email via engagement@ahc.sa.gov.au
  • calling us to provide feedback on 8400 0400
  • posting your feedback to Adelaide Hills Council, PO Box 44, Woodside SA 5244

We're here to help:

If you want to chat to our team about the draft Strategic Plan you can ask a question using the Q&A tool below or you can send us an email via enagement@ahc.sa.gov.au or call us on 8400 0400


BACKGROUND

A Strategic Plan outlines the Council’s key areas of focus for the coming four 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.

Why does a Strategic Plan matter?

We want the Adelaide Hills to be a place for everyone. We need you to help us achieve that.

What's in the Plan is a priority for funding so it is really important that the Plan reflects the aspirations of our local community, and that includes you.

What are we asking?

We’re asking you to take a look at the aspirations, objectives and priorities and whether we are missing anything.

We've divided the aspirations into five areas:

1. Community

2. Natural Environment

3. Built Environment

4. Economy

5. Organisation

What else should you know?

If you want to have a further chat or ask for more information get in touch with our team, we are here to help. You can find our contact details in the who's listening section of the website.

CONSULTATION CLOSES 28 MARCH 2020

Final chance to have your say

In December 2019 and January 2020 we gave you the opportunity to comment on the draft Strategic Plan. Thank you to everyone who provided your feedback.

We've now developed a final draft Strategic Plan and want you to take a look.

Have your say you by:

  • completing the online survey available at the bottom of the webpage
  • pick up a hard-copy at any of our Customer Service Centres
  • sending us an email via engagement@ahc.sa.gov.au
  • calling us to provide feedback on 8400 0400
  • posting your feedback to Adelaide Hills Council, PO Box 44, Woodside SA 5244

We're here to help:

If you want to chat to our team about the draft Strategic Plan you can ask a question using the Q&A tool below or you can send us an email via enagement@ahc.sa.gov.au or call us on 8400 0400


BACKGROUND

A Strategic Plan outlines the Council’s key areas of focus for the coming four 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.

Why does a Strategic Plan matter?

We want the Adelaide Hills to be a place for everyone. We need you to help us achieve that.

What's in the Plan is a priority for funding so it is really important that the Plan reflects the aspirations of our local community, and that includes you.

What are we asking?

We’re asking you to take a look at the aspirations, objectives and priorities and whether we are missing anything.

We've divided the aspirations into five areas:

1. Community

2. Natural Environment

3. Built Environment

4. Economy

5. Organisation

What else should you know?

If you want to have a further chat or ask for more information get in touch with our team, we are here to help. You can find our contact details in the who's listening section of the website.

CONSULTATION CLOSES 28 MARCH 2020

  • CLOSED: This survey has concluded.

    General comments - draft Strategic Plan

    If you're keen to leave us a general message (positive, negative or neutral) use this space to do so. Your comments will be considered by the project team as we work to refining the Strategic Plan. 

    If you're keen to leave us a general message (positive, negative or neutral) use this space to do so. Your comments will be considered by the project team as we work to refining the Strategic Plan. 

    Tell us what you think
  • CLOSED: This survey has concluded.

    Community Wellbeing

    An inclusive and prosperous community with the capacity to flourish and fulfil their potential through opportunities to engage, connect, participate and enhance wellbeing.

    The Adelaide Hills offers a unique environment and lifestyle for residents, business owners, and visitors who value quality of life and wellbeing.
    High levels of community wellbeing are essential to enable communities to flourish and fulfil their potential. Wellbeing is determined by a broad range of factors including social and health determinants which lead to safe, engaged, healthy, inclusive, culturally rich, vibrant, creative, and supported
    communities. 

    We seek to empower local communities to identify their needs, shape

    An inclusive and prosperous community with the capacity to flourish and fulfil their potential through opportunities to engage, connect, participate and enhance wellbeing.

    The Adelaide Hills offers a unique environment and lifestyle for residents, business owners, and visitors who value quality of life and wellbeing.
    High levels of community wellbeing are essential to enable communities to flourish and fulfil their potential. Wellbeing is determined by a broad range of factors including social and health determinants which lead to safe, engaged, healthy, inclusive, culturally rich, vibrant, creative, and supported
    communities. 

    We seek to empower local communities to identify their needs, shape and create change, and influence the decisions which impact their lives. Working alongside our residents helps us build relationships and provide opportunities for them to connect, learn, participate, and grow. We do this through the arts, heritage, Reconciliation, volunteering, grants, libraries, sporting and recreation facilities, youth programs, events, positive ageing services, health planning, and community centre activities.

    With this in mind, to support our aspiration we've developed six objectives and related priorities.

    Tell us what you think of:
    • The Objectives
    • The Priorities 
    Do they sound right, are we missing something, should we change the wording?

    Tell us what you think
  • CLOSED: This survey has concluded.

    Natural Environment

    The natural environment of the Adelaide Hills contributes significantly to the character of the region and is greatly valued by our local community and visitors.

    We recognise the importance of healthy and resilient natural systems that deliver the key environmental benefits (ecosystem services) on which our quality of life depends. These include provision of clean air and water, natural elimination of waste and pollution, recycling of nutrients, carbon sequestration, pest
    regulation, pollination, and sustained agricultural productivity.

    To protect and maintain the region’s distinctive native flora and fauna, unique vegetation communities, productive farming lands, urban and vibrant township communities, we are

    The natural environment of the Adelaide Hills contributes significantly to the character of the region and is greatly valued by our local community and visitors.

    We recognise the importance of healthy and resilient natural systems that deliver the key environmental benefits (ecosystem services) on which our quality of life depends. These include provision of clean air and water, natural elimination of waste and pollution, recycling of nutrients, carbon sequestration, pest
    regulation, pollination, and sustained agricultural productivity.

    To protect and maintain the region’s distinctive native flora and fauna, unique vegetation communities, productive farming lands, urban and vibrant township communities, we are committed to managing biodiversity conservation, protecting the watershed, responding to the impacts of climate change, and managing waste and resources.

    By engaging the community, fostering productive partnerships and through best-practice environmental stewardship, we aim to manage the known and emerging threats and opportunities to support the important natural values of the region and improve environmental outcomes.

    In recognition of our international obligations we have declared a climate emergency and are firmly resolved to protect and improve the quality and resilience of our environment.

    With this in mind, to support our aspiration we've developed five objectives and related priorities.

    Tell us what you think of:
    • The Objectives
    • The Priorities 
    Do they sound right, are we missing something, should we change the wording?

    Tell us what you think
  • CLOSED: This survey has concluded.

    Built Environment

    Ensure that all decisions regarding the built environment recognise our unique
    character and natural environment to maintain and enhance liveability for our
    community. Good functional facilities and infrastructure provide places for people to meet, connect and participate.

    These range from grounds for organised sport to community spaces for meeting friends and Council buildings where people can participate in group or individual activities. Built spaces like libraries, community halls and centres provide hubs for people to come together, learn and interact. 

    These spaces should have the capacity to be adaptive and evolve to meet new and changing needs in a sustainable

    Ensure that all decisions regarding the built environment recognise our unique
    character and natural environment to maintain and enhance liveability for our
    community. Good functional facilities and infrastructure provide places for people to meet, connect and participate.

    These range from grounds for organised sport to community spaces for meeting friends and Council buildings where people can participate in group or individual activities. Built spaces like libraries, community halls and centres provide hubs for people to come together, learn and interact. 

    These spaces should have the capacity to be adaptive and evolve to meet new and changing needs in a sustainable manner. A unique ‘sense of place’ can be created with input from the people who interact or do business in our Council area. These communities know what a place needs, who will use it and how it can be enhanced.

    With this in mind, to support our aspiration we've developed four objectives and related priorities.

    Tell us what you think of:
    • The Objectives
    • The Priorities 
    Do they sound right, are we missing something, should we change the wording?

    Tell us what you think
  • CLOSED: This survey has concluded.

    Economy

    Our region’s economy is diverse and sustainable with a reputation for quality,
    niche products, services and experiences underpinned by a culture of creativity
    and innovation.

    Business (including primary production activities) is an important part of the Adelaide Hill’s community, with over 4,000 registered businesses operating in the region. Supporting sustainable long-term economic growth through the retention of existing business and the attraction of new business and investment encourages greater economic diversity, local job opportunities and is a key element to enhancing our community’s quality of life.

    Economic prosperity is also necessary for the region to be competitive in both a

    Our region’s economy is diverse and sustainable with a reputation for quality,
    niche products, services and experiences underpinned by a culture of creativity
    and innovation.

    Business (including primary production activities) is an important part of the Adelaide Hill’s community, with over 4,000 registered businesses operating in the region. Supporting sustainable long-term economic growth through the retention of existing business and the attraction of new business and investment encourages greater economic diversity, local job opportunities and is a key element to enhancing our community’s quality of life.

    Economic prosperity is also necessary for the region to be competitive in both a national and international context. As our economy evolves from predominantly production-based to one based on creativity and innovation, it is important that we change in a way that strengthens our industries, creates good jobs and encourages investment in the region. Economic development is not pursued for its own sake but rather for what it contributes to community wellbeing in all its dimensions.

    The role for Council in economic development is essentially one of improving the flow of information and bringing relevant parties together (including business, industry representative groups, all levels of government) to use this information for greater economic benefit. Our role is therefore largely one of facilitator, information provider, advocate and in some cases, leader.

    With this in mind, to support our aspiration we've developed four objectives and related priorities.

    Tell us what you think of:
    • The Objectives
    • The Priorities 
    Do they sound right, are we missing something, should we change the wording?

    Tell us what you think
  • CLOSED: This survey has concluded.

    Organisation

    Council is recognised for its skilled and agile workforce, its representative and accountable governance, and its commitment to cost effectiveness and efficient service delivery. Council exists to provide services and facilities to its community in a representative, informed and responsible manner.


    Our organisation and our people need to be both agile and capable of delivering the Council’s long term community objectives and annual priorities in a financially sustainable way. 

    With a culture built on continuous improvement and a commitment to open and transparent decision making, we remain focused on consistently delivering an excellent customer experience. 

    With this in mind, to

    Council is recognised for its skilled and agile workforce, its representative and accountable governance, and its commitment to cost effectiveness and efficient service delivery. Council exists to provide services and facilities to its community in a representative, informed and responsible manner.


    Our organisation and our people need to be both agile and capable of delivering the Council’s long term community objectives and annual priorities in a financially sustainable way. 

    With a culture built on continuous improvement and a commitment to open and transparent decision making, we remain focused on consistently delivering an excellent customer experience. 

    With this in mind, to support our aspiration we've developed six objectives and related priorities.

    Tell us what you think of:
    • The Objectives
    • The Priorities 
    Do they sound right, are we missing something, should we change the wording?

    Tell us what you think