Adelaide City Council Policy Position Considerations

South Australian State Election January 2014

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Introduction

This Discussion Paper outlines Council’s position on a range of key State-level issues. It is designed to facilitate informed discussion with political parties and independent candidates in the lead up to the South Australian State election in March 2014. This discussion will allow a frank exchange between Council and the various political parties, leading to a clear understanding of each other’s policy positions. It is hoped that this will improve the ability to work together to achieve the vision for Adelaide of One City, Many Places.

Council has formed “policy positions” on these issues and confirmed these via adoption in its Strategic Plan 2012-16, in policy and strategy documents, through specific Council decisions and in the delivery of particular initiatives or projects. These endorsed positions form the basis of the points raised in this Discussion Paper.

Contents1. City/State Relations..............................................................................................42. Planning, Development and Heritage...................................................................63. Riverbank Development and Governance............................................................94. Transport and Movement....................................................................................115. Park Lands..........................................................................................................136. Support for Affordable Housing in the City.........................................................167. Residential Population Growth............................................................................178. City Safety and Liquor Licensing.........................................................................189. City Vibrancy.......................................................................................................2010. Environmental Sustainability and Climate Change.............................................2211. Economic Development......................................................................................2412. Waste Management............................................................................................3013. City Community and Engagement......................................................................32

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1. City/State Relations

1.1. The City of Adelaide Strategic Plan 2012-16 1.1.1. The relationship between Council and the State Government is critical. A

mutual commitment to creating Adelaide as ‘one of the great small cities in the world’ is at the heart of this relationship. This commitment is expressed in the City of Adelaide Strategic Plan 2012-16, the Development Plan for Adelaide (City) and in the recently adopted Spatial Vision for the Future of the City. The Strategic Plan shows the alignment between Council’s own measures of success with South Australia’s Strategic Plan and the 30 Year Plan for Greater Adelaide.

1.1.2. To successfully enact its Strategic Plan, Council is committed to the successful operation of the Capital City Committee (CCC) as a ‘powerful and unique partnership between the South Australian Government and the Adelaide City Council’. Under the City of Adelaide Act 1998, Council and the State Government are equal partners in the Capital City Committee. Through this Act, Council and the State Government have an established Development Program, meetings and forums.

1.2. Current policy position1.2.1. Council is committed to working in partnership with all spheres of Government

and recognises the importance of these partnerships and the respective roles of Local, State and Federal Governments.

1.2.2. Participation in the CCC through representation of the Lord Mayor and two Elected Members, with the role of the CCC to co-ordinate, facilitate, initiate and partner on priorities for the City of Adelaide.

1.3. Key strategies and initiatives 1.3.1. The CCC Development Program for 2013-2014 is:

1.3.1.1. Activated side streets, laneways and spaces between buildings;1.3.1.2. Responsive planning systems;1.3.1.3. City investment attraction;1.3.1.4. An active transport policy for the City;1.3.1.5. Major City projects;1.3.1.6. Early evening experience and late night economy;1.3.1.7. City promotion;1.3.1.8. Environmental sustainability;1.3.1.9. Connected smart city;1.3.1.10.An entrepreneurial Adelaide; and1.3.1.11.Engagement and communications.

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1.3.2. Council has identified a number of ‘spade ready’ major projects such as the redevelopment of Victoria Square/Tarntanyangga, which would benefit greatly from funding support from other spheres of Government.

1.4. Issues for resolution1.4.1. The continuation of the Capital City Committee as a key Governance

arrangement between Council and the State Government.1.4.2. Co-delivering major initiatives and projects through joint funding.1.4.3. Commitment to respecting roles and responsibilities of respective spheres of

Government.

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2. Planning, Development and Heritage

2.1. The City of Adelaide Strategic Plan 2012-16 2.1.1. Council’s Strategic Plan includes Outcome 1 – City of Great Places. Under this

Outcome is a key strategy which states ‘Ensure the City is well designed, planned and built to sustainably accommodate future growth’. Within this Outcome is a Key Project and Service for a City Structure Plan, Development Plan Amendments and streamlined development assessment services to support investment in the City.

2.1.2. A City Structure Plan, entitled ‘Spatial Vision for the Future of the City’, was adopted by Council in June 2013 and agreed to by the Minister for Planning in October 2013.

2.2. Planning Assessment: Current policy position2.2.1. On 5 December 2013 Council passed the following resolution in regard to the

planning amendment powers of Council:That Council:

1. Adopts the following policy position in response to recent decisions and actions by the Minister for Planning; and campaigns for: 1.1 the restoration of full development assessment powers to

Council through the removal of the $10 million cap; 1.2 the review of recent Ministerial Development Plan

Amendments (DPA) impacting on the City and the preparation of an SOI for this purpose for submission to the newly elected Government in 2014; and

1.3 a full consideration for listing of those heritage properties which remain unlisted from those that were originally submitted for listing under two DPA’s during 2009, with the assessment for listing of each property judged solely against the criteria in section 23(4) of the Development Act 1993.

2.2.2. In its pre-election document the Local Government Association of South Australia (LGA) raises concerns about the removal of planning control and referral powers from Council for CBD developments above $10m. More broadly the LGA opposes major changes which seek to remove such powers, particularly before the Expert Panel on Planning Reform process is complete.

2.2.3. Council has made a formal position in regard to the operation of the Expert Panel on Planning Reform in supporting ‘the review occurring and the process proposed to conduct the review and has made an extensive submission to the Panel (decision number 13475 on 8 October 2013). This view is supported by the LGA in their pre-election document that ‘welcomes the Expert Panel on Planning Reform and supports its continuation post the 2014 election.’

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2.3. Urban Renewal: Current policy position2.3.1. In regards to the Urban Renewal Bill, Council resolved on 11 June 2013

(Decision number 13089) on the following basis:2.3.1.1. Council is already the precinct authority which can exercise all

necessary powers and responsibilities for precinct planning.2.3.1.2. The proposed legislation is a major reform of the planning system and

of governance generally and should not pre-empt the extensive consultation and review of the planning system within the remit of the Expert Panel on Planning Reform.

2.3.1.3. It is noted that the proposed precinct planning tools could promote a range of development, including fringe growth, rather than urban renewal.

2.3.1.4. The Bill conflicts with two key recommendations for good governance of a planning system in that it:a. increases the number of bureaucracies and planning instruments

and thus adds complexity; andb. fails to separate policy, development control and development

facilitation functions.2.3.1.5. It is unacceptable that statutory heritage conservation and other

protections for important values and unique features of potential precincts could be waived due to the range of discretionary powers that may be conferred by regulation.

2.3.1.6. The public consultation provisions, including those for community reference groups, and limiting of local government’s role to ‘observer’, do not facilitate participation by the community.

2.3.2. Subsequent to this an amendment to the Bill was passed which ensures that the precinct planning powers under the Bill cannot be exercised in relation to the Adelaide Park Lands without the consent of the Adelaide Park Lands Authority.

2.4. Heritage: Current policy position2.4.1. Based on independent heritage advice in 2009, Council submitted around 430

heritage buildings for local heritage listing. Since then, only 105 of these have been approved for listing by the Minister for Planning. Some were rejected while consideration of other potential listings will now await the outcome of the review of the planning system by the Expert Panel on Planning Reform. It is understood that this review will address heritage listing criteria and processes and hopefully a range of concerns expressed by Council about ineffective bureaucratic arrangements. Economic impacts of heritage listings have been modelled. This established that there is considerable scope for additional heritage listing in central Adelaide without curtailing the achievement of City growth targets in the 30-Year-Plan for Greater Adelaide.

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2.5. Key strategies and initiatives2.5.1. Council has reviewed and made submissions on the following Ministerial

Development Plan Amendments:2.5.1.1. Capital City, and 2.5.1.2. Institutional (St Andrews).

2.6. Issues for resolution2.6.1. Re-establishing the full development assessment powers to Council through

the removal of the $10m cap.2.6.2. The continuation of the Expert Panel on Planning Reforms post the 2014

election.2.6.3. Formal heritage consideration of the 430 buildings submitted by Council in

2009.

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3. Riverbank Development and Governance

3.1. The City of Adelaide Strategic Plan 2012-16 3.1.1. Council’s Strategic Plan has an Outcome that states:

The Park Lands and River Torrens are treasured landscapes and places of diverse outdoor activities and events, used by residents and visitors alike.

3.2. Current policy position3.2.1. Council has adopted the following position in regard to the Riverbank

Development and associated Governance:3.2.1.1. Given existing governance arrangements and the role of the Adelaide

Park Lands Management Strategy, the Adelaide Park Lands should be exempt from precinct planning provisions, noting that the 2015 review of the Adelaide Park Lands Management Strategy provides a means of responding to Inner Rim growth and Riverbank opportunities (decision number 13089).

3.2.2. At a Special Meeting on 16 July 2013, Council identified several areas where the proposed Greater Riverbank Implementation Plan may vary from the Statutory Principles of the Adelaide Park Lands Act 2005. In particular Council expressed concern about possible new built form and commercial activities taking place in this precinct. In considering this, Council confirmed a previous Council Resolution made on 20 December 2011 (in summary below):3.2.2.1. Provide in principle support for the 2011 Riverbank Master Plan.3.2.2.2. Seek further detail to be provided on all elements of the Master Plan

as they become available.3.2.2.3. Express concern with the extent of additional commercial activities in

the Park Lands in particular.3.2.2.4. Oppose further additional built-forms north & south of the

Intercontinental Hotel, north of the train station/casino and the form associated with the Hajek Plaza.

3.2.2.5. Oppose any further retail offering in this area that may have implications for other retail centres in the CBD, in particular Hindley Street and Rundle Mall.

3.2.2.6. Have concerns with additional office accommodation in this location as opposed to the CBD.

3.3. Key strategies and initiatives3.3.1. Council is reviewing the following Ministerial Development Plan Amendments

for:3.3.1.1. Riverbank (Health and Entertainment Areas), and3.3.1.2. Adelaide Oval Footbridge.

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3.3.2. Activities are also being undertaken to enhance the Riverbank Precinct to be one of the world’s great parklands and cultural precinct in one place:3.3.2.1. Articulation of significant areas being health and wellbeing,

entertainment and education and culture.3.3.2.2. Completion of the old RAH site design competition, with Renewal SA

currently undertaking a masterplanning process for the site.3.3.2.3. Joint Council and State Government report being developed on the

economic impact in the east end due to the relocation of the hospital.

3.4. Issues for resolution3.4.1. Ensuring that the Adelaide Park Lands Management Strategy 2015 review will

form the basis of the implementation of the Riverbank redevelopment.3.4.2. Concern over the extent of commercial activities in the Park Lands.3.4.3. Commitment to the redevelopment of the old Royal Adelaide Hospital Site in

conjunction with Council.

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4. Transport and Movement

4.1. The City of Adelaide Strategic Plan 2012-16 4.1.1. Council’s view on the importance of transport and movement is clearly articulated

in its Strategic Plan. Outcome 2 is dedicated to creating an accessible City. A City of well-connected places that’s easy to get to and around. Streets are for people with cyclists and pedestrians taking priority. A readily available public transport system that links City destinations and

beyond, day and night, and Low emission and other sustainable travel options prevail.

4.2. Current policy position4.2.1. Council has a clearly defined and comprehensive strategy in relation to transport

and movement. The Smart Move, the City of Adelaide’s Transport and Movement Strategy 2012-22 is underpinned by key values and objectives. These include advocacy for increased transport choices, the creation of more people-friendly places by improving conditions for pedestrians, cyclists and those using public transport, whilst also recognising the importance of maintaining accessibility for cars and freight movements. Transport and parking related to Adelaide Oval are captured as a part of this Strategy. The Strategy has eight key outcomes: easy walking, safe cycling, quality public transport, green travel, efficient services, smart parking, calm traffic, and great streets.

4.3. Key strategies and initiatives4.3.1. These current and proposed programs are considered to be the most critical in

terms of pursuing the outcomes in the Smart Move Strategy:Parking

4.3.1.1. Introduction of a levy on off-street parking spaces in the medium to long term provided the levy is based on an agreed and sound policy position, and that the revenue is fully invested in pedestrian, cycling and public transport facilities and infrastructure within the City. Council is opposed to the parking tax as it currently stands as it does not meet these objectives or timeframes.

4.3.1.2. Develop an On-Street Parking Strategy.Public Transport

4.3.1.3. City tram loop as identified in SA’s draft Integrated Transport and Land Use Plan.

4.3.1.4. Partner with the State Government in providing a higher frequency free City bus service.

4.3.1.5. Currie/Grenfell streets public transport improvements alongside O-Bahn City access improvements.Cycling

4.3.1.6. Delivery of the north-south, east-west bikeways including Grote/Wakefield streets, Frome Street and King William Street/King William Road.

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4.3.1.7. Promote cycling events and awareness, and increase the availability of the free City Bikes.Connectivity

4.3.1.8. Pedestrian improvements

4.4. Issues for resolution4.4.1. Support for the key elements of Council’s Smart Move Strategy and in

particular: the delivery of north-south, east west bikeways, Development of a City tram loop, and Introduction of a levy on off-street parking spaces in the medium- to long-term

provided the levy is based on an agreed and sound policy position, and that the revenue is fully invested in pedestrian, cycling and public transport facilities and infrastructure within the City.

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5. Park Lands

5.1. The City of Adelaide Strategic Plan 2012-16 5.1.1. Council’s Strategic Plan provides clear guidance as to the important role the

Park Lands play in the identity and development of the City.5.1.1.1. Outcome 1 – City of Great Places

Strategy No. 1 – Protect and activate the City’s built heritage and Park Lands.

Key Project 10 – Support for the Adelaide Park Lands Authority which advises Council and the State Government.

5.1.1.2. Outcome 4 – Liveable City Challenge No. 6 – Managing and Funding the enhancements of

recreational facilities in the City’s 760 hectares of Park Lands.5.1.1.3. Outcome 6 – Environmentally Sustainable City

Key project No. 11 – Park Lands native vegetation and water courses management, including revegetation of priority areas.

5.2. Current policy position5.2.1. Governance of the Park Lands: Council has a firm view that the Adelaide Park

Lands Authority (the Authority), as a Statutory body responsible to both the State Government and Council, is the most appropriate body to provide advice regarding the improvement and management of the Park Lands.

5.2.2. Council believes the existing membership provisions in the Adelaide Park Lands Act 2005 allows the Minister and / or Council to appoint persons from, or nominated by, adjoining Councils who possess the relevant expertise.5.2.2.1. The Adelaide Park Lands Management Strategy (APLMS) was jointly

adopted in 2010 by the State Government and Council, and is due for review by 2015. This review will be undertaken by the Authority, pursuant to the Adelaide Park Lands Act 2005. Council Administration will support and facilitate the review.

5.2.3. The review of the APLMS will:5.2.3.1. Determine the community’s current aspirations, values and

requirements for the enhancement, protection and management of the Park Lands;

5.2.3.2. Establish the need for any changes to the short, medium and long‐term priorities for the Park Lands; and

5.2.3.3. Assist the State Government and Council in determining priorities for the allocation of any future funding which it makes available.

5.2.4. Council has formally advised the State Government of the intended review of the APLMS and sought discussions as to how to jointly progress this process.

5.2.5. Council’s Active City Strategy identifies a number of key directions for the Park Lands, including:

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5.2.5.1. Establishing a network of recreational walking and cycling trails in the City;

5.2.5.2. Develop activity hubs featuring playspaces, community courts, skate and BMX facilities; and,

5.2.5.3. Facilitate the enhancement of community sports hubs by working with state sporting associations and educational institutions.

5.2.6. In their pre-election paper the LGA identifies particular commitments sought from State Government in relation to sport and recreation;5.2.6.1. ‘A requirement for all schools to explore with the Councils

opportunities for shared use of facilities to open up sport and recreation facilities to sporting clubs’. While Council manages the Park Lands, community access to open space is not the critical issue in the City. However there is a supply issue in relation to indoor sports courts in the City and surrounding areas, which is not meeting the demand for indoors sports, particularly basketball, volleyball and indoor soccer. Council, with the State Government’s support, is keen to facilitate greater community access to existing indoor school sports halls in the City. There is also an opportunity to partner with the University of South Australia to increase the capacity of the ‘great hall’ planned for construction at the City West Campus over the next 5 years

5.2.6.2. That State Government ‘establish an “off set” program to reduce the costs of water to community sporting clubs and groups.’ Increasing utility costs is an issue for City based sporting clubs. Any assistance that could be provided would allow clubs to focus their resources into increasing the provision of sports programs.

5.3. Key strategies and initiatives5.3.1. Park Lands Funding: The Adelaide Park Lands Management Strategy sets a

series of high, medium and low project funding priorities for the Park Lands and is administered by the Adelaide Park Lands Authority. In late 2013, the State Government committed $20m funding (over 4 years) for enhancements to the Park Lands. This is in addition to an annual grant of $1.3m it also makes, together with one-off grants for specific projects.

5.3.2. Council allocates more than $10m per annum to Park Lands maintenance alone, together with significant funding and resources for many Park Lands enhancement projects. This is in addition to the sole funding of the Authority. Council would welcome equivalent funding from State Government and/or partners in accordance with the value of the Park Lands as a regional resource.

5.3.3. Council has adopted a masterplan for the redevelopment of Victoria Square/Tarntanyangga and would be seeking funding commitments for Stages 2,3 and 4.

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5.3.4. Major recreation programs which may benefit from State Government support includes:5.3.4.1. The Relocation of the City Skate Park;5.3.4.2. Implementation of priorities of the Sports Infrastructure Master Plan

for the west and south Park Lands, including relocation of City Beach;5.3.4.3. Enhancements to the Adelaide Aquatic Centre and North Adelaide

Golf Course informed by Master Plans;5.3.4.4. Delivery of additional play opportunities for children living in and

visiting the City including greater interaction with nature; and,5.3.4.5. Completion of the Park Lands Trail.

5.4. Issues for resolution5.4.1. Ensuring that the Adelaide Park Lands Authority is the statutory body to

provide advice regarding the improvement and management of the Park Lands.

5.4.2. Commitment to a review of the Adelaide Park Lands Management Strategy in 2015.

5.4.3. Support for the relocation of the City Skate Park.5.4.4. Commitment to funding assistance of next stages of upgrade to Victoria

Square / Tarntanyangga.

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6. Support for Affordable Housing in the City

6.1. The City of Adelaide Strategic Plan 2012-16 6.1.1. Outcome 4: Liveable City in the Strategic Plan outlines Council’s commitment

to affordable housing. Strategies under that Outcome include: Attract more residents and promote social mix, and Promote housing choice and affordability in the City.

6.2. Current policy position6.2.1. Relevant documents endorsed by Council in regard to affordable housing are

the Residential Growth Policy and the Residential Growth Strategy.

6.2.2. The statements of policy particular to affordable housing in these documents are: 6.2.2.1. Council will support the delivery of affordable housing as part of

residential development in the City in ways that are cost effective, financially sustainable and minimise risk to Council.

6.2.2.2. Council will partner with State Government agencies, private investors and specialist housing providers as appropriate to achieve affordable housing outcomes for the City.

6.2.2.3. Council will seek support from available State and Australian Government funding/incentive programs to support residential development in the City.

6.2.2.4. Council will comply with all legislative and funding requirements in relation to management of its portfolio of affordable rental housing.

6.2.2.5. Council will advocate for the 15% affordable housing component of residential developments to be well designed and located, constructed using quality materials and integrated with the other housing types.

6.3. Key strategies and initiatives6.3.1. To support affordable housing in the City, Council has these key

projects/activities:6.3.1.1. Support the continuation of Stamp Duty concessions and advocate to

the State Government for changes to State taxes and charges that disadvantage purchasers of apartments,

6.3.1.2. Facilitate the supply of affordable housing in the City (liaison and advocacy, undertaking and sharing research etc.), and

6.3.1.3. Facilitate delivery of the ERGO development, including 72 affordable housing units.

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6.4. Issues for resolution6.4.1. Commitment to partnering with Council and providing funding in the further

development of affordable housing in the City.

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7. Residential Population Growth

7.1. The City of Adelaide Strategic Plan 2012-16 7.1.1. Council has pursued residential population growth as a long term objective.

The Strategic Plan 2012-2016 notes a diverse residential population and sustainable and diverse housing choices as particular components of achieving Outcome 4: Liveable City. Strategies under that Outcome includes: Attract more residents and promote social mix, and Promote housing choice and affordability in the City.

7.2. Current policy position7.2.1. The Residential Growth Policy and the Residential Growth Strategy are the key

policy documents in this area.

7.2.2. The Residential Growth Policy has the following objectives:7.2.2.1. to increase housing choice in the City, including affordable dwellings;

and7.2.2.2. to increase the City’s residential population and social mix.

7.2.3. The relevant statements of policy are:7.2.3.1. Council will market the City as a residential location of choice.7.2.3.2. Council will consider the impacts on residential growth and affordable

housing when proposing amendments to the Adelaide (City) Development Plan.

7.2.3.3. Council will advocate for changes to taxes and charges that disadvantage purchasers of apartments in the City.

7.2.3.4. Council will investigate, and implement as appropriate, incentives to overcome barriers to residential supply and demand in the city and to stimulate the re-use of older/heritage buildings as residential units.

7.2.3.5. Council will be cognisant of the importance of students to residential population growth in the City and promote the types of dwellings that support growth in the student population and student housing sector.

7.2.3.6. Council will advocate for social infrastructure as an enabler of residential growth.

7.3. Key strategies and initiatives7.3.1. Council currently conducts these projects/activities to support residential

population growth:7.3.1.1. Targeted marketing campaigns to boost demand for City living,7.3.1.2. The ERGO development , which delivers quality residential infilling

the CBD, and7.3.1.3. Research and advocacy to minimise barriers to City residential

growth.

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7.4. Issues for resolution7.4.1. Commitment to provide incentives and remove disincentives to housing

development in the City, including the retention of stamp duty exemption for inner-city residential developments.

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8. City Safety and Liquor Licensing

8.1. The City of Adelaide Strategic Plan 2012-16 8.1.1. Outcome 4 – Liveable City in Council’s Strategic Plan outlines a key strategy

which is to enable people to use the City safely. It also identifies two safety related key projects and services being: CCTV and lightning network improvements and safety projects such as

West End Safety Trial, and Environmental health services and disaster and emergency community

response planning.

8.2. Current policy position8.2.1. The key policy documents which confirm Council’s views in regards to safety

are the Safer City Strategy and related Safer City Policy. These are executed through the annual City Safety and Customer Services Program Plan. The Safer City Strategy identifies these strategic priorities:8.2.1.1. A City of safer places;8.2.1.2. People feel safer in our City;8.2.1.3. A healthier City environment; and,8.2.1.4. A community resilient to emergency events.

8.2.2. The Safer City Policy is underpinned by these principles:8.2.2.1. Place activation; 8.2.2.2. Working together; 8.2.2.3. Harm minimisation; 8.2.2.4. Health-supportive environments; and,8.2.2.5. Social amenity.

8.2.3. In addition Council has endorsed a Liquor Licensing Policy. In part this Policy confirms Council’s desire for a minimum of a three (3) hour break in alcohol trading across the City, supporting a vibrant late night entertainment experience and a welcome start to the day.

8.2.4. Managing the public realm for the enjoyment of all while supporting homeless and vulnerable people is addressed in the Unauthorised Camping Guidelines which both impact on different elements of safety.

8.3. Key strategies and initiatives8.3.1. The following programs are important in fulfilling Council’s Safer City Strategy

and Policy.8.3.1.1. Improving the functionality of the broader CCTV network (use of

predictive software to guide operators to respond to alarms to draw the operators attention to vision of emerging crime and proactively respond to it).

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8.3.1.2. Safer Paths project which requires shared input from State Government, including Department of Planning Transport and Infrastructure (DPTI) for infrastructure and wayfinding. Council commends the State Government for their commitment to increased monitoring to allow 24 hour monitoring and increased CCTV and lighting to the Oval to Market Link in collaboration with Council through the Safer Paths project as recently announced.

8.3.1.3. Improved late night dispersal options – late night transport services and infrastructure.

8.3.1.4. Council commends the current State Government commitment to funding the Green Team Hindley Street Youth Project in 2014 to support young people late at night in Hindley St.

8.3.1.5. Council currently receives funding from the Department for Communities and Social Inclusion in support of the Homeless and Vulnerable People project. This funding is seen as vital in addressing the needs of homeless people in the City and assisting Council to best manage the public realm.

8.4. Issues for resolution8.4.1. Commitment to implementing a 3 hour break in alcohol trading in the City.8.4.2. Commitment to supporting Council’s Safer Paths program through

infrastructure and wayfinding.

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9. City Vibrancy

9.1. The City of Adelaide Strategic Plan 2012-16 9.1.1. Outcome 3 – Creative City in Council’s Strategic Plan provides direction for the

pursuit of a vibrant City. It includes Outcome Statements: Festival and events occur throughout the year and vibrant streets and

public places are part of daily life; and, Quality and quirky cafes, restaurants, venues and activities enrich the life

of the City down streets, laneways and on the riverbank and rooftops.

9.1.2. Key Projects and Services under this Outcome includes a Live Music Action Plan and a $1m Activation Project to activate laneways, buildings and City spaces with business and the community.

9.2. Current policy position9.2.1. Through the Capital City Committee, Council and the State Government have

committed to a priority for Activated Side Streets, Laneways and Spaces between Buildings. This includes encouraging the temporary use of spaces and permanent place-making activities continues through the work of the Adelaide City Council and the South Australian Government (led by the Department of Planning Transport & Infrastructure).

9.2.2. The recently passed State Government’s Major Events Bill facilitates major events in South Australia and regulates aspects of their operation. It has possible impacts on the role of Council in its oversight and regulation role for major events. In October 2013 Council resolved to seek clarity within the regulations of the Major Events Bill given some concerns about the impact of proposed changes.

9.3. Key strategies and initiatives9.3.1. Council committed $20k toward the Thinker in Residence Martin Elbourne who

investigated the future of live music in Adelaide. The report from this residency has been published and it is intended that the results of this will help inform Council’s Live Music Action Plan and assist in establishing joint initiatives with the State Government. A commitment from State Government on implementing the recommendations in the report is important to Council to assist in development of its Live Music Action Plan.

9.3.2. Splash Adelaide is a program developed by Council that supports the Vibrant City agenda. Its purpose is to bring the City’s streets and spaces to life through a series of community run urban experiments intended to increase the vibrancy and vitality of the City. State Government support allowed this program to become established and ongoing support will assist in further developing this initiative.

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9.3.3. Festivals and events are important in activating the City and achieving Council’s outcomes. Festivals Adelaide has been established as the peak industry body representing Adelaide’s 10 major arts and cultural festivals to establish Adelaide as the festival capital of Australia. This body is jointly supported by Council and the State Government. Additionally a number of festivals in the City enjoy joint sponsorship from Council and the State Government. These ongoing commitments are important to the viability of Festivals in the City.

9.3.4. Renew Adelaide is a non-profit urban renewal project that works to revitalise under used and empty buildings and shop fronts with projects of benefit to the community. This body is supported by Council and the State Government to encourage entrepreneurs, encourage foot traffic in urban areas and help create vibrant cities. An ongoing commitment to this venture from State Government is desirable.

9.3.5. Council has developed the Good Evening Adelaide strategy with assistance from the State Government. To ensure this strategy is able to achieve its objectives as a part of the Early Evening Experience priority continued support from State Government is sought.

9.4. Issues for resolution9.4.1. Commitment to supporting the Capital City Committee priority for Activated

Side Streets, Laneways and Spaces between buildings.9.4.2. Commitment to supporting the Good Evening Adelaide Program and in

developing a Live Music Action Plan for the City; in particular the support for the recommendations contained in the Martin Elbourne report “The Future of Music in South Australia”.

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10. Environmental Sustainability and Climate Change

10.1. The City of Adelaide Strategic Plan 2012-16 10.1.1.Outcome 6 – Environmentally Sustainable City in Council’s Strategic Plan

includes the Outcome statement – A City that continues to adapt to climate change. It also includes Strategies to reduce carbon emissions and oil dependency and another to prepare the City for the impacts of climate changes.

10.2. Current policy position10.2.1.Council’s Climate Change Adaptation Action Plan 2013-2015 includes these

three strategies:10.2.1.1. Incorporate best practice knowledge regarding climate change

adaptation into Council’s processes.10.2.1.2. Foster external partnerships to ensure that the City is prepared for

climate change.10.2.1.3. Ensure Council and the community is prepared for climate change.

10.2.2.Additionally Council’s Energy Management Action Plan 2011-2014 sets targets and strategies and actions to meet those targets. Targets are:10.2.2.1. No net increase in carbon emissions by 2014

(from 2009/10 baseline of 14,000 t CO2-e);10.2.2.2. Reduce energy use by 15% by 2015

(from 2009/10 baseline of 151,600 GJ);10.2.2.3. Reduce GreenPower purchased to no greater than 35% of total

electricity used by 2014; and,10.2.2.4. Pursue zero net carbon emissions by 2020.

10.3. Key strategies and initiatives10.3.1.The following are key programs that support the response to Climate Change;

10.3.1.1. Council endorsed annual Climate Change Action Initiatives Fund (CCAIF) since 2008 to fund climate change works, especially carbon emissions reduction and energy efficiency works.

10.3.1.2. 2013/14 CCAIF is $850k, being spent on community support programs including sustainable City incentives scheme, green office program working with City businesses, climate change adaptation planning and partnerships, energy efficiency and carbon offsets / green power.

10.3.1.3. On 14 May 2013 Council endorsed participation in a regional climate change adaptation planning process with the Eastern Region Alliance (ERA) councils under the State Government’s Climate Adaptation Framework; this will rely on continued support of the Adaptation Framework by the State Government. This is consistent with the

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LGA’s position: the LGA recently signed a Climate Change Sector Agreement with the State Government with a focus on climate change adaptation.

10.3.1.4. Council has resolved to indicate to the State Government in-principle support for the establishment of Building Upgrade Finance in South Australia starting in the City of Adelaide, subject to negotiation of an appropriate funding and legislative framework. Administration has been working closely with the State Government on this. The commercial property sector is supportive of this initiative. Ongoing commitment of the State Government is essential to seeing establishment of the legislative framework and other mechanisms required for BUF. The LGA supports establishment of Building Upgrade Finance.

10.4. Issues for resolution10.4.1.Commitment to the continuation of the Climate Adaption Framework.10.4.2.The establishment of Building Upgrade Finance in South Australia starting in

the City of Adelaide, subject to negotiation of an appropriate funding and legislative framework.

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11. Economic Development

11.1. Outcome 5 Prosperous City in Council’s Strategic Plan contains a number of outcome statements, strategies and key projects and services. Collectively these frame Council’s approach to economic development. Under the following sub-headings economic development is broken down into its key parts and outlines Council’s strategic, policy and program responses in each area.

Business Development:11.2. The City of Adelaide Strategic Plan 2012-16 11.2.1.In regard to supporting small to medium enterprises (SMEs), Outcome 5 -

Prosperous City in Council’s Strategic Plan has this outcome statement: A supportive business environment assists City businesses and their

workforce to thrive and prosper.

11.2.2.One strategy under this outcome area focuses on building the capability of existing businesses and attracting and fostering new business and investment. Key services identified to deliver this strategy include:11.2.2.1. One- top shop for business advice, including on-line, to support City

businesses.11.2.2.2. Support programs for local businesses, including seminars and

training.

11.3. Current policy position11.3.1.The Economically Prosperous City Strategy – Outcome 2 focuses on supporting

business to thrive by establishing a one stop shop within Council for businesses providing advice, support and solutions to new, existing and relocating businesses.

11.3.2.The City Growth and Investment Program Plan includes actions to deliver business advice, referral and mentoring services to small and medium enterprises through Enterprise Adelaide and to deliver and co-create programs and networking events to build business capability. These activities were previously financially supported by the State Government.

11.4. Key strategies and initiatives11.4.1.A priority from the Capital City Committee 2013-2014 Development Program is

to develop an Early Evening Experience and Late Night Economy for the City. This follows on from the successful Capital City Committee Forum 2013: ‘Growing Adelaide’s Evening Economy’. The Adelaide City Council and the South Australian Government (through DPTI) are working together on activities

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arising from this including the Good Evening Adelaide strategy and pilot projects developed by Council.

11.4.2.The delivery of business advice, referral and mentoring services to small and medium enterprises (SMEs) are delivered through Enterprise Adelaide. Business capability building programs delivered through Enterprise Adelaide include the Digital Enterprise Program, Skills in the Workplace, and other networking events.

11.4.3.Specifically there are significant opportunities to align with State Government that will tangibly support small businesses to establish, survive and grow as appropriate to their circumstances.11.4.3.1. Fund localised small business support initiatives that provide face to

face support for business owners and business intenders.11.4.3.2. Support these initiatives by developing or adapting high quality

resources. This could include workforce planning, business process improvement, finances and sustainability, marketing, competing in the Asian Century, Digital Economy, and accessing supply chains.

11.4.3.3. Identify and reduce compliance costs imposed by legislation or the severity of enforcement.

11.4.3.4. State Government small business programs should be co-developed with local government as the closest level of government to the business community.

Entrepreneurs:11.5. The City of Adelaide Strategic Plan 2012-16 11.5.1.In regard to supporting the and developing the entrepreneurial community,

Strategic Plan, Outcome 5 - Prosperous City in Council’s Strategic Plan has this outcome statement: Innovative and entrepreneurial businesses that collaborate underpin a

diverse City and State economy.

11.5.2.One strategy under this outcome area focuses on fostering a competitive business environment where innovative and entrepreneurial businesses collaborate and thrive.

11.6. Current policy position11.6.1.Council’s Economically Prosperous City Strategy 2012–2016, is designed to

achieve a number of outcomes. One of these is ‘A City that attracts investment and talent – the preferred destination for the best and brightest entrepreneurs and organisations.’ To achieve this outcome a number of actions are being undertaken as a part of the City Growth and Investment Program.

11.7. Key strategies and initiatives

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11.7.1.The key initiative is to ‘enhance the innovation eco-system that supports entrepreneurs to develop creative, diverse knowledge based businesses’ (City Growth and Investment in Council’s 2013/14 Business Plan and Budget). Enhancing the entrepreneurial ecosystem is being achieved by:11.7.1.1. Bring together entrepreneurs, mentors, intermediaries and service

providers, to co-create initiatives to develop better ways to support startups and early stage firms.

11.7.1.2. Support the emerging leadership group and specific initiatives (e.g. access to finance, support and mentoring, marketing Adelaide as a City of Entrepreneurs).

11.7.1.3. Support start-up initiatives and entrepreneur activities (eg Start-up Weekend, South Start).

Investment Attraction:11.8. The City of Adelaide Strategic Plan 2012-16 11.8.1.Outcome 5 in Council’s Strategic Plan includes the following outcome

statement: The City has a clear competitive offering that attracts investment and

talent.

11.8.2.Key services identified to deliver this strategy include:11.8.2.1. Marketing materials to promote the City as a destination for business

and investment. 11.8.2.2. Targeted retail investment attraction campaign.

11.9. Current policy position11.9.1.The Economically Prosperous City Strategy 2012-2016 includes two outcomes

that relate to Investment Attraction:11.9.1.1. A City with a clear competitive offering;11.9.1.2. A City that attracts investment and talent.

11.9.2.There are several strategies outlined in the document to achieve these outcomes. These include:11.9.2.1. Establish a compelling case for doing business in Adelaide.11.9.2.2. Facilitate collaborations and partnerships.11.9.2.3. Develop and implement a consolidated package to attract investment

.11.9.2.4. Actively target and attract investment.

11.10.Key strategies and initiatives11.10.1. A key strategy in the City growth and Investment Program Plan is to

‘promote Adelaide as a destination for business, investment and talent and facilitate investment opportunities as they arise’.

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11.10.2. The following actions are outlined in the Program Plan related to Investment Attraction:11.10.2.1. Engage with businesses and stakeholders to promote Adelaide as a

destination for business, investment and talent.11.10.2.2. Promote Adelaide as a great place to invest, start and grow a

business, work and visit.11.10.2.3. Develop and implement a seamless integrated investment

facilitation process in conjunction with peak bodies, industry and government.

11.10.2.4. Partner with Rundle Mall Management Authority and State Government to promote Adelaide to national and international retailers.

11.10.2.5. Target and attract new retailers to establish in Adelaide retail precincts.

11.10.3. Specifically there are opportunities to further align Council’s Investment Attraction activities with those of the State Government, particularly in regard to promotional material, connecting with their international offices, referrals and case management, with a focus on retail and professional services businesses.

Retail:11.11.The City of Adelaide Strategic Plan 2012-16 11.11.1. Outcome 5 Prosperous City in Council’s Strategic Plan includes a

statement that the City will be ‘the State’s hub for retail’ and seeks to promote the growth of the sector, with a key project being the development of a ‘targeted retail investment attraction campaign’.

11.12.Current policy position11.12.1. Council’s Economically Prosperous City Strategy 2012–2016 recognises

the importance the retail sector to the City’s economy as well as the City’s vibrancy and character. The City’s retail offer is a key factor in the quality of life of the people of Adelaide as well as the City’s employees, investors and visitors.

11.13.Key strategies and initiatives11.13.1. Key actions in the 2013-14 City Growth and Investment Program Plan that

relate to delivering the above outcome include:11.13.1.1. Finalise Retail Strategy for the City (to be presented to Council in

March 2014) 11.13.1.2. Partner with Rundle Mall Management Authority and State

Government to promote Adelaide to national and international retailers

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11.13.1.3. Target and attract new retailers to establish in Adelaide retail precincts

11.13.2. To this end, the City Retail Strategy will be presented to Council in March 2014. A Retail Investment brochure has been developed with the State Government which has been distributed through the London Office of the Agent General. This has resulted in a number of enquiries from international retailers that are currently being pursued.

International Education:11.14.The City of Adelaide Strategic Plan 2012-16 11.14.1. Outcome 5 Prosperous City in Council’s Strategic Plan includes a

statement that the City will have ‘a reputation for quality education and research’. It seeks to promote growth in the education and research. International education is recognised as major part of the education industry and has enormous impact on economy, vibrancy and culture of the City and State.

11.15.Current policy position11.15.1. Council’s Economically Prosperous City Strategy 2012–2016 recognises

the importance of building Adelaide’s reputation for quality education and research and promoting the City as a study destination in the international marketplace. Education and research is one of the four priority sectors within this Strategy. The Strategy also recognises challenges in the marketplace to continue to foster growth in the number of international student attracted to South Australia.

11.16.Key strategies and initiatives11.16.1. Council contributes $200k per annum toward Education Adelaide as the

primary body responsible for delivering Study Adelaide. Study Adelaide aims to develop and expand South Australia’s share of the national education export market. An independent review of Education Adelaide has just been concluded and Government is yet to act on its findings. The State Government makes a substantial contribution to the operation of Education Adelaide and Council is of the view that such a contribution should be at least maintained.

11.16.2. Council also engages with education stakeholders to co-create initiatives that respond to issues and opportunities related to international students (e.g. student accommodation and welfare).

11.16.3. Significantly international education contributes more than $900m to South Australia’s economy. Nearly 25% of the City’s resident population

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attends a University and there are close to 20,000 international students studying in the City. International students significantly add to the vitality and prosperity of the City and help to fuel property development.

Tourism Development :11.17.The City of Adelaide Strategic Plan 2012-16 11.17.1. Outcome 5 Prosperous City, in Council’s Strategic Plan includes an

outcome statement that the City will be the state’s hub for retail, tourism and professional services.

11.17.2. Outcome 5 also has a Strategy which is to promote the growth of retail, tourism and education and research, and professional services sector. This is to be in part enacted by a key project and service which is tourism development and visitor information service.

11.18.Current policy position11.18.1. Council has a number of policy documents which outline its position in

regard to tourism development. The Economically Prosperous City Strategy 2012 -2016 identifies tourism as one of the four priority industry sectors in the City. A City of Adelaide Tourism Action Plan 2010–2015 has been developed jointly with the South Australian Tourism Commission (SATC).

11.18.2. The Action Plan outlines a number of strategies and seeks to provide clarity on the various roles played by the Council and the SATC. The Action Plan identifies that formal recognition of these roles has previously been drawn up in a Memorandum of Understanding. Reinstating such a document is highly desirable to ensure there is clarity between ACC and the SATC.

11.18.3. Council is keen to seek a partnership with State Government in the operation of the Visitor Information Centre. Council’s Visitor Information Services Strategy has a clear preference for a partnership model with a complementary service provider, preferably SATC, to provide this service. This was strongly supported in November 2013 when Council resolved that the CEO be requested to hold further discussions with the State Government to identify options for a long term one stop shop for the Visitor Information Services in Adelaide, including the preferred location (including Rundle Mall precinct) and potential funding options (decision number 13613).

11.19.Key strategies and initiatives11.19.1. Council contributes $300k per annum to the Adelaide Convention Bureau

(ACB), the peak independent body for business events in South Australia. Council’s investment assists the Bureau in leveraging a further $2m of operational funding through State Government and private sector. Council’s contribution is 13%. The work of the Bureau is important in delivering on the City of Adelaide Tourism Action Plan.

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11.19.2. The ACB works very closely with the Adelaide Convention Centre, with on average around 50% of business secured by the Bureau team going into the Centre. The Bureau also represents the interests of all other major City venues/hotels such as Hilton Adelaide, the National Wine Centre, Adelaide Oval and Adelaide Town Hall. 83% of the ACB members are located within the Adelaide City Council boundaries.

11.20.Issues for resolution11.20.1. Co-develop with Council support for small to medium enterprises and

entrepreneurs.11.20.2. Supporting Council as a key player in providing business advice, referral

and mentoring to business and entrepreneurs. 11.20.3. Continued funding support at current levels for Education Adelaide.11.20.4. State Government alignment with Council’s investment attraction

activities, particularly in developing promotional material and connecting with the State international offices.

11.20.5. Funding support for the Adelaide Convention Bureau from State Government retained at previous level and the provision of ongoing funding to make bids to secure particular events.

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12. Waste Management

12.1. The City of Adelaide Strategic Plan 2012-16 12.1.1.Under Outcome 6 – Environmentally Sustainable City in Council’s Strategic

Plan, is a Key Service which states: Waste and Recycling service improvements for kerbside collection, public

places, events and high density developments.

12.2. Current policy position12.2.1.Council’s Waste Management Action Plan 2011 – 2015, outlines the cost

challenge of the proposed increases in the Solid Waste Levy (SWL). The Action Plan notes that Council already employs best practice waste management systems and promotes recycling which limits any positive impacts the increase in the SWL may have on encouraging more recycling. A cost increase of some $250k per annum for landfill is predicated given increases in the SWL and other changes in landfill regulation. In its pre –election paper 2014 State Election, Working Together, 2013, the LGA has sought the following commitments:12.2.1.1. The SWL be reduced or frozen;12.2.1.2. The Waste to Resources Fund should remain targeted and protected

by legislation;12.2.1.3. A review of the role of function of Zero Waste SA to establish an

ongoing body that has a focus on research and development; advanced manufacturing opportunities; industry and Local Government joint research opportunities; and,

12.2.1.4. Support for collaboration between Government and the waste industry to reduce waste to landfill and to use waste as a resource for advanced manufacturing.

12.2.2.The Action Plan also describes the particular pressures of the Capital City in addressing waste management in medium/high density developments. It notes that ‘compared to low density suburbs, the high density urban form of the City has significantly less space allocated to the storage of waste and recycling bins and less street frontage per dwelling for bin presentation and collection.’

12.3. Key strategies and initiatives12.3.1.The Action Plan includes actions for Council to:

12.3.1.1. Collaborate with our partners to advocate for ongoing funding support from the Solid Waste Levy Fund to maintain and enhance service provision to the community and waste diversion from landfill.

12.3.1.2. Assist residents in medium and high density developments, serviced by Council’s kerbside service, to use the kerbside green organics bin for food waste recycling, and

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12.3.1.3. When assessing developments, seek compliance with the Adelaide (City) Development Plan to ensure waste services are provided to residents and business in new developments without detracting from the amenity, safety, accessibility and character of the City.

12.4. Issues for resolution12.4.1.Ensuring that the Solid Waste Levy is frozen.12.4.2.Planning for medium to high density development that is able to support waste

diversion from land fill and enhanced service provision to the community.

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13. City Community and Engagement

13.1. The City of Adelaide Strategic Plan 2012 16 13.1.1.As the sphere of Government closest to the people, Council continues to

develop community engagement within all of its activities. Under Outcome 4 Liveable City is a statement that: People of all ages, cultures and means form strong communities and

actively participate in the life of the City.

13.2. Current policy position13.2.1.Council’s Community Engagement Strategy acknowledges that engagement is

about involving the community in a decision making process. State Government also has a responsibility to engage with the community in its decision making processes. This Strategy recognises that State Government is a key stakeholder in the process of community engagement.

13.2.2.Co-creation with key stakeholders is an important principle in Council’s Community Engagement Strategy, which requires a close relationship with State Government;13.2.2.1. For major activities being run by Council; and13.2.2.2. For those State Government programs and activities that affect City

communities.

13.2.3.A co-creation approach between Council and State Government will assist in achieving on aim of the Community Engagement Strategy:13.2.3.1. To develop a high level of trust and confidence with our community

and stakeholders to engender a long term sustainable relationship and commitment to a shared vision for Adelaide.

13.3. Key strategies and initiatives13.3.1.Community engagement is a fundamental element of Council’s project delivery

and long term planning. All major projects by Council include a community engagement approach. Council would expect that such an approach would also be adopted with State Government activities.

13.3.2.Picture Adelaide enabled extensive community engagement in the framing a vision for the City, resulting in the Adelaide: One City, Many Places vision. This provides a solid base to engage with key stakeholders, including the State Government, and the community in co-creating policy, processes, projects and programs that will fulfil this vision.

13.4. Issues for resolutionPAGE

13.4.1.Recognise Council as the sphere of Government closest to the people.13.4.2.State Government and Council to co-create and engage with the community on

major projects, initiatives and activities.

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