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Review of Council’s current Plans and Strategies
regarding health and wellbeing
To encompass the broad range of issues and topics which the
new Plan will cover, the Public Health and CommunityWellbeing
Plan will be incorporated into Council’s Strategic Planning
Framework.
The suite of Plans that are currently included in Council’s
Strategic Planning (S.122) framework are -
• The City Plan - Council’s outward looking strategic
document that represents community expectations, was
completed and adopted in February 2010
• The Corporate Plan - internally focussed document that
establishes how Council will respond to and implement the
goals and objectives of the City Plan
• The Business Plan and Budget - a requirement of the
Local Government (Financial Management and Rating)
Amendment Act 2005
• The Long Term Financial Plan (10 years)
• Infrastructure and Asset Management Plans
In considering the scope and scale of the proposed Public
Health and CommunityWellbeing Plan, and to ensure that it
complements existing plans and strategies, a desktop review
(‘audit’) was undertaken of existing plans and strategies
that contain topics, issues and actions relevant to the Public
Health Plan’s required focus.This review has also allowed
an identification of the gaps in Council’s strategic plans and
activities, in relation to community health and wellbeing.
Council Plans currently in place which are relevant to the Public
Health Plan’s focus, as described in both the Act and the State
Public Health Plan 2013, are listed on pages 66-67. A review
was also undertaken of State and Commonwealth-level policies
and strategies, to ensure complementarity.
City Plan 2010-2016
(extracts)
Council’s City Plan contains a range of strategies and indicators
directly relevant to the preparation of the Public Health and
CommunityWellbeing Plan.
Theme - A strong and diverse economy
Obj 2 Strong and effective linkages exist between the
community, education and training providers, and local
employers.
Theme - A vibrant and resilient community
“ There are a number of pockets of relatively high social
disadvantage in the Council area characterised by comparatively
low individual and household income, high proportions of public
housing, lower educational attainment, higher unemployment
and low vehicle ownership without adequate access to public
transport.The needs of these communities require particular
attention ”
Goal : A healthy and connected community that supports and
values people, culture and place.
Obj 1 An engaged community with residents enjoying a high
level of participation in community life
Obj 2 An active and healthy community that has access to
positive lifestyle choices
Indicators
• Opportunities for physical activity and incidental exercise
are accessible through the provision of a network of quality
open spaces, bicycle and pedestrian routes
• Multi-purpose recreation and sporting facilities are
provided by Council in conjunction with sporting clubs and
community organisations
• Council formally advocates for and provides improved
and targeted health services and programs that facilitate
practical and positive health and lifestyle changes for
individuals
Targets
• City of Port Adelaide Enfield’s health status is in line with
the metropolitan average
• Increase in young people participating in recreation and
sport and other community activities.
Obj 3 A community that is recognised as being safe,
welcoming and inclusive
Theme - A unique, healthy and sustainable environment
Goal : Natural and urban environments characterised by clean
air, soil, water and biodiversity that are cared for and respected
by businesses and the community
Obj 2 The impacts of climate change on the local
community, the natural environment and Council’s
infrastructure are identified and addressed
Obj 5 Urban and industrial development does not have an
impact on the quality of the environment
Obj 6 A state of preparedness for environmental disasters in
collaboration with the community and key stakeholders
Obj 7 Improved waste management through community
education and collaboration with key stakeholders
10.0
Appendices
Appendix A