CityPlan 2030 Shaping Our Future

Mid Term Review 2020

Community Well-being

Social Equity | Cultural Vitality | Economic Prosperity | Environmental Sustainability Acknowledgement Contents

The City of Norwood Payneham & St Peters acknowledges that this land is the traditional land of the Kaurna people and that we Mayor's Message 2 respect their spiritual connection with their country. Our Council 3 We also acknowledge the Kaurna people as the custodians of the greater region and that their cultural and heritage beliefs Location 4 are still important to the living Kaurna people today. Our History 6

CityPlan 2030 7

Our Strategic Planning Framework 8

Our Achievements 12

Mid Term Review 14

Our Review Framework 15

Our City Today 16

Challenges and Opportunities: 2020 and Beyond 20

Our Roles in Delivering CityPlan 2030 23

Our Strategic Plan 24

Outcome 1 – Social Equity 27

Outcome 2 – Cultural Vitality 31

Outcome 3 – Economic Prosperity 35

Outcome 4 – Environmental Sustainability 39

The Children's Art Studio

The colourful canvases featured in this The students involved in the project document, depict the vision of the City were: Verity Tonkin, Sarah Hadaway, of Norwood Payneham & St Peters Tiana Della-Putta, Gulsara Kaplun, area in 2030. They were painted by the Shannon Eisenblatter, Laura Sinclair, senior students of the 'Kid's Art Studio' Elizabeth Cardinale, Katie Georgiou, under the guidance of Briony Fitzgerald Ashleigh Duggan, Emma Oborn, (a student at Uni SA) and Maxine Georgia Van Dissell, Erin Fraser, Asha Cavaggion. Klose, Mahala Sultan, Lucy Tunno, Stella Tunno and Lucy Strokes. The City of Norwood Payneham The CityPlan 2030 Mid Term Review ‘normal’ will require a different way of The mid term review of CityPlan 2030 rich built heritage, cultural diversity Mayor’s & St Peters is proud of its reputation has taken into consideration the views, thinking and doing things - testing our introduces the aspirational Smart City and community spirit are nurtured and as a leader in Local Government aspirations and ideas of members resilience, our agility, challenging long agenda while emphasizing the Council’s protected for ourselves, our children and and one of ’s most of our community. The review has held beliefs and requiring innovation to focus on sustainable active transport future generations. Message desirable places to live, work, presented a timely opportunity for the keep up with the pace of rapid and at and climate change adaptation. The play and visit. Council and the community to reflect times, unpredictable change. Council will implement the revised On behalf of the Council, I thank on what we believe to be the unique Objectives and Strategies of the Plan everyone who shared their ideas and Achieving this status has been possible and defining elements of the City of CityPlan 2030 continues to maintain and embrace new challenges and experiences during the mid term review with strong and clear strategic directions Norwood Payneham & St Peters, and focus on the four Outcomes: Social opportunities with a commitment to of CityPlan 2030 and look forward to which guide our decision making and how we will protect and nurture them Equity, Cultural Vitality, Economic openness and collaboration. working together in the coming years. work. Since 2008 CityPlan 2030 has given the challenge that we have and Prosperity and Environmental played a pivotal role in guiding the City of Robert Bria will continue to face with the COVID-19 Sustainability, providing stability and Now, more than ever, it is important that Norwood Payneham & St Peters towards Mayor pandemic. Adjusting to the new certainty in an environment of we live by our values and work together its preferred vision for the future. constant change. to ensure that our natural environment,

Our Council

The City of Norwood Payneham & St Peters is represented by a Mayor and 13 Councillors who are elected by the community every four years.

From left to right: Cr Fay Patterson, Cr John Minney, Cr Carlo Dottore, Cr Sue Whitington, Cr Christel Mex, Elected to one of six wards, Elected Members play a vital leadership role by Cr Mike Stock, Cr Garry Knoblauch, Mayor Robert Bria, Cr Kevin Duke, Cr Evonne Moore, Cr Scott Sims, representing the interests of the broader community and delivering on the Cr Kester Moorhouse, Cr John Callisto, Cr Connie Granozio. vision and strategic direction of the Council.

CityPlan 2030: Shaping Our Future—Mid Term Review 3 South Australia, Australia

Adelaide

City of Norwood Payneham & St Peters

Located just five minutes east of Adelaide’s CBD, the City of Norwood Payneham & St Peters enjoys a reputation as one of Adelaide’s most desirable places to live, work, study and visit.

The Council area is bounded by the City of Enfield to the north; Campbelltown City Council to the east; the to the south; City of Adelaide to the west; and the to the north-west. The also forms a boundary to the west and north.

CityPlan 2030: Shaping Our Future—Mid Term Review 5 The future can be shaped, modelled and Our History influenced by our actions today, for both our

The City of Norwood Payneham & St Peters is one the first township (outside of the City benefit and that of future generations. of South Australia's most historic inner-urban areas of Adelaide) to be granted municipal spanning 21 suburbs and located on the eastern side government in Australia. The second of the Adelaide Plains, adjacent the Mount is the Town of St Peters with its Lofty Ranges. distinctive villas and cottages amid tree-lined streets, and the third is the The Kaurna people are the traditional meandering River Torrens Valley to owners of the land who lived around the north known as the Garden City of CityPlan 2030 the four creeks which traverse the City, Payneham. The amalgamation of these gathering for ceremony and cultural three council areas in November 1997, CityPlan 2030: Shaping Our Future is the long-term Strategic Management activities for more than 40,000 years unified a rich multicultural community Plan for the City of Norwood Payneham & St Peters. First endorsed by prior to European settlement in the and created the City of Norwood the Council in 2008, CityPlan 2030 outlines the community’s vision and 1830s. Successive waves of migrants Payneham & St Peters. aspirations to the year 2030 and establishes the broad directions have since exerted significant influence which will help shape the City’s future. over the development of the City Many of South Australia’s most which has instilled the City of Norwood influential leaders have lived in our City, Payneham & St Peters with an identity having impacts across disciplines that and character distinct from any other in encompass politics, the arts, religion, The focus of CityPlan 2030 is to continue The City of Norwood Payneham & South Australia. sport and social reform and as the developing the things we love, changing St Peters is committed to strategic oldest suburban South Australian local the things which we don’t and creating planning in order to achieve a The heritage of the City of Norwood government municipality, our beautiful the things we want for the preferred high-level of community well-being. Payneham & St Peters draws on residential, public and commercial future of our City. CityPlan 2030 identifies the broad the histories of three uniquely buildings contribute to the unrivalled strategic directions which will create South Australian communities and heritage character of the City which CityPlan 2030 also builds upon the the desired future for the City of municipalities. The first of these is fills our community with a great City’s unique features—those features Norwood Payneham & St Peters. the City of Kensington and Norwood, sense of pride. which set us apart from other cities and The strategic framework illustrates Local Government Areas and make the how the Council’s other plans and City of Norwood Payneham & St Peters strategies align with CityPlan 2030, an attractive place to live, work, study with the aim of achieving the long- and visit. The title ‘Shaping Our Future’ term Vision and ultimately improving reflects the view that the future can be Community Well-being—the pivotal shaped, modelled and influenced by our objective of this plan. actions today, for both our benefit and that of future generations. All councils are required to prepare a strategic management plan which The Council takes a long-term approach complies with the requirements of to planning for the development and Section 122 of the Local Government future requirements of the City. This Act 1999. approach allows the Council to target the investment of scarce resources and This update is part of the mid term energy over a longer period thereby review of CityPlan 2030 which was creating stability, certainty and building undertaken in 2020, to guide the strong foundations for the future. direction of the Council for the next four years. CityPlan 2030 – Mid An extensive community visioning Term Review is based on extensive exercise was undertaken to prepare community consultation and the first iteration of CityPlan 2030 and engagement, despite restrictions develop a long-term strategic vision. that were in place as a result of the This process included consultation and COVID-19 pandemic. involvement of a broad cross-section of the community which helped to create a document that will, in essence, stand the test of time.

Andrew D Marsh, 2008

CityPlan 2030: Shaping Our Future—Mid Term Review 7 Our Strategic Planning Framework The plan outlines the Vision and four Outcomes which reflect the community’s aspirations for the The Council’s Strategic Planning Framework is used to plan the future City of Norwood Payneham & St Peters over programming and delivery of the Council’s programs, projects, services and initiatives, as well as to measure and report on progress. the next 10 years and beyond.

How We Plan

CityPlan 2030 sets out the long-term strategic Quadruple Bottom Line Approach Sustainability Principles vision and plan for the City of Norwood Payneham The development of CityPlan 2030 provided the opportunity to embed & St Peters. It is intended to be a strategic document The Vision for the City continues to be underpinned by the the principles of sustainable development at the local level. These principles provide which provides high-level guidance to the Council and four Outcomes of Social Equity, Cultural Vitality, Economic a framework for the review of the Plan against our Vision for the future and how we the community. Prosperity and Environmental Sustainability. These four Outcomes (or Pillars) are the foundation upon which work towards this. CityPlan 2030 outlines the Vision and four Outcomes CityPlan 2030 is based and this approach is referred to which reflect the community’s aspirations for the as the Quadruple Bottom Line. City of Norwood Payneham & St Peters over the next 10 years and beyond. CityPlan 2030 is supported by a Quadruple Bottom Line (QBL) is a management tool which Thinking Empowering Fostering Integration Equity series of other strategic documents including the Asset ensures that the Council’s sustainability principles are long-term people and individuality at all levels within and Infrastructure Managment Plan, Long-term Financial embedded across all of its operations and undertakings. and planning fostering and what between Plan, Management Plans, Corporate Plan and thematic The QBL is about achieving social, economic, cultural and for future participation makes our generations Strategies, which outline the short-term planning environmental sustainability, without irreversibly damaging generations City unique aspirations for the City. the ecological systems which support everything that we do. Adding the fourth Pillar of Culture to the traditional Triple Bottom Line approach of environmental, social and economic sustainability, highlights the importance which the Council and the community has placed on protecting and enhancing Ecological Efficient Continuous Partnerships Precautionary the City’s unique character and ‘sense of place’. integrity use of improvement and behaviour resources and good cooperative The Council continues to work towards these Outcomes governance networks over the long-term through its programs, services, special projects and initiatives.

Cul ity tu u ra q l E V l it a A culturally rich a i An inclusive, l Sustainability for the City of Norwood Payneham & As it applies to our City, sustainability is also about: c i connected, and diverse City, t o y St Peters is based on achieving economic, environmental, accessible with a strong S • Thinking long term by planning for future generations; and friendly identity, history and social and cultural growth without irreversibly exhausting

‘sense of place’ community • Having vision with a focus on the preferred future; and

the environmental systems which support that growth.

In practice, this means integrated decision-making which • Fostering our individuality and what it is that

generates mutually beneficial economic, social, cultural and makes our City unique.

Community environmental outcomes wherever possible.

Where possible, regeneration principles should also be

Well-being

considered in the implementation of the Council's programs,

E

projects, services and initiatives that are delivered as a result n

v of CityPlan 2030.

i y r A dynamic and t o A leader in i thriving centre r n environmental for business e m sustainability and services p e s n o t r a P l S ic us m tainability Econo CityPlan 2030: Shaping Our Future—Mid Term Review 9 How We Implement How We Report Strategic Planning

CityPlan 2030 is supported by a series of strategic The Council is committed to delivering CityPlan 2030 Framework documents which are then implemented through through to 2030 and monitoring progress through regular the Council’s Annual Business Plan, Annual Budget, reporting to our community through the Council’s Annual The Council’s overall Vision is achieved through a Project Plans and Action Plans which highlight the Report. Additional reporting is also provided through the framework comprising three key stages – Planning, Council’s key priorities for each financial year. Council’s Reporting Framework. Implementation and Reporting.

In order to achieve this, the Council is committed to Measures of success are outlined in CityPlan 2030 for establishing partnerships and collaborating with the each of the four Outcomes in the Plan and are set at three community and businesses, other tiers of government strategic levels: macro, Council and community. and key stakeholders including other councils and the Eastern Region Alliance. To an extent, all members Macro Targets reflect the Council’s commitment of the community will play a role in shaping and to contributing towards State and Federal delivering a better future for the City of Norwood Government targets, however the level of Payneham & St Peters. achievement against these targets is influenced Much of the detail regarding how the Vision for the by external economic and social factors, which City will be achieved, will be outlined in other Council are not within full control of the Council. plans and strategies which are produced to guide T R the delivery of the Council’s programs, projects, Council Targets are set against deliverables O P ce services and initiatives. The Council will also prepare which the Council is wholly accountable for E n R a ts and are not impacted by any reasonable E rm e a Corporate Plan to identify the specific programs o rg W f a CityPlan external influences. r T and actions required to implement and integrate e rt W P 0 o 3 l 3 0 2030: Shaping all of the elements of CityPlan 2030 over the O 0 p Y ia 2 e e Community Perception targets are set that H c R a Our Future next four years. n l r n a a l s reflect the community’s level of satisfaction. a l u a n P i n u y F t n n i A n C A Targets set against each Outcome area provide a measure Social Equity of achievement that the Council will be aiming to reach. They provide a clear goal for the Council to work towards over the Cultural Vitality next four year period to 2024, when the Council will undertake another update which will be used to evaluate our success. A Economic Prosperity n Community

n

u a Environmental l P

B Well-being r o u Sustainability

j s e 1 i c n – t e 2 s H P l s y O a P e N n W l a s a A r L n s W | s P A | n E a E c A l t n s P I i n r t W M o u ea n n a Y e P P l 0 W L B – 1 m n E la u 3 e a O M n d ag n l H s ge an la P E t M l P te N | ia ra T ture nc o A struc a rp sset Infra Fin o rm | C ng-te s Lo gie trate Thematic S

Plans and strategies are produced to guide the delivery of the Council’s programs, projects, services and initiatives.

CityPlan 2030: Shaping Our Future—Mid Term Review 11 Our Achievements

Felixstow Reserve Redevelopment St Peters Heroes Memorial La Verde Apartments, Public Realm Enhancement Project Raising The Bar Adelaide

A snapshot of achievements since 2017

Completed the award-winning Felixstow Reserve Launched the Eastside Wine & Ale Trail. Completed the redevelopment of Syd Jones Reserve Established the Mayor’s Business Commendation Awards. Redevelopment Project. at Firle. Introduced the annual Eastside Business Awards Conducted the Council’s first Come and Try Program (2017). Endorsed The Parade Masterplan to guide future celebrating businesses across the City. Partnered with the State Government to deliver two Public development of The Parade, Norwood. Realm Enhancement Projects in Kent Town adjacent the Engaged with young people through the YouthFM radio Held the Concerts in the Park Series, a trio of outdoor live East Park and La Verde apartments. broadcasting program. Completed construction of the River music events. Shared Pathway project between Felixstow Reserve Endorsed and commenced a 15 year program to upgrade Launched an Online Heat Mapping Tool as part of the and Battams Road. Developed the Kent Town Urban Design Framework the City’s stormwater drainage network. Resilient East regional council collaboration. and Kent Town Public Realm Manual. Completed upgrades to the Payneham Oval Clubrooms Completed the upgrade of Drage Reserve, Felixstow Implemented the Council’s unique Private Laneways Policy including increased accessibility elements. Signed up to the Local Government Association’s including a new all abilities playground. and Procedure. Circular Procurement Pilot Project. Implemented the LED Street Lighting Conversion Project Unveilled Perpetual Sun, the City’s third Quadrennial Adopted the Local Government Association’s which resulted in a 65% reduction in CO2 emissions. Completed the award-winning Age Friendly Major Public Artwork in Stepney. Shared Mobility Framework. Wayfinding Strategy. Added the names of 145 servicemen from St Peters and Implemented a 40km per hour speed limit in Stepney, Reviewed and endorsed new Community Land surrounds to the St Peters Heroes Memorial which was Adopted a Regional Public Health and Well-Being Plan – Maylands and Evandale. Management Plans. unveiled by the Governor of South Australia. Better Living, Better Health 2020–2025. Designated The Parade as a smoke-free area. Developed the Council’s first Smart City Plan. Introduced Soft Plastic Recycling at the Norwood Town Hall. Developed an Access & Inclusion Strategy (2018–2021). Held the first Raising The Bar Adelaide and the inaugural Developed the Council’s first Youth Development Strategy. Raising The Bar Entrepreneurship events.

CityPlan 2030: Shaping Our Future—Mid Term Review 13 Mid Term Review

CityPlan 2030 was designed to evolve from its reaffirmed the high level strategic adoption in 2008 through to 2030 in order to address direction of the Council through the emerging or changing issues and trends, while also format of a progress review, intended reflecting updated data. The Council recognises that to confirm the continued relevance of as local, national and international conditions change, the Objectives and Strategies. CityPlan 2030 will be required to adapt. These have Our Review Framework been considered in undertaking the current Two stages of community and CityPlan 2030 Mid Term Review. stakeholder engagement and consultation have informed the 2020 A review of CityPlan 2030 is undertaken every four years to ensure mid term review of CityPlan 2030. that the priorities continue to reflect the community’s aspirations. As CityPlan 2030 is a long-term plan, A summary of the consultation and The previous two reviews of CityPlan 2030 were undertaken in the high-level Outcomes have not engagement process is provided in 2012 and 2017, with the next update scheduled for 2024. changed in this mid term update; the Council report which is available rather, adjustments have been made to on the Council’s website. Due to the some of the Objectives and Strategies restrictions which were put in place to reflect changes in the community’s as a result of the COVID-19 pandemic, aspirations and broader societal trends. the consultation process undertaken The indicators and targets have also for the mid term review was adapted CityPlan 2030 Mid Term Review been realigned to better measure the to an online format to ensure that the Endorsed Review 2020* 2028 Council’s progress and success in community had the opportunity to delivering the plan and have been set contribute to the review process. against each of the four Outcomes. Update Update Update Since the previous update of CityPlan 2012 2017 2024 In a similar fashion to the most recent 2030 in 2017, no new ABS Census update which was undertaken in 2017, data has been released. As such, 2016 this mid term review did not involve ABS Census data and Remplan data, an overhaul of the Plan. Rather, it has together with the results of the 2019 Community Survey, have been used to inform this review. 2008 2012 2016 2020 2024 2028 2030

Council Council Council Council Council New Election Election Election Election Election CityPlan 2010 2014 2018 2022 2026

CityPlan 2030 has a planning horizon to 2030

*Denotes current review CityPlan 2030 is reviewed every four years to ensure that the priorities continue to reflect the community’s aspirations.

CityPlan 2030: Shaping Our Future—Mid Term Review 15 Our City Today

Located in the inner-eastern The citizens of the City of Norwood With its close proximity to Adelaide’s Although the socio-economic profile Household composition# suburbs of Adelaide, the City of Payneham & St Peters are proud of its Central Business District, the City of the City is higher than the Adelaide Norwood Payneham & St Peters diverse population and celebrate the presents as a location of choice for and South Australian profiles, there are comprises a unique mix of historic many cultures which are represented in businesses of all shapes and sizes. pockets of disadvantage. As such, the and contemporary architecture, the community, creating a strong sense It offers a hub for innovative and Council continues to provide services complemented with a range of of place and belonging. emerging industries, co-working spaces, and infrastructure for people of all ages parks and gardens and leafy green food and beverage manufacturing as and at all stages of life and abilities. streets which provide an attractive With a reputation for its cosmopolitan well as creative industries. Existing and distinct character. lifestyle and cultural influences, the professional, manufacturing and light 34.7% 59.1% 6.2% City has evolved over the last 20 industry precincts are also significant single person family group Although the City is predominantly years into a vibrant destination with contributors to the State and local residential, the extensive range of retail mainstreets located along The economies, along with smaller home- retail, commercial and institutional Parade, Magill Road and Payneham based businesses and starts-ups, which land uses, with pockets of industrial Road, and thriving food and beverage underpin local entrepreneurialism. 68.9% 6.5% 4.6% 2.2% land make it a highly sought after area manufacturing precincts in the suburbs of people only of people also of people also of people also spoke English spoke Italian spoke Mandarin spoke Greek in which to live, work and play. of Glynde and Stepney. at home at home at home at home

1,510 ha land area (15km2) Average household#

2.2 7,0 0 0 people reserve trees River Torrens

4 creeks Age of the NPSP population#

parks & reserves 72 9.8% 15 schools 0–9 10–19 10.1% 20–29 15.7% 6 pre-schools SCHOOL St Peters Billabong 30–39 13.9 % 40–49 12.8% 50–59 12.8% 60–69 10.8% 70+ 14.3% # 2016 Census

CityPlan 2030: Shaping Our Future—Mid Term Review 17 Our City Today Continued

Top 3 Employment sectors + 86% + Health care and of people travel into social assistance 21,013 the City of Norwood, Workers Payneham and A decrease from St Peters to work 24,367 in February Professional, scientific + 2020 (pre COVID-19) and technical services 7,000 which equates to a local businesses fall of 13.8%

Retail trade

An increase of 171km of roads 341km of footpaths 5.8% from 2019^

Population forecast How we connect and engage 37,05 6 * 39,234 More than 23,000 14% Residents by 2031 street trees of employed people both live and work in the City 81.9% 30 playgrounds of Norwood, Payneham of households access the and St Peters swimming internet from their home# 2 centres

eNewsletters Website Social Media

* ABS ERP 2019 - EconomyID median age# ethnicities# # 2016 Census 40 120 + Remplan, March 2020 ^ DPTI Dec 2019 Population Projections

CityPlan 2030: Shaping Our Future—Mid Term Review 19 Embracing and planning for the Challenges and Opportunities future is the foundation upon which 2020 and Beyond CityPlan 2030 – Mid Term Review has been developed. As the City of Norwood Payneham & St Peters space networks, community facilities continues to evolve and grow, there are a number and services, and the well-being and of opportunities and challenges which must connectedness of our people. be considered. Alongside the challenges, the changes present an opportunity for the Council COVID-19 Population Global economic, political and to work with the community and environmental factors are driving a partners, to demonstrate strong Pandemic Growth number of changes which have been leadership and good governance in occurring over the past four years since delivering high quality infrastructure On 11 March 2020, the World The City of Norwood Payneham the last update of CityPlan 2030 was and services. Embracing and planning Health Organisation declared the & St Peters has maintained a undertaken in 2017. The most pressing for the future is the foundation upon COVID-19 pandemic. In a very relatively stable population with challenges and biggest opportunities which CityPlan 2030 – Mid Term short period the world saw mass moderate growth. that present in the City of Norwood Review has been developed. closures to society and businesses, Payneham & St Peters reflect many of resulting in social isolation and high The population is forecast to grow It is likely that these factors will have the major changes underway globally unemployment levels. by 10% between 2016 and 2036 and across other parts of Australia with an impact on our society at the local, compared to the forecast growth many inextricably linked to broader national and global scale and that this In response to the local impacts of the of 18% across the Greater Adelaide economic, social and environmental will extend beyond the City’s 2030 pandemic, the Council introduced a Region. In 2019 there was an changes in society. Vision. For further information on Financial Assistance Package to assist estimated 37,000 people living in these challenges and opportunities, ratepayers, residents, businesses, the City of Norwood Payneham The Council must respond and take the ‘Discussion Paper – Key Trends & sporting clubs and other property & St Peters with older people into account impending changes in Drivers of Change’ for consideration in owners and local groups. Despite the accounting for an increasing share order to accommodate changes to the the Mid Term Review of CityPlan 2030: support which was offered by the of the population. In order to fully City’s built form, while maintaining Shaping Our Future is available on the Council and other tiers of Government, support people of all stages of life and enhancing our transport and open Council’s website. the impacts of social distancing and abilities, the Council will need to have affected people’s sense of maintain the provision of services connectedness and well-being, and and facilities for all people. have had impacts on the local economy, which will present a significant challenge to the Council and its community for the foreseeable future.

South Australian Planning Reforms

The South Australian State higher density and more intense The challenge remains for the Government is in the progress of mixed-use developments within the Council, and the State Government, implementing its most radical overhaul inner metropolitan areas. This has to ensure that there is a balance of the urban planning system in more resulted in significant changes to built between the protection of character, than two decades. form in areas such as Kent Town and heritage and neighbourhood amenity Norwood, where new development whilst facilitating opportunities for In addition, there have been several has resulted in increased population higher density development where major changes in planning policy and numbers and generated significant appropriate and ensuring high quality State Government initiatives for urban private and public sector investments design outcomes for the community. consolidation in recent years and a into public realm upgrades. Maintaining and enhancing our strong focus remains on allowing transport and open space networks, community facilities and services.

CityPlan 2030: Shaping Our Future—Mid Term Review 21 Smart City

A smart city generally refers to a city The City of Norwood Payneham & or region which uses information St Peters is committed to leveraging and communication technology as the benefits of the smart city revolution the enabler for providing services to with the Council having a number of and connecting with the community existing digital programs and reforms in a faster, more efficient and more already in place. Some competing environmentally sustainable manner. challenges for the Council to navigate will include how to prioritise the Our Roles in Delivering Smart city technology generates huge introduction of smart city initiatives into amounts of data allowing real-time the Council and how to integrate this CityPlan 2030 insights into the city which has never technology across the broader Council been possible before. The introduction service offering while using it to achieve of smart city technology has significant all four Outcomes of CityPlan 2030. CityPlan 2030 identifies the strategies which the Council will implement implications for the way local in order to achieve our Vision. Implementation of these strategies will be government decisions are made Alongside the potential for better achieved by understanding the community’s expectations in the services and services are delivered. service provision, comes increased being offered and in the Council determining its most appropriate role in opportunities for citizens of the City to delivering these strategies. interact with the Council in real time.

In implementing CityPlan 2030, Climate Change the Council will act as: Transport Adaptation and and Movement Mitigation Service Provider Facilitator Provide a range of local services, Bring together and connect Current planning reforms have relaxed all ages and abilities and contributes The Council recognises that we programs and infrastructure for stakeholders with a common requirements for the provision of to the liveability, health and well- are experiencing a state of rapid our community. purpose to achieve an outcome. off-street car parking for developments, being of the community. A key climate change which requires strong which over-time will place additional component in achieving this is to action by all levels of government Advocate Leader pressure on the Council’s street create safe and attractive streets and subsequently is affirming its network in terms of both parking that encourage people to replace commitment to both mitigate against Be a voice for our community on Play a lead role by providing and traffic. short car trips with walking or and adapt to, the adverse impacts broader issues. direction and solutions on cycling and replacing longer car trips occurring within the City of Norwood community issues. The challenge for the Council is to with walking to a bus stop. The City Payneham & St Peters. enable development to occur in a way of Norwood Payneham & St Peters Partner/Collaborator that improves access and mobility for is well placed to deliver this with Impacts to the local environment many shops, services and facilities are likely to be experienced through Partner and collaborate with located within short distances to the loss of biodiversity and natural the community, other levels of all dwellings, enabling active and character in our parks and reserves, government and the private sustainable transport options. reduced comfort and liveability in our sector to deliver. Be a voice streets, and an increased pressure on The Council will also be required to stormwater infrastructure, amongst for our consider and adapt to the emerging other impacts. challenges and opportunities community resulting from post COVID-19 While climate change is a global issue, on broader travel patterns with a need to it is felt locally and therefore the City create flexible and future-proof of Norwood Payneham & St Peters issues infrastructure. is on the frontline of adaptation by collaborating with its key partners and the community.

CityPlan 2030: Shaping Our Future—Mid Term Review 23 Our Strategic Plan CityPlan 2030

CityPlan 2030: Shaping Our Future The Vision is based on the community’s The Objectives outline the priorities Shaping Our Future is the blueprint for the direction aspirations and is underpinned by four which are aimed at achieving the that our City will take over the Outcomes – Social Equity, Cultural four Outcomes, while the Strategies long-term in achieving Community Vitality, Economic Prosperity and outline in broad terms how the Well-being. Environmental Sustainability. Each Objectives will be achieved. Targets of the Outcomes in CityPlan 2030 is have subsequently been identified to Our Vision translated into a series of Objectives measure our success in delivering on and Strategies. each of the four pillars. A City which values its heritage, cultural diversity, sense of place and natural environment. A progressive City which is prosperous, sustainable and Our Vision socially cohesive with a strong community spirit.

Social Cultural Economic Environmental Equity Vitality Prosperity Sustainability An inclusive, A culturally rich and A dynamic and A leader in connected, diverse city, with thriving centre environmental accessible and a strong identity, for business and sustainability friendly community history and sense services of place

Objectives

Strategies

Targets The Vision is based on the community’s aspirations and is underpinned by four outcomes.

CityPlan 2030: Shaping Our Future—Mid Term Review 25 Outcome 1 Social Equity

An inclusive, connected, accessible and friendly community.

The City of Norwood Payneham To improve the health and well- & St Peters is a community which being of the community, the Council values its diversity and provides looks to address the drivers of social a welcoming, inclusive and safe disadvantage by creating services, environment where people of all information and facilities that are backgrounds, cultures, ages and accessible to all. This includes abilities feel welcome and connected. maximising participation across the community and providing diverse Home to some 37,056 residents, opportunities for the community to feel the City has experienced a small but socially connected, ensuring that no steady increase in its population and is segment of the community is left behind. predicted to continue to grow over the next ten years with an additional 2,000 The Council is also committed to people choosing the City of Norwood accommodating the needs of the Payneham & St Peters as their place diverse population by facilitating a of residence. In recent years the range of housing options to assist in community has grown with an influx maintaining social and cultural diversity of new citizens from China, Malaysia, and affordability across the City. India and South Korea, many of whom are students. Other recent settlers The City’s connection is built on the include citizens from South Africa, ability of all people to move efficiently and Vietnam, Nepal, the United Kingdom, sustainably. To achieve this the Council New Zealand and Sudan. is committed to further developing its people-friendly, sustainable transport Our community is diverse and one network. The Council continues to where people from all walks of life work on ensuring better connections are valued for who they are and the for pedestrians, cyclists and public- qualities they bring with them. In transport users, facilitating lifestyle recognition that Community Well-being choices. New technology and climate In recognition that Community is our ultimate goal, our people are at change will continue to influence and Well-Being is our ultimate goal, the centre of everything we do and shape the way people move around, our residents feel a strong sense of with active transport modes being our people are at the centre of connection with their community. increasingly prioritised over traditional everything we do. transport modes.

St Peters Library, St Peters CityPlan 2030: Shaping Our Future—Mid Term Review 27 Aspiration Social Equity An inclusive, connected, accessible and friendly community Objective 1.1 Objective 1.3

Convenient and accessible services, An engaged and participating community. information and facilities. Measuring Our Success Strategy Strategy 1.3.1 Promote and facilitate volunteering opportunities in 1.1.1 Establish community hubs that integrate social the community and within the Council. Metric Measurement Target support, health, recreational and commercial 1.3.2 Provide opportunities for community input in The use of active transport Journey to work 31% of trips made by active transport services, in multi-purpose spaces. decision-making and program development. (cycling, walking and public census data. in 2045. 1.1.2 Maximise access to services, facilities, information transport) to school/work. 1.3.3 Recognise and use the skills, knowledge and Aligns with 30 Year Plan for Greater and activities. resources of the community. Adelaide (2017 update). 1.1.3 Design and provide safe, high quality facilities 1.3.4 Facilitate community support networks and and spaces for all people. partnerships for the sharing of resources and skills The number of Lifelong Session numbers collected Year-on-year increase in the number in order to build community capacity. learning programs provided by the Council. of lifelong learning program sessions by the Council. delivered by the Council. 1.3.5 Inform and connect new residents to the Objective 1.2 community and its resources. The provision of connected, Infrastructure A minimum of one prioritised A people-friendly, integrated and safe and enjoyable improvements recorded by street improvement each year that streets, paths and facilities the Council. encourages active transport. sustainable transport network. Objective 1.4 that encourage cycling and walking. Strategy A strong, healthy, resilient and inclusive community. 1.2.1 Enable sustainable and active transport modes. The level of community Community Survey Achieve a resident perception rating satisfaction with safety undertaken by the Council higher than the average from the 1.2.2 Provide safe and accessible movement for Strategy during the day and night. every two years. previous four Council Community all people. Surveys. 1.2.3 Work with other agencies to influence or 1.4.1 Encourage physical activity and support mental Achieve a business perception rating provide improved and integrated sustainable health to achieve healthier lifestyles and well-being. higher than the average from the transport networks. 1.4.2 Encourage and provide opportunities for previous four Council Community 1.2.4 Provide appropriate traffic management to lifelong learning. Surveys. enhance residential amenity. 1.4.3 Encourage the use of spaces and facilities for people to meet, share knowledge and connect with The level of community Community Survey Achieve a resident perception rating satisfaction with the access undertaken by the Council higher than the average from the each other. to services and facilities. every two years. previous four Council Community 1.4.4 Facilitate a range of housing options to assist Surveys. Relevant Plans in maintaining social and cultural diversity and Achieve a business perception rating affordability. City-Wide Cycling Plan (2013) higher than the average from the previous four Council Community Access & Inclusion Strategy (2018–2022) Surveys. Aging Strategy (2011) Better Living Better Health, EHA (2020 –2025) Dog & Cat Management Plan (2019–2024) Macro Targets Council Targets Community Targets Youth Development Strategy (2019–2021) Smart City Plan (2020) Age-friendly Wayfinding Strategy (2019)

CityPlan 2030: Shaping Our Future—Mid Term Review 29 Outcome 2 Cultural Vitality

A culturally rich and diverse City, with a strong identity, history and sense of place.

The City of Norwood Payneham & shared memories, the way in which St Peters is located within the traditional we develop, receive and transmit these, lands of the Kaurna people who lived and the ways of life that they produce. around the City’s creeks for more than 40,000 years prior to European Our dynamic and vibrant public spaces settlement. Since that time, the City has provide inviting destinations for our developed a diverse cultural profile with community, creating a strong ’sense of a significant number of residents born place’. A place where different cultures in Italy, Greece, Germany and Poland, can share their experiences. These and with more recent migration coming places are enlivened with creative from various parts of Asia. expression and events relating to food, wine, music and the arts, and where The City has a rich and distinctive history the community is enriched with a with a long tradition of historical firsts sense of belonging. at a local, state and national level. As a community we are proud of our history Building on our strong community which has been recognised through the spirit and 'sense of place', and the City’s acceptance into the International existing assets within our City, League of Historical Cities. We continue the City of Norwood Payneham & to ensure that our heritage is protected St Peters facilitates opportunities and celebrated through the City’s for cultural representation and cultural and built form and heritage celebration encouraging an engaged programs recognising our history. and connected community.

Residents take great pride in the The Council continues to encourage appearance of our City, both in the local creativity and participation in the built environment and the open spaces. arts, attracting and supporting cultural A mix of land uses create a diverse and and creative organisations, businesses liveable city with quality urban design and people. consisting of high quality streetscapes, Our dynamic and vibrant public CityPlan 2030 presents an opportunity artworks and character, building a shared to celebrate our natural environment, spaces provide inviting destinations sense of identity for the community. together with our Kaurna and European for our community, creating a The City’s culture is defined as our heritage, in a contemporary way to bring strong ’sense of place’. values and aspirations, traditions and energy and vitality to our community.

Santos Tour Down Under, Norwood CityPlan 2030: Shaping Our Future—Mid Term Review 31 Aspiration Cultural Vitality A culturally rich and diverse City, with a strong identity, history and Objective 2.1 Objective 2.3 sense of place.

An artistic, creative, cultural and A City which values and promotes its rich visually interesting City. cultural and built heritage. Measuring Our Success Strategy Strategy

Metric Measurement Target 2.1.1 Use the arts to enliven public spaces and 2.3.1 Protect and enhance places, streetscapes, create a ‘sense of place’. precincts and landmarks which reflect the built and Council support for The number of promotions Promote four cultural events each 2.1.2 Provide opportunities and places for creative cultural history of our City. initiatives and events that delivered by the Council. year which celebrate our City's expression for all people. 2.3.2 Reflect our City’s history through cultural heritage support cultural diversity. cultural diversity (eg NAIDOC Week, Harmony Day). 2.1.3 Attract and support cultural and creative programs and initiatives. organisations, businesses and individuals. 2.3.3 Promote the value of heritage protection. Aligns with Arts & Culture Plan South Australia 2019–2024.

The number of community The number of events Hold a minimum of six major community Objective 2.2 Objective 2.4 events held. delivered by the Council. events per year.

A community embracing and celebrating Pleasant, well designed, and sustainable its social and cultural diversity. Designs or upgrades The number of projects Undertake the design or upgrade of at urban environments. undertaken to community delivered by the Council. least one public space per annum. spaces. Strategy Strategy

2.2.1 Acknowledge and recognise local Aboriginal 2.4.1 Encourage development that complements our The level of community Community Survey Achieve a resident perception rating heritage and history. City’s built heritage and character areas. satisfaction with the nature undertaken by the Council higher than the average from the 2.2.2 Facilitate opportunities for cultural expression, of new development within every two years. previous four Council Community 2.4.2 Encourage sustainable and quality urban design the Council area. Surveys. celebration and interaction between different outcomes. cultural and demographic groups. Achieve a business perception rating 2.4.3 Maximise the extent of green landscaping provided higher than the average from the 2.2.3 Promote understanding of and respect for in new development and in the public realm. previous four Council Community our cultures and heritage. Surveys.

The level of community Community Survey Achieve a resident perception rating Objective 2.5 satisfaction with cultural undertaken by the Council higher than the average from the heritage programs provided every two years. previous four Council Community Dynamic community life in public by the Council. Surveys. spaces and precincts.

Relevant Plans Strategy Macro Targets Council Targets Community Targets Kent Town Public Realm Manual 2.5.1 Facilitate a mix of land uses and activities in Kent Town Urban Design Framework appropriate locations in balance with amenity Open Space Strategy (2003) and character.

Playgrounds Strategy (2006) 2.5.2 Create and provide interesting and vibrant public Smart City Plan (2020) spaces to encourage interaction and gatherings.

2.5.3 Host and facilitate community events and activities.

CityPlan 2030: Shaping Our Future—Mid Term Review 33 Outcome 3 Economic Prosperity

A dynamic and thriving centre for business and services

The City of Norwood Payneham & The Council has identified food St Peters is a dynamic and vibrant manufacturing, retail, cultural and place to do business. The City’s proximity creative, and professional and scientific to the Adelaide Central Business District as priority sectors to drive the local attracts a diverse range of businesses. economy forward for their recognised contribution to jobs and vibrancy in the Our economy is vital to the success City. The City of Norwood Payneham & of our City as a place where people St Peters defines the cultural and creative can be educated, work and live. This industries as architecture, design and is underpinned by a consistent and visual arts; music and performing arts; sustained residential population. film, radio and television; writing and publishing; advertising and marketing; The City offers excellent primary and and creative software applications. secondary schools providing an ideal location for students and families to As with the rest of the world, the live in close proximity to services and economic prosperity of the City of facilities. The significant number of Norwood Payneham & St Peters has students living in the City also presents been impacted in 2020 by the COVID-19 a valuable opportunity to retain a diverse pandemic. The COVID-19 pandemic is mix of people in the City, contributing a disruptor event unseen before and the to the vibrant economic and cultural effects are likely to impact the economy identity of the City. for the foreseeable future.

Start-up businesses grow from our To reduce the known impacts of the home-based businesses and co-working COVID-19 pandemic, the Council is spaces contribute diversity and growth committed to providing a supportive to our local economy. Thriving light environment for businesses through industrial and manufacturing precincts, the provision of infrastructure and and a mix of growing and emerging other financial relief measures. sectors make the City an exciting Since 2017, the Council has continued Our economy is vital to the success opportunity for new businesses. Our to stimulate economic growth through 6,996 businesses are supported by both a number of initiatives, and recognises of our City as a place where people locals and visitors who are attracted to the importance of maintaining can be educated, work and live. the City’s iconic, premier mainstreets economic prosperity as a primary for their unique mix of retail, hospitality, focus moving forward. character and cosmopolitan lifestyle.

Adelaide Ravioli, Glynde CityPlan 2030: Shaping Our Future—Mid Term Review 35 Aspiration Economic Prosperity A dynamic and thriving centre for business and services Objective 3.1 Objective 3.3

A diverse range of businesses and services. Attract new enterprise and local employment opportunities to locate Measuring Our Success Strategy in our City.

3.1.1 Support and encourage local small, specialty, Strategy independent and family-owned businesses. Metric Measurement Target 3.3.1 Foster emerging enterprises and industries. 3.1.2 Attract diverse businesses to locate in our City. The number of jobs in Australian Bureau of Number of people employed in the City 3.3.2 Support appropriate home-based businesses. the City. Statistics and Australian has returned to pre-COVID levels. Business Register. 3.3.3 Promote and support local food and beverage (24,367 February 2020) Objective 3.2 manufacturing.

The number of Council Registration numbers A minimum of six training/networking Cosmopolitan business precincts training & networking recorded by the Council. events held per annum. contributing to the prosperity of the City. Objective 3.4 opportunities held by the Council. Strategy A leading centre for creative industries.

3.2.1 Retain, enhance and promote the unique Strategy The number of promotional Initiatives recorded by the Year-on-year increase in the number of character of all our City’s business precincts. initiatives undertaken by Council. business promotional initiatives held. 3.4.1 Create a business environment that is conducive the Council. 3.2.2 Retain commercial and industrial land in to retraining and attracting creative industries to appropriate locations, and protect it from the our City. encroachment of incompatible land uses. 3.4.2 Collaborate with other agencies to facilitate The level of community Community Survey Achieve a resident perception 3.2.3 Promote the City as a visitor destination. satisfaction with the undertaken by the Council rating higher than the average from the provision of technological infrastructure to Council’s performance in every two years. the previous four Council Community support businesses. attracting and supporting Surveys. businesses. Achieve a business perception rating higher than the average from the previous four Council Community Objective 3.5 Surveys.

A local economy supporting and The level of community Community Survey Achieve a resident perception rating supported by its community. satisfaction that the mix undertaken by the Council higher than the average from the of businesses in the City’s every two years. previous four Council Community Strategy precincts contributes to the Surveys. prosperity of the area. Achieve a business perception rating 3.5.1 Support opportunities for people to collaborate higher than the average from the and interact in business precincts. previous four Council Community Relevant Plans 3.5.2 Retain accessible local shopping and services. Surveys. 3.5.3 Encourage businesses to sponsor local Economic Development community activities. Strategy (2021–2026) Macro Targets Council Targets Community Targets 3.5.4 Support opportunities for the community to access Kent Town Economic locally produced food and beverage produce. Growth Strategy (2020 –2025) 3.5.5 Encourage community support for and promote Smart City Plan (2020) awareness of all businesses in our City.

CityPlan 2030: Shaping Our Future—Mid Term Review 37 Outcome 4 Environmental Sustainability

A leader in environmental sustainability

The City of Norwood Payneham & Environmental sustainability requires St Peters is an inner metropolitan the management of resources from City with beautiful open spaces and our natural system to ensure they valuable natural resources. It is a City are available in the long-term. The where current and future populations Council recognises its responsibility can enjoy a high quality of life in to protect its natural environment and an aesthetically pleasing and has affirmed its commitment to both environmentally friendly environment. mitigate against, and adapt to, the adverse impacts of climate change. Our natural environment is a resource The Council has made significant that is highly valued by residents and progress in reducing the ecological visitors and for this reason it requires footprint of the City by supporting the careful and efficient management to be community through ongoing education protected for future generations. initiatives and the implementation of climate change adaptation. Despite Street trees and landscaped this, climate change continues to have streetscapes are treasured assets impacts on the City’s water resources of the City. Together with the and biodiversity. integration of green infrastructure and protection of native vegetation, the While climate change is a global Council is committed to enhancing issue. It is felt locally and therefore it environmental sustainability and is important that the City of Norwood green cover throughout the City. With Payneham & St Peters is on the the percentage of higher density frontline of adaptation through its housing steadily increasing across Resilient East initiative facilitated the City, community open space for through the Eastern Region Alliance passive and active recreation will Partnership. Furthermore, minimising become increasingly more important. waste and increasing recycling and Although the City is well provisioned reuse remain important environmental with open space, the Council will priorities for the Council. continue to enhance the connection, and management, of the open space The Council will continue to work with Our natural environment is network across the City. the community and take bold action on a resource that is highly valued climate change adaptation and mitigation to ensure the protection and sustainability by residents and visitors. of the City for future generations.

St Peters Billabong, St Peters CityPlan 2030: Shaping Our Future—Mid Term Review 39 Aspiration Environmental Sustainability A leader in environmental sustainability Objective 4.1 Objective 4.3

Sustainable and efficient management Thriving and healthy habitats for native of resources. flora and fauna. Measuring Our Success Strategy Strategy

Metric Measurement Target 4.1.1 Make better use of water resources including 4.3.1 Identify and protect existing native vegetation the harvesting and re-use of stormwater. and enhance habitat quality. Total green cover (includes Record the number of Plant a minimum of 500 new trees 4.1.2 Investigate and implement innovative waste 4.3.2 Revegetate designated areas with local native private and public land). new trees planted by the per year in streets and/or public spaces. reduction and education initiatives. species where appropriate. Council. Aligns with 30 Year Plan for Greater 4.1.3 Employ and promote energy efficiency initiatives 4.3.3 Encourage green cover on private land. LiDAR Analysis – Adelaide (2017 update) requiring an and renewable energy resources. Mapping Data. increase of 8% green cover in the City 4.3.4 Facilitate community participation in of Norwood, Payneham & St Peters 4.1.4 Promote the use of sustainable, active and low revegetation programs and gardening programs, by 2030. emission transport modes. where appropriate. 4.1.5 Improve the water quality in our City’s Corporate carbon emissions. Carbon emissions recorded Zero corporate carbon emissions watercourses. with the Trellis tool. by 2030. 4.1.6 Manage stormwater to reduce the risks of flooding. Objective 4.4 The weight (tonnes) of Council circular Year-on-year increase in corporate Mitigating and adapting to the impacts recycled content purchased procurement reporting tool. purchases of products or materials that by the Council. contain recycled content. Objective 4.2 of climate change. Strategy The level of community Community Survey Achieve a resident perception rating Sustainable streets and open spaces. satisfaction with the undertaken by the Council higher than the average from the 4.4.1 Lead initiatives to reduce the City’s ecological Council’s response to every two years. previous four Council Community climate change. Surveys. Strategy footprint and carbon emissions. 4.4.2 Undertake climate change adaption initiatives Achieve a business perception rating greater than higher than the average 4.2.1 Improve the amenity and safety of streets for for our assets, public spaces, services and from the previous four Council all users including reducing the impact of urban operations. Community Surveys. heat island effect. 4.4.3 Support climate change adaptation and 4.2.2 Protect, enhance and expand public open space. community education. The level of community Community Survey Achieve a resident perception rating 4.2.3 Establish a network of linked open spaces for satisfaction with the undertaken by the Council higher than the average from the wildlife habitat. Council’s management and every two years. previous four Council Community use of water. Surveys. 4.2.4 Protect, diversify and increase green cover. Achieve a business perception rating 4.2.5 Integrate green infrastructure into streetscapes greater than higher than the average and public spaces. from the previous four Council Community Surveys.

Relevant Plans Macro Targets Council Targets Community Targets

Resilient East Regional Climate Change Adaptation Plan (2016) Smart City Plan (2020)

CityPlan 2030: Shaping Our Future—Mid Term Review 41 Further Information

For information on the Council's CityPlan 2030: Shaping Our Future, please visit www.npsp.sa.gov.au or phone 8366 4555.

You can also visit the Council’s Customer Service Centre at the Norwood Town Hall, 175 The Parade, Norwood.

Additional Copies

CityPlan 20030: Shaping Our Future can be viewed online at www.npsp.sa.gov.au

Additional copies may also be obtained by:

• visiting Norwood Town Hall • visiting any of the Council’s Libraries • emailing [email protected] • contacting the Council on 8366 4555 • writing to the Council at PO Box 204, Kent Town SA 5074 City of Norwood Payneham & St Peters 175 The Parade, Norwood SA 5067

Telephone 8366 4555 Email [email protected] Website www.npsp.sa.gov.au Socials /cityofnpsp @cityofnpsp