DESIGN FOR HEALTH Metropolitan Design Center | February 2007

Case Study: , Ann Forsyth Version 1.1

DESIGN FOR HEALTH is a collaboration between the Metropolitan Design Center at the University of Minnesota and Blue Cross and Blue Shield of Minnesota that serves to bridge the gap between the emerging research base on community design and healthy living with the every-day realities of local government planning. Case Study: Fremantle, Western Australia

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Design for Health is collaboration between the Metropolitan Design Center at the University of Minnesota and Blue Cross and Blue Shield of Minnesota.

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Contributors: Dr. Ann Forsyth, Dr. Kevin Krizek, Dr. Carissa Schively, Laura Baum, Amanda Johnson, Aly Pennucci, Copy Editor: Bonnie Hayskar Layout Designers: Anna Christiansen, Tom Hilde, Kristin Raab, Jorge Salcedo, Katie Thering, Luke Van Sistine Website Managers: Whitney Parks, Joanne Richardson

Suggested Citation: Design for Health. 2007. Case Study: Fremantle, Western Australia. Version 1.1. www. designforhealth.net

Design for Health 2 www.designforhealth.net Case Study: Fremantle, Western Australia

Introduction Key Players & Policy Framework

Design for Health has issued a series of case Fremantle is a major commercial port city on studies to explore the emerging trend of the edge of the Indian Ocean in the southwest incorporating public health into comprehensive corner of Australia ( 2006a). planning. The second of these case studies is It is located in the metropolitan area of the City of Fremantle (Fremantle) in Western and contains the largest metropolitan retail Australia. Like King County, Washington (see center outside of the central city of Perth. The case 1), the Fremantle case primarily focuses city and its surrounding communities account on integrating one critical dimension of public for approximately 200,000 residents (City of health—physical activity—into its planning Fremantle 2006a). Fremantle is part of the framework. “rapidly expanding southwest urban corridor, which is now the fastest-growing region in the This case study has three objectives. It: metropolitan area”and the city itself covers an • identifi es the regulatory framework and key area of 18.7 square kilometers and has 28 km of players in linking planning and health in river foreshore and coastline” (City of Fremantle Fremantle, 2001). The suburbs in the municipality are • outlines the approach that Fremantle uses Fremantle, North Fremantle, South Fremantle, to prioritize health within its planning White Gum Valley, Hilton, Beaconsfi eld, framework, and O’Connor, and Samson. • offers insights for other communities seeking to model a planning approach based on Fremantle’s efforts to link the built environment Fremantle. and public health were spurred by physical activity mandates at the executive level in the This case study is informed by research done State government. This top-down approach by the Design for Health team. The team has resulted in the gathering of resources and developed a series of documents for planners cross-departmental expertise that aided local that discusses varying approaches to integrating communities in pursuing policy change, health into comprehensive planning and helps educational programs and plan implementation. sort out evidence-based research from common The key players are: misconceptions about health and planning. These • Department of Premiere and Cabinet documents include: (executive level) • Information Sheet Series • Premier Dr. Geoff Gallop • Key Questions Series • Physical Activity Taskforce (PATF) • Health Impact Assessment • City of Fremantle (municipal level) • Technical Assistance Library • Urban Management • Community Services These materials are available at www.designforhealth.net. Their involvement is more fully explored below.

Overall, the Fremantle case shows how a city Executive Level can take a multifaceted approach to increasing physical activity. While it uses physical planning In June 2001, State Premier Dr. Geoff Gallop strategies to increase options, it also provides (equivalent to a United States governor) created programming support for walking and biking the Premier’s Physical Activity Taskforce (PATF), (e.g., a free bike program, a 10,000-steps an advisory group, in response to growing health program). concerns about obesity. PATF was charged with developing a physical activity plan for the State of Western Australia (PATF 2006a).

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In October 2001, PATF released the strategic • Contribute to the development of the Physical direction report “Getting Western Australians Activity Strategy for Western Australia 2002 More Active.” Its goal was to increase the number - 2011. of people who participate in enough physical • Develop recommendations, models of best activity to experience a health benefi t by 5 percent practices and evaluation models relevant from 58 percent to 63 percent over 10 years (PATF to local and State government, for PATF 2006b). The rationale for this initiative included consideration. the following points (PATF 2006b): • Implement strategies that will enhance and build on the physical activity progress already 1.The lack of physical activity is the second made by local government. leading contributor to the overall burden of • Implement strategies with local government disease among Australians. that will showcase a coordinated approach 2.The costs attributable to the six major diseases to the development and implementation of (heart disease, stroke, non-insulin diabetes, a physical activity strategy across Western colon cancer, breast cancer, and depression Australia. disorders) due to physical inactivity is $36 • Promote strategies that encourage local million a year in Western Australia. government to incorporate physical activity 3.Lack of physical activity is also a major cause into their strategic planning and budgetary leading to an epidemic of overweight and processes. obesity, with more than half of Australians now considered overweight or obese. As mentioned above, one of their goals was to develop a series of best practices The development of PATF was in response to for local governments. In conjunction with research conducted by the Western Australia the participation of 10 local government State Department of Sport and Recreation, the representatives (including a planning Western Australia State Department of Health representative from Fremantle), some of the and the University of Australia that explored following best practices were identifi ed (PATF decreasing involvement in physical activity by 2003, 5): Western Australians (PATF 2006b). Taskforce • having government leadership that supports representatives included senior offi cials from “a multi-action approach that is aimed the Departments of the Premier and Cabinet; at short- and long-term impacts through Education; Health; Planning and Infrastructure; cross government coordination, workforce Sport and Recreation; the Western Australian development, community involvement, Local Government Association; Healthway, a overarching communication and evaluation statutory body started under the Tobacco Control strategies, and regional involvement;” Act 1990 that funds health-related activities; • implementing strategies that build on existing Lotterywest, which is a State lottery that raises physical activity initiatives on the local level; funds to support nonprofi t organizations; an and academic and a community representative. • implementing coordinated strategies with local government across Western Australia. The taskforce is structured into three working groups: communications, evaluation and This working group also created a series of monitoring and local government, where each web-based resources that communities can advises on its respective areas of expertise (PATF access, including: case studies (reports on 2006a). For the purposes on this case study, it is local government programs), “how to” guides important to note that senior representation from (includes checklists for such programs as the Department of Planning and Infrastructure walking groups), and fact sheets (details existing sat on two of three working groups: evaluation programs like Active Transport, TravelSmart and monitoring and local government (PATF School, etc.). In addition, it programs events and 2006a). The local government group was charged provides matching grants to local governments with the following responsibilities (PATF 2006a): for amounts between $5000 and $30,000.

Design for Health 4 www.designforhealth.net Case Study: Fremantle, Western Australia

Figure 1: Organizational Structure of Fremantle

Chief Executive Offi cer

Corporate Services Community Services Urban Management Director Director Director

Finance & Administration Community Services Planning Services Human Resources Library Services Urban Environment Information Technology/ Culture and Recreation Assets & Infrastructure Service & Information Arts City Works Comercial Parking Property

Source: City of Fremante 2007a

Information about these various educational and planning sectors are housed in the Community fi nancial resources is available at http://www. Services Division and the Urban Management beactive.wa.gov.au/index.cfm?event=localGovt# Division. The approach towards health and resources. planning will be explained later in the case study; however, Fremantle’s planning documents will PATF laid out the groundwork at the executive be discussed here. level for communities to be able to incorporate physical activity into land use and transportation Fremantle follows three major policy documents: decisions through such educational and fi nancial • Town Planning Scheme No. 4 (statutory resources. PATF funded Fremantle to develop a zoning and development control) strategic plan for physical activity, for example, • Fremantle Planning Strategy (FPS) (planning that included an emphasis on changes to the and land use – strategic framework) built environment. The information below looks • Fremantle Strategic Plan (formerly the at how different municipalities, like Fremantle, Fremantle City Plan) (community vision) approach health and planning. The Town Planning Scheme is a policy Municipal Level document required by the State legislature’s Town Planning and Development Act where Fremantle is divided into six wards: North, all local municipalities must develop statutory South, East, City, Hilton, and Beaconfi eld, and requirements (City of Fremantle 2001, 14). The the City Council has 13 elected offi cials including Fremantle Planning Strategy (FPS) is the key the mayor (City of Fremantle 2007b). The council strategic-planning document that is read in establishes policies and the management team conjunction with the Town Planning Scheme (typical city administration work) implements No. 4 and the Fremantle Strategic Plan (City of these policies (City of Fremantle 2007a). The Fremantle 2001, 7) (Fig. 2). FPS looks 10-15 years organizational structure of this management into the future while the Fremantle Strategic team includes a chief executive offi cer and the Plan has a 5-year timeframe. The FPS plays the following three departments: corporate services, following role; it (City of Fremantle 2001, 7): community services and urban management (Fig. 1) (City of Fremantle 2007a). The health and

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• sets the framework implementing and As outlined in Figure 2, the FPS addresses the interpreting State and regional policies for following issues (City of Fremantle 2001, 12): Fremantle; • a description of the key characteristics of the • provides the planning context for the municipality, its regional context and major zones, reservations and statutory provisions planning issues; contained in the Town Planning Scheme; and • a statement of goals explaining the strategic • provides the strategic direction of future land- use directions that the council is seeking population and employment; the broad to pursue; strategies for housing, employment, • land-use or development issues that provide a shopping and business activities; and context for local planning decisions; proposals for transport, parks, regional open • the links between strategic planning in the space and other public uses. municipality, the State and regional planning context;

Figure 2: Framework for Fremantle Planning Strategy and Town Planning Scheme No. 4

Adopted Council Strategies State/Federal Governement City Plan 2000-2005 Legislation & Strategies Industry in Fremantle Town Planning & Development Act Local Housing Strategy State Planning Strategy Cultural Policy and Plan State Planning Framework Green Plan etc. Metropolitan Region Scheme

Fremantle Planning Strategy (non-statutory) Introduction – role of FPS – relationship of CPS4 Regional & Local Context City-wide Goals, Objectives, Strategies Local Planning Areas Issues, Objectives, Strategies

Town Planning Scheme No.4 (statutory) Scheme Goals and Objectives (from FPS) Administrative Provisions (from Town Planning Amendment Regulations 1999) City-wide Provisions (from FPS strategies) – zones, zoning table, parking ratios, home accupations etc. Local Planning Areas/Neighbourhood Areas – Statement of Desired Character (from FPS) – Local Area Design Guidelines (from FPS strategies)

Local Planning Policies (non-statutory)

Source: City of Fremantle 2001, 14.

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• strategic-policy statements about issues such Approach as housing, business and industry, open space and recreation, transport, infrastructure, and As mentioned above, the push from the executive environment; level acted as a catalyst for Fremantle’s work • more detailed strategies for particular areas or with physical activity and planning (Raphael and specifi c issues contained in the strategy; and Stoneham 2007). In 2003, the Cabinet approved • an outline of how the strategy will be a four-year implementation plan for 2003/2004- implemented including reference to any Local 2006/2007 based on fi ve specifi c outcomes (PATF Planning Policies and guidelines that may no date, 1-15): be required, planning-scheme measures and • Programs and services, which encourage and proposals of the State government and council facilitate community involvement in physical to facilitate development including capital activity, will be re-oriented and integrated. works. • Physical and social environments will support physical activity and healthy lifestyles and In other words, the FPS mirrors the contribute to building social capital. comprehensive plans for most communities • Education, training and support will enable in the United States. In Australia, strategic the development of networks and strategies planning is long term as opposed to “statutory” that will increase the level of physical activity planning, which is development control, in the community. although Fremantle has both a plan strategy • The State government will provide leadership (10-15 years out) and a strategic plan (5 years)! and statewide coordination for a physical FPS principles include: ecological sustainability, activity strategy. preservation of heritage, community and cultural • State government legislation and regulation diversity, economic development/employment supports improved physical activity outcomes. areas, regional center, residential mix, managing vehicle-use management, open space, and One of ways that the State government provided community consultation and decision making fi nancial leadership was by offering a series of (City of Fremantle 2001, 9). matching grants for communities. Fremantle capitalized on this opportunity by applying for Other council strategies that are intended to a grant to develop a strategic plan for physical work with, guide and/or supplement the FPS activity at the local level; they received a total include the draft Transport Strategy (transport of $42,000 over a three-year period from PATF and movement); Economic Development Strategy and Fremantle committed an additional $42,000. (investment); Fremantle Green Plan (open space); One of the fi rst decisions that Fremantle made Recreation Policy and Strategy (recreation); was to hire a consultant, Dr. Melissa Stoneham, Blueprint (infrastructure and public space for to facilitate this project on a part-time basis. the central-city area); Cultural Policy and Plan She was hired by the Community Services (culture and identity); and Youth and Aged division; however, she worked directly with Strategies (community). The Physical Activity environmental planner, Caroline Raphael, in the Strategy for Fremantle is comparable to these Urban Management Division, having fi rst met in various council strategies; such that, they are the local working group that the City created in designed to supplement the FPS document. 2004. The working group’s role was to advise on public health and planning issues and it included The policy framework of both the executive the following individuals: community members, and municipal level provides an important local business group leaders, an academic from foundation for understanding how Fremantle the University of Notre Dame, a representative was able to accomplish its work with physical from the National Heart Foundation, as well as activity and the built environment from a policy a City representative from Parks & Gardens and and a plan implementation level. Planning. The chairperson of the working group was a council commissioner. The diversifi cation

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of participants was based on the goal of trying we recommend that communities review the plan to get buy-in from a large constituency of at http://www.fremantle.wa.gov.au/council/ stakeholders (Raphael and Stoneham 2007). resource/Physical_Activity_Report.pdf in order to learn more about the document in its entirety. In February 2005, the Fremantle City Council approved the “Physical Activity Strategic Plan: The chapter on methodology is an element that 2005-2009” to create a set of objectives that would is not typically seen in issue-specifi c plans or it help “to plan, develop, implement and evaluate is somewhat woven into the public participation physical activity programs and services into the side (e.g., number of people that showed up future” (City of Fremantle 2005, 4). As outlined to a community meeting to discuss the issue in Design for Health’s Information Sheet 1, at hand). Here, it is a much more substantive there are four general approaches to integrating part as it explains how this plan came together, health into a community’s comprehensive and it includes: literature searches, the creation plan: comprehensive plan update, corrective/ of a working group, a draft audit tool, and a selective amendments, revised codes or community consultation component (City of ordinances, and separate health-related plans. Fremantle 2005, 6). Throughout Fremantle’s Fremantle’s approach is a combination of the plan, it focuses on making this link between latter two, which are also supported by a series research and practice. The inventory and analysis of educational programs and community-based discusses statistics related to physical activity. initiatives. As a separate health-related plan, the It states, for example, that “four out of ten West physical activity strategic plan: Australians do not undertake suffi cient physical • extends beyond the scope of required activity to have any positive impact on their comprehensive plan content and elements, general fi tness or health” (City of Fremantle • relates to issues unique to the community or 2005). As is described later in the section on focuses on sub-areas in the community or it implementation, research is also tied to various responds to issues of public concern, and other projects that stem from this plan. • infl uences decisions made in the overarching comprehensive plan and, in some cases, is The inventory and analysis section is a major adopted as an extension of the comprehensive component of the plan, and it includes a public- plan. participation section, audit of existing facilities and review of physical-activity-based literature The plan is similar to a typical issue-specifi c plan that was framed in the context of the City of in the sense that it has the following elements: Fremantle. The public-participation component • Methodology includes discussion groups and telephone and • Physical Activity Strategic Plan Context in-person surveys. Topics include: identifying within the City of Fremantle positive attributes for living in Fremantle; • Guiding Principles for the Physical Activity gathering current levels of physical activity; Strategic Plan a listing of daily inhibitors to participating in • Themes for the Strategic Plan physical activity; and recommendations for ways • Why Should Local Government be Involved to change the built environment to infl uence in the Promotion of Physical Activity changes in physical-activity behavior (City of • Inventory of Physical Activity Programs and Fremantle 2005). A scenario was also created Services within the City of Fremantle in which participants were asked to think of • Factors that Affect Physical Activity Levels themselves as property developers who wanted • Physical Activity Objectives and Strategies to design a new suburban neighborhood to be • Implementing and Monitoring the Strategic more physically active. Plan As mentioned above, a draft audit tool was In this case study, we will go into greater depth developed to ensure a consistent approach to on methodology, inventory and analysis, and review all physical-activity programs, services implementation; however, due to its complexity, and spaces. It was piloted on a range of public

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facilities (City of Fremantle 2005, 6). It included in the case study; however, it is important both public and private facilities, such as parks, to note that this makes Fremantle unique gardens, open space, sporting facilities, school from other communities, which tend to focus facilities, trails, bike routes, playgrounds, etc. It more on policy-based work. Its purpose is to covered all ages and capabilities; and contained “provide a framework for the assessment of a description of all council facilities, locations, development impacts on those aspects of the times available, costs and a contact person physical environment that support physical (where relevant); and included information activity as part of the land-use planning and on gaps in services. It detailed the following development process” (City of Fremantle 2006b, for all facilities: state of repair, type of activity, 1). It is designed as a systematic tool that will be attractiveness, safety, ease of parking or travel to a “conscious action of balancing the trade-offs and from site (e.g., links with public transport), between impacts and benefi ts of development and equity issues (cost, access, child care, outcomes on the health of individuals” (City disabled access, fl exibility of hours, etc.). The of Fremantle 2006b, 1). Short-term impacts analysis included some of the following results include: awareness, increased communication (City of Fremantle 2005, 23): lack of “end-route between council departments, creation of facilities” like bike racks, showers, lack of local partnerships, media coverage, and initial signage, increasing concerns about safety, and integration of public-health and planning strong links to public transit. practices (City of Fremantle 2006b, 2). Long-term outcomes include: development of planning The inventory and analysis informed the chapter code that will guide developments and assist on plan objectives and strategies, which included the City in making decisions under the planning (31-46): scheme. • to ensure council’s approach to policy development is more oriented towards It is divided into two design categories: Local physical activity; Areas and Place. One focuses on scale (spatial • to ensure resources are invested to encourage area) and the other on complexity (range people to be more active participants rather of uses) of the development and associated than passive spectators; planning and assessment processes (City of • to provide information on opportunities for, Fremantle 2006b, 3). It has developed health and and personal benefi ts of, physical activity that wellbeing, desired physical activity and desired will be clear, current and readily available to environmental criteria for over 57 different the community; and planning themes (Table 1). Examples of these • to ensure that investment will be skewed themes include: bicycle parking, pedestrian towards developing and maintaining a access, public open and civic spaces and wide range of appropriate local and district facilities for recreation, pathways, alternative facilities, services and programs rather than a transportation options, streetscape amenities and few major venues and programs. sense of place, private open space for recreation, bicycle infrastructure, to name a few. Each objective and the corresponding strategy included an action leader, budget, time frame, In addition to focusing specifi cally on and priority designation. For an example, please development impacts, Fremantle also launched see chapter 9 of the plan. a series of educational programs. Within three years, it developed the following programs: In late 2006, Fremantle, in response to the a walking program that centered on a 10,000- objectives outlined in the PASP, released a step challenge with neighborhood businesses; draft of a Physical Activity Impact Assessment a travel-smart guide that included a map Framework (PAIAF), which focuses on plan of Fremantle with various physical activity implementation through working with existing opportunities (open space, public transit routes, development codes and the development etc.); and a bike program where the City gave review process. This will be discussed later bikes to people if they used them for a specifi c

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period of time. In addition, Fremantle used identifi ed in the Fremantle Strategic Plan—all these programs to help create an “Active Freo” which need to be consulted when preparing the marketing brand. These various implementation Fremantle Planning Strategy. It is considered efforts demonstrated that Fremantle was comparable to the supplemental plans like the determined to take its separate health plan and Bicycle Network Plan, Seniors Policy, Sport and embed it within various City initiatives. They Recreation Plan, Green Plan, Disability Services include a number of programs—such as the Plan, Sustainable Transport, Community Safety 10,000 steps and free-bike programs—and not Plan, and the Travel Smart Action Plan (City of just physical planning. In the next section, we Fremantle 2005, 10). highlight certain points that communities should consider when using Fremantle as a guide. Traditional comprehensive plans and public- health offi cials tend to look at human-health issues in terms of facilities and services; Considerations for Other Fremantle, however, expands beyond this Communities normal thought process and states that, “The City has the potential to increase physical Comprehensive Plan Integration activity within the community as it has a key role in providing and managing environments, While the plan is independent of the Fremantle facilities and services. Providing footpaths and Planning Strategy, it is designed specifi cally to walking and cycling tracks, safe and appealing run parallel with the strategies and priorities environments, ensuring the availability of

Table 1: Example from the Physical Activity Impact Assessment Framework

Local Area Health Desired PA Desired Reference Standard Design Objective Outcome Environmental Criteria Outcome

Effi cient & To be able to Walking withint Footpaths on Livable neighborhoods; Compact Land leave a house the local at least one Austrailin Standard Use or place of area; Adults side of every AS 1428.1-Design for work on food participating in at street with high Access and Mobility. or by bicycle least 30 minutes of interconnectivity Australian Standard to access moderate physical and safe crossing AS2890.3-Parking dailyneeds and activity every to a universal Facilities Part 3: Bicycle services within day; Children standards; Parking Facilities. City the local area participating in at destination uses of Fremantle Bike Plan. least 60 minutes are within a 400 City of Fremantle Green of moderate to metre or 800 Transport Plan. City vigorous physical metre ped shed of Fremantle Physical activy every distance, depending Activity Plan. day; Cycle paths upon heirarchy lead to major of functions; destinations; End footpaths regularly of route facilities maintained to avoid at all major collections of debris desinations on footpaths

Source: City of Fremantle 2006b, 4.

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sporting facilities and recreational activities are Connecting Research with Planning current strategies of the council that increase and promote physical activity” (City of Fremantle As the approach section details, the strategic 2005, 7). It is important to note that this approach plan and the impact assessment framework both focuses purely on physical activity; however, make a special effort to link existing research there are a variety of health-related themes that with planning. These comments are cited and could be considered by communities. For more annotated, moreover, within each document. information, please visit www.designforhealth. It is important to note that recent research on net. physical activity has shown a more complex and ambiguous picture than what is stated in both the Collaborative Approach plan and assessment framework. To understand this complex issue, please refer to the Physical Fremantle is particularly interesting because Activity Key Question. This highlights the of the different types and characteristics of importance of research in such efforts. collaborative behavior. Fremantle collaborated with its executive level (Department of Premiere Implementation and Cabinet) in a variety of ways: it had a representative on the local government working As discussed in the approach section, group; it received funding for its local physical Fremantle has designed a series of tools and activity plan; it used the resource library that educational programs to turn policy into actual was created by the taskforce; and more indirectly, implementation efforts. It developed a Physical the executive level attention to physical activity Activity Impact Assessment Framework, for helped create a support system for local example, that is used in conjunction with communities interested in pursuing strategies to development and redevelopment projects, impact health and planning. because Fremantle committed to working with developers to ensure that future developments Fremantle also recognized the importance “create environments and spaces that enable of collaboration at the local level and some people to be physically active” (City of Fremantle examples include: the local working group no date, 1-3). It assesses the “development consisted of both municipal and community impacts on those aspects of the physical stakeholders; the consultant in community environment that support physical activity as services directly worked with an environment part of the land-use planning and development planner in the urban management division; the process.” Eventually, the goal is to develop a plan itself was designed to be read in conjunction comprehensive PAIAF acceptable to the city with plans from other departments (Just Walk It, planners that enables them to place conditions Travel Smart Action Plan, Bicycle Network Plan, of approval on development applications that Transport Strategy, City Plan). These collaborative are supportive of physical activity; establish efforts encourage a holistic local government an accreditation system that will engage and approach to physical activity, rather than it being educate developers about the best approach in owned by one specifi c department. It should be designing environments that are supportive of noted that while it was a collaborative effort, the physical activity; and integrate the PAIAF into work was managed by an outside consultant the higher order policies at the City of Fremantle with a background in public participation and (2-3). Moreover, Fremantle has brilliantly used governmental infrastructure. This made the marketing (e.g., Active Freo) to help raise consultant uniquely qualifi ed to maneuver within awareness in the community as opposed to various departments. focusing specifi cally on technical language within policies that are not always accessible to the average citizen.

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Since these implementation efforts are at the beginning stages, it is unclear as to the impact that they will have on the built environment or in relation to human health. In addition, a majority of the funding for these programs came from the executive level; therefore, it is unclear as to whether or not these programs would have occurred without it. What we do know is that the consultant hired to facilitate the development of a plan and policies has worked closely with both public-health and planning offi cials to create opportunities to turn policy into reality.

Final Thoughts

Fremantle has taken a progressive approach to link health and planning—most of which is spurred by actions initiated at its executive level of government. While it is too early to examine its impact, it provides insight for communities interested in creating separate health-related plans to deal with human health.

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References

City of Fremantle. No date. Local government ———. 2006b. Premier’s physical activity awards nomination: Physical activity impact taskforce: Welcome. http://www.beactive. assessment framework. wa.gov.au/.

———. 2001. Fremantle planning strategy: A local Raphael, C., and M. Stoneham 2007. (Personal planning strategy for city planning scheme no. 4. communication on Thursday, January 18, 2007.)

———. 2005. City of Fremantle: Physical activity strategic plan. http://www.fremantle.wa.gov.au/council/ resource/Physical_Activity_Report.pdf.

———. 2006a. About Freo: Where is Fremantle? http://www2.freofocus.com/main/html/about_ where.cfm.

———. 2006b. Physical activity impact assessment framework: Information sheet. Prepared by Farnworth, T. and M. Stoneham.

———. 2007a. Council: Inside your council. http://www.freofocus.com/council/html/ inside.cfm.

———. 2007b. Council: Meet your council. http://www.freofocus.com/council/html/meet_ your.cfm.

Premiere’s Physical Activity Taskforce (PATF). No date. PATF four-year implementation plan, 2003/2004-2006/2007. http://www.beactive. wa.gov.au/documents/fouryearplan.pdf.

———. 2003. Review of best practices and recommendations for intervention on physical activity: A report for the premiere’s physical activity taskforce on behalf of the evaluation and monitoring working group. http://www.patf. dpc.wa.gov.au/documents/BestPrac_Aug03.pdf.

———. 2006a. Premiere’s physical activity taskforce: Background. http://www.beactive. wa.gov.au/index.cfm?event=background.

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