So what has changed since 2022 in the Community Strategic Plan?
Here is a mark up of the 2022 CSP Themes, showing what has changed in the current proposal:
Connected and Accessibility Accessible Infrastructure
Maintain our local infrastructure so people can use, walk, drive, cycle and catch public transport safely and easily.
clean and accessible infrastructure is managed and maintained effectively
people are connected to their destination through improved public transport systems, linkages and networks are connected, reliable, efficient and safe
levels of service and community need are reflected in the Asset Management Plan
safe walking, cycling and active travel is sustainable transport options are encouraged and supported with improved infrastructure
NOTE: Removed commitment to walking and cycling infrastructure, like school crossings.
Sustainable transport = ‘increased satisfaction with the availability of public transport options’
Environment and Sustainability and Open Space
Protect and sustain our environment so people can enjoy our outdoor spaces and places. Actively engage in eco-friendly practices and initiatives that make a significant difference in preserving the natural beauty, open space and health of Hunters Hill.
Natural spaces, including our bushland, urban tree canopy foreshores and waterways are protected preserved and enhanced.
Improved sustainability is reflected in policies, strategies, Services, programs and projects policies reflect a commitment to sustainability
Community resilience to the impacts of climate change is supported through by adaptable urban form, upgraded infrastructure, management and targeted health initiatives.
Waste, energy and water consumption is reduced and managed efficiently.
NOTE: Watering down of commitments.
Community and Belonging
Enhance the community’s quality of life by Connecting people to information and accessible experiences to help them feel included and safe in our community. that fosters a sense of inclusion and safety. Programs, and community groups services and events are inclusive and dedicated to promoting that promote active living, health and well-being are supported and encouraged.
Services and facilities meet the diverse needs of all generations
Activities and programs are designed to be welcoming, inclusive and promote safety
Community, cultural events and activities are coordinated and delivered inclusively.
Community groups, volunteers and service providers are recognised and supported.
NOTE: Limiting services to (1) reduces council’s service provider role and fails to consider the active role it might play in, say, youth programs.
Character, Heritage and Places
Create a liveable place where everyone can enjoy our heritage, Enhance our vibrant places and inclusive neighbourhoods, to support our rich heritage and thriving village centres, parks, playgrounds and recreational areas.
Neighbourhoods reflect local embody character and heritage and create foster a sense of belonging.
Healthy urban and recreational environments facilitate are boosted by economic activity and place-making initiatives and accessible play.
Development application, regulation and monitoring services are streamlined, more accessible and user friendly.
Parks, sportsfields and playgrounds support inclusive and accessible Play.
NOTE: It is unclear why non-standard wording is used - why remove ‘reflect local character’. What is ‘boosted by’ economic activity? Monetisation?
Governance, Participation and Partnerships
Bring people and local business together to share ideas and engage in collaborative projects. Ensure good governance and active engagement with the community to support an environment where innovative solutions and partnerships can thrive.
the community is aware of Council decisions through transparent and democratic engagement processes
Technology-based initiatives are used to improve the customer service experience
Economic growth is facilitated through collaboration with the community, government, sector of business partners.
A vision of continuous improvement is shared by Councillors and Council staff.
Council community members and local business communicate clearly and openly about policies, decisions and projects.
Policies and frameworks that encourage collaboration innovation provide a solid foundation for successful partnerships and projects.
Resources are managed efficiently to ensure that programs, services and collaborative projects have the necessary support and funding to succeed.
NOTE: This completely changes the purpose and emphasis of this theme and removes aspirations of public service and improvement
What do I think should change?
Vision
Infrastructure and Accessibility
Amend final bullet to better reflect previous version, as “Sustainable transport options particularly walking and cycling are supported and encouraged and with improved infrastructure”
Restore “Levels of service and community need are reflected in Asset Management Plans”
Community and Belonging
Restore “Services and” before ‘facilities’
Restore “Activities and Programs are designed to be welcoming, inclusive and promote safety”
Character Heritage and Places
Split the final bullet into the two constituent parts in the previous CSP (one ‘Healthy Urban Environments’ the other ‘Parks, sports fields and playgrounds’ - wording as previously.
Governance and Participation - retain former title by adding ‘and partnerships’, and
In Priorities” replace “innovative” with “collaborative” before ‘solutions’.
Restore bullet “Community is aware of decisions through transparent and democratic process”
Sustainable Development Goals are a good step, but only if aligned to specific targets
The current references are so high level as to be misleading, particularly for SDG11. Alignment to the targets would mean:
SDG Target 11.2 by 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons
Likewise too much is measured through sentiment surveys when better, objective measures exist. Again the SDGs have already provided good indicators for targets, and we should use them. Here, for 11.2:
Indicator 67. Percentage of people within 0.5km of public transit running at least every 20 minutes.
Community priority surveys make most sense when a measure for Community and Belonging (only).
Ensure measures pp27 - 31 are objective, SMART goals for infrastructure and access, environment and sustainability, and character and heritage, such as:
A level of service or % in each category class for 1.1 (or restored Objective 1.4)
A km of connected and safe cycle infrastructure, km of footpath, speed compliance for 1.2
Frequency and hours of operation of public transport operations by area for 1.3
% delivery of Bike Plan, number of crossings in villages for 1.3
% tree canopy for 2.1
% approvals and % appeals for 4.1
Referrals to CAP and appeals won for 4.2
Delivery plan ‘Major Projects’ must reflect what the community has agreed to, in Council’s Local Strategic Planning Statement:
Adding the Green Grid (Parramatta River and Sydney Harbour Foreshore walk and Lane Cove River and National Park walk, Map 14 and p31)
Remove “Hunters Hill Museum” and replace it with “Upgrade works to Hunters Hill Town Hall”
This second Major Project is to “improve event spaces and amenities and to improve separation between administration duties and the hall, to enable the space to be used and hired on a more regular basis by the community” (both the project and description are verbatim from LSPS).
More could also be done to protect existing, valued assets from previous Community Strategic Plans, such as by committing to funds from any sale of the rear of Fairland Hall to restoring the Hall to its former glory
Not only does Hunters Hill Council hold it in trust for the use of the community (or as a library !) - but it is ideally placed to provide for much-needed and purpose-built gathering space for young adults (in the style of France’s Maisons des Adolescents) At one point, the Boys Club Hall (as it was then known - Hunters Hill Council remains trustee for the ‘Hunters Hill Men and Boys’ Fund’ that owned it) - it was even used as the ‘Gladiator Gymnasium’, in 1942, in the style of many a PCYC - read more about it in Bunk, v21:5, 2020).
Given how few places there is for young adults to go in Hunters Hill these days, not only is restoring the hall to its former glory a fitting (and necessary, under the trust) use of funds, but it meets a present urgent need for our younger residents while continuing a past tradition.
Deliver the PAMP and Bike Plan
There is no action to improve walking and cycling
Complete the Resilience Strategy
Implement resilience education, enhanced recycling, sustainable materials and procurement
Commit to better engagement
Despite having just published our engagement strategy, some areas of engagement continue to fall down. This consultation, the marina application and other key documents are afforded only a small text box for feedback. Conversely important plans like Gladesville Master Plan are obscured by unwieldy 400 page documents that are impenetrable - even to our Local Planning Panel.
We need to commit to principles of good engagement such as:
Consultations must occur while proposals are still at a formative stage. For me, this means exhibition of planning proposals before going to the Department.
Sufficient information needs to be supplied for the public to give the consultation ‘intelligent consideration’. For me, this requires Summaries no more than 4 pages long of all key policies and proposals including master plans are published during consultation.
There needs to be an adequate time for the consultees to consider the proposal and respond. Feedback must be easy to provide to council, including in long form
Conscientious consideration must be given to the consultation responses before decisions are made.