SNAPSHOT. South Australia s Plan for the best and beyond. Community Engagement Board April

Transcription

1 SNAPSHOT South Australia s Plan for the best and beyond Community Engagement Board April

2 FACT BOX: What is the Community Engagement Board? The Community Engagement Board is an independent group made up of representatives from the government s advisory boards such as the Social Inclusion Board, the Economic Development Board, Minister s Youth Council and Premier s Council for Women. The Board is chaired by Peter Blacker, head of the Regional Communities Consultative Council. The Board s brief is to give independent advice to government and act as a conduit between the community and government in relation to the Plan. Welcome How we listened Welcome to our summary of the Community Engagement Board s report to government on the future of South Australia s Strategic Plan. In August 2010 we commenced what was to become South Australia s biggest community consultation exercise to hear what South Australians wanted for the future of our state. By February 2011 we had heard the ideas and opinions of 9,200 people about what they wanted for their communities, their families and themselves. It was an amazing exercise, taking us to every region of the state and giving us a great understanding of what makes South Australia and its people tick. At times it was humbling, often inspirational and the best way I know to get the facts and insights needed to make sure South Australia s Strategic Plan relates to all South Australians. We ve now compiled our values and aspirations South Australia s Plan for the Best and beyond. This is our public report outlining what we heard during our consultations and setting out a range of recommendations about the future of the Plan. You can access the full report at If you don t have time to read the full report, this summary has been put together to provide an overview of how we consulted, what we heard and our recommendations. The Board looks forward to continuing to engage the community over the next four years. Peter Blacker On behalf of the Community Engagement Board The success of our consultation process came down to the fact that we created multiple ways for the public to get in touch. Essentially we made it as easy as possible for South Australians to tell us what they wanted for their future. Our engagement strategy included: more than 60 community meetings held in locations across South Australia an interactive website where people could join discussions about the state s future, or start their own a suite of social media tools including Facebook, Twitter and YouTube informal meetings where we sought people out rather than expecting them to come to us prepaid postcards specific stakeholder meetings to gain expert views on policy areas such as the environment, business and economic development, justice, communities and the arts formal submissions from interested individuals, groups and organisations. Once we had spent time listening to what South Australians want for their future, we analysed the material we had received, then formulated a series of visions. To make sure we got it right, we consulted again via an online survey, then tweaked our visions and goals in response to this, and then compiled everything into our report to government. FACTBOX: Over 9,200 South Australians participated in our consultations. 40% took part in consultations held in metropolitan Adelaide; 19% spoke to us at regional events and 41% reached us online.

3 Our recommendations Our recommendations are divided into two sections, one which looks at the goals, visions and focus of the Plan, the other which explores ways the Plan can be better embedded into the community to build wider ownership. The overwhelming message from ALL South Australians involved in the engagement process irrespective of background or location was the wellbeing of our people, for life in South Australia to be the best it can be. Because of the significance of this theme we see promoting wellbeing as an important aim of the Plan. Diagram 1 (below) shows how we envisage South Australia attaining wellbeing as an achievement of many other policy areas working together. A strong economy leads to more jobs and peace of mind. A healthy environment gives us more opportunity to enjoy nature and the benefits of clean air and water. Strong families and communities where people look out for one another and contribute to community life work towards ensuring our physical and emotional wellbeing. And vibrant, diverse towns and cities give us enjoyment and confidence in the world around us. To deliver these we need excellent educational opportunities, an environment where innovation is supported and thrives, and transparent, accountable government to underpin our society. Diagram 1 FACTBOX: Those consulted included: Refugee women at a Gilles Plains community centre; Aboriginal elders at Kuro Yerlo; multicultural communities in the Riverland and young mothers in Whyalla.

4 visions and Goals A strong, sustainable economy that builds on our strengths We recommend that the Plan encapsulate a range of visions and goals which reflect the aspirations expressed by the community for the future of their state. The Plan is currently comprised of 98 targets. During our consultations it became even more clear that work needs to be done to connect the targets with the aspirations and desires of South Australians. We propose that the Plan establishes a series of visions and goals, supported by targets which set clear, robust measures of our success in achieving them. These visions and goals will provide the Plan with a narrative around which to understand, interact with and deliver the best possible future for South Australia, as envisaged by the thousands of South Australians we consulted. All of the visions and goals work towards our ultimate aim, to achieve wellbeing for South Australians. We give everyone a fair go Everyone is given a chance to realise their own potential We value Australian culture and respect diversity We actively participate in shaping the future of our state We are safe in our homes, community and at work We address the causes of climate change We reduce reoffending We are prepared for natural disasters We are safe and protected at work and on the roads. We look after our natural environment South Australia has a sustainable population We want Adelaide to grow up more than out We look after our land, rivers and wetlands We care for our oceans, costal and marine environments We respect and enjoy our environment We are safe in our homes, community and at work We address the causes of climate change We reduce reoffending We are prepared for natural disasters We are safe and protected at work and on the roads. South Australia has a resilient, innovative, economy We develop and maintain a sustainable mix of industries across the state All South Australians have job opportunities Our young people have a future here We meet industry skill needs by training South Australians and supporting targeted migration We value and buy local products and services, supporting our home grown industries All native title determinations contribute to the cultural, economic, social and environmental wellbeing of South Australian communities South Australia has a sustainable population. We are active in looking after our health We make healthy choices in how we live We educate young people about healthy living We are physically active We assist people dealing with all forms of illness to live a satisfying life contributing to their community. We are connected to our communities We have a sense of place, identity, belonging and purpose People in our community support and care for each other, especially in time of need We value and support our volunteers and carers We advocate for and protect vulnerable people South Australia is an international leader in addressing climate change We reduce our greenhouse gas emissions We adapt to the long term physical changes that climate change presents We excel in research and development of innovations which achieve lower green house gas emissions. FACTBOX: We were grateful to other organisations for hosting special consultation processes which allowed us access to the ideas and expertise of specific communities. These included the Premier s Council for Women, the Disability Blueprint consultations and the Australian Institute of Architects. South Australia plans and delivers the right infrastructure South Australia s transport network enables efficient movement by industry and the community South Australia has reliable and sustainable energy sources South Australia has reliable and sustainable water resources We overcome distance by using digital technology teleworking, e-health and online learning.

5 Strong families help build communities We value and protect our water resources South Australians are the best at teaching and learning Families are the centre of learning life skills together we grow We spend quality time with our families We support families. South Australia is a leader in wastewater, irrigation, storm water and groundwater management Business and industry are highly efficient and innovative in their use of water We provide international leadership in managing the Murray Darling basin. We are the best educated in the nation South Australia is renowned as an educational leader Every member of the community can equally participate in learning opportunities We train, attract and retain a diverse workforce which attracts industry We have a zest for lifelong learning We have the skills to lead fulfilling lives. We think globally and act locally, implementing sustainable practices in our day-to-day lives South Australians are innovative and creative we action bold ideas. We reduce our reliance on cars in the metropolitan area, by walking, cycling and increasing our use of public transport Affordable, renewable energy powers our homes, transport and workplaces We collect and reuse water from our homes and neighbourhoods We aim for zero waste reducing consumption, recycling and reusing all we can We grow and eat our own healthy produce Our communities are vibrant places to live, work, play and visit. We are proud of South Australia and celebrate our diverse culture and people We are committed to our towns and cities being well designed, generating great experiences and a sense of belonging New developments are people friendly, with open spaces and parks connected by public transport and bikeways We are known world-wide as a great place to live and visit We are the Festival State; our festivals, cultural venues and events create a vibrant and energetic atmosphere generating excitement! Governments are transparent, inclusive and efficient Governments demonstrate strong leadership working with and for the community Timely and genuine consultation underpin the decision making process Being open with information enables effective participation by the community in decision-making Local and State government decision making timelines are efficient Governments (Federal, state and local) work together to achieve the best outcomes for local communities South Australia s Strategic Plan drives decision making. We innovate to overcome environmental and social challenges In South Australia we encourage entrepreneurship and enterprise in business Our research and development builds on our competitive strengths and addresses weaknesses Our intellectual property is used smartly to benefit our state South Australia is the test bed for innovative design and technology Our sciences create new knowledge, innovation and increase our understanding of the world We value and promote artistic vibrancy and excellence, and celebrate community expressions through art High quality services are available to all South Australians when we need them. Governments aim to maximise access to health and human services providing support regardless of where we live or of cultural background. We can access an excellent public system of education which is flexible and responsive to our needs We have accessible, connected and efficient public transport The government works to protect and support those who are most vulnerable in our community Government agencies share information with each other and work collaboratively to deliver services for us We participate in developing the services which we use Systems of service delivery are simple and clear information is available to users about their entitlements Public services are delivered in a way that maximises value for South Australians. Everyone has a place to call home Everyone can afford to rent or buy a home We reduce homelessness We support people to stay in their homes if they choose.

6 FACTBOX: What is South Australia s Strategic Plan? Launched in 2004, the Plan is a goad to action for all South Australians a Plan for communities, industry, individuals and government to work towards ensuring South Australia has the best future. The Plan covers a wide range of topics and is the major direction-setting policy document for the state. Action putting the Plan to work We are proposing that a range of action initiatives be rolled out to enable communities to help deliver the Plan in a very practical, hands-on way. This is about making sure the Plan can realise its full potential. The Board is recommending a range of initiatives to ensure that the Plan is for the whole state: community, business and government working together. These include: Engagement is business as usual. The update of the Plan has pioneered some of the most extensive community engagement activities ever undertaken in South Australia. It became clear to us that many communities want to become more involved in government decision making and there is a need to have consistent, flexible engagement processes put in place to support this. We re recommending the development of engagement principles and guidelines for use across all government agencies. New communication channels. We now have an active and supportive online community accessing our website and through Twitter, Facebook and YouTube. It is recommended that the interactive sections of be built upon and that government agencies expand and use online technologies to engage the public in decision making. Collaborative action projects. There are real opportunities for the wider public to get more involved in projects which work towards achieving the Plan s targets. We would like to explore ways in which communities can work in partnership with government, NGOs and businesses to identify the things they want to address and then work together to realise solutions under the auspices of the Plan. Keeping pace with priorities. We are recommending that the Board take on a new role monitoring community views between the four yearly update of the Plan. Connecting the community to the Plan. We re recommending that clearer connections are developed between the Plan and what s happening in government, in business, among our Alliance members and importantly in the community. To do this we are recommending a biennial action report written which showcases exemplar work being done to achieve the Plan s targets.