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Hyperledger | Blockchain SIG | Blockchain TED Videos | IBM Blockchain for Diamond Ind | RUBAC Video | RUBAC Projects | Disclaimer | Copyright Home | Review Minutes | A: Our Inner West 2036 | B: Community Strategic Plan | C: Vision Statement | D: 5 Stratgic Directions | E: Key Community Challenges INNER WEST COUNCIL "COMMUNITY STRATEGIC PLAN [CSP] 2036" Responding to the Climate Emergency - Climate Change Mitigation - August 2019 05 Nov 2019 Submission to assust with ICT "Perpetual Monitoring and Review Process" INDEX - D: STRATEGIC DIRECTIONS Each direction describes where we want to be in 2036. D1 Strategic direction 1: An ecologically sustainable Inner West D2 Strategic direction 2: Unique, liveable, networked neighbourhoods D3 Strategic direction 3: Creative communities and a strong economy D4 Strategic direction 4: Caring, happy, healthy communities D5 Strategic direction 5: Progressive local leadership D2 STRATEGIC DIRECTION 2: UNIQUE, LIVEABLE, NETWORKED NEIGHBOURHOODS D2 Strategic direction 2: Unique, liveable, networked neighbourhoods - PDF File Inner West is the most liveable place in Greater Sydney. Most services and needs can be accessed within 15 minutes. Moving around our network of neighbourhoods is cool, quick, convenient and enjoyable. Each of our neighbourhoods has a unique inner city urban vibe. Our heritage and culture – a mix of old and new – is visible and valued. Inner West is affordable for all. People connect through ideas, technology, transport and the places they call home – enjoying a diversity of people, places, housing and experiences. "I feel like the future is promising because of the set up within Inner West with pre-schools, after-school care, up to high schools all learning to be creative. I hope they don’t pull down the warehouses as they could make good learning places. Have community spaces in those warehouses where local artists can use them" Euphemia Bostock Bundjalung-Muajali woman Founding member of Boomalli Aboriginal Arts Co-operative Inner West Council 2018 Senior Citizen of the Year Outcomes Strategies Indicators Target Benchmark or trend (2017) 2.1 Development 1. Pursue integrated planning & urban Community > 2.83 is designed design across public and private satisfaction for spaces to suit community and with managing sustainability local environment needs development in and 2. Identify and pursue innovative and the area makes life creative solutions to complex urban better planning and transport issues Community = 2.97 3. Improve the quality, and investigate satisfaction with better access and use of existing long-term planning community assets for Council area 4. Develop planning controls that protect and support a sustainable environment and contribute to a Community > 3.23 zaro emissions and zero waste satisfaction with community protection of heritage buildings and items 2.2 The unique 1. Provide clear and consistent planning character and frameworks and processes that heritage of respect heritage and the distinct Community > 3.67 neighbourhoods characters of urban villages satisfaction with is retained and 2. Manage change with respect for maintenance and enhanced place, community history and cleaning of town heritage centres 2.3 Public spaces 1. Plan and deliver public spaces are high-quality, that fulfil and support diverse welcoming and community needs and life Satisfaction with > 3.68 enjoyable 2. Ensure private spaces and safety of public places, developments contribute positively spaces seamlessly to their surrounding public spaces connected 3. Advocate for and develop planning with their controls that retain and protect Measurement of > 11.5 m2 per surroundings existing public and open spaces open space per person capita 2.4 Everyone has a 1. Ensure the expansion of social, roof over their community and affordable housing, head and a distributed across Inner West, Satisfaction with the > 2.95 suitable place facilitated through proactive protection of low-rise to call home policies residential areas 2. Encourage diversity of housing type, tenure and price in new developments 3. Assist people who are homeless Satisfaction with > 3.79 or sleeping rough access to public 2.5 transport Public transport 1. Advocate for improved public is reliable, transport services to, through People who travel > 38.2% accessible, and around Inner West to work by public (ABS 2016) connected 2. Advocate for, and provide, transport and enjoyable transport infrastructure that Satisfaction with > 3.00 aligns to population growth cycleways 2.6 People are 1. Deliver integrated networks and Satisfaction with > 3.08 walking, infrastructure for transport and maintaining footpaths cycling and active travel moving 2. Pursue innovation in planning and Community > 2.74 around Inner providing new transport options satisfaction with West with 3. Ensure transport infrastructure is management of ease safe, connected and well maintained parking Our Inner West 2036 I Other Inner West Council Documents that are part of the CSP2036 a Strategies b Plans c Statements r Research References a Strategies Is1 Resourcing Strategy [ReS] 2018-2028 Adopted Jun 2018- PDF File Is2 Climate + Renewables Strategy [CRS] - draft On-line Is3 Employment and Retail Lands Strategy [EaRLS] - PDF File Is4 Housing Strategy [HS] - PDF File Is5 Integrated Transport Strategy [ITS] Adopted 03 Mar 2020 - PDF File Is6 Asset Management Strategy [AMS]2018-28 Adopted Jun 2018 - PDF File Is7 Workforce Management Strategy [WMS] 2018-22 Adopted Jun 2018 - PDF File Is8 Information and Communication Technology [ICT] Strategy 2018-2022 Adopted Jun 2018 - PDF File b Plans Ip1 Community Strategic Plan [CSP] 2036 Endorsed Jun 2019 - On-line Ip2 Economic Strategic Development Plan [EDSP] draft - On-line Ip3 Long Term Financial Plan 2019-2029 Adopted Jun 2019 - PDF File c Statements It1 Local Planning Statement [LPS] r References R6 2019-01-19 Adelaide Advertiser: Compensation paid to Slave Owners 1835 - 2015 (180 yrs) R5 2003-2014 Value of Volunteers to Australian State Economies R4 2014-11-07 IBM "Blockchain" solution for the Diamond Industry Video R3 1997 Lessons from a Dozen Years of Group Support Systems Research - 4,000 IBM projects R2 Sir Evelyn de Rothschild - Director De Beers 1977-1994 & IBM UK 1972-1995 R1 1987-04-23 RUBAC Automatic eProcess Synchronisation Video
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