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Implementation plans
> Activity centres > Actions
> Action 1
Action 1
Plan for growth and change in our activity centres
Undertake a strategic review of activity
centres
Lead agent: local government in partnership with DOI
In the short to medium term, councils will be required to review
each of their activity centres and its direction for growth and
change. Although many councils already have existing activity centre/retail
policies in their planning schemes, the review will ensure that
strategic objectives at local level are consistent with the key
directions and policies in Melbourne 2030.
This exercise will also help councils identify priorities in planning
for their activity centres and will form the basis of a longer term
strategic planning work program.
Some councils may not have been through this process for their
lower order centres, so the process includes identifying Neighbourhood
Activity Centres. The identification by councils and their communities
of Neighbourhood Activity Centres, using the criteria in Melbourne
2030, will provide clarity about future expectations for the
development of these centres.
If necessary, working groups may be established to scope and implement
this process at subregional level. The groups could comprise representatives
from local government, DOI and other stakeholders.
Following this, councils should prepare a planning scheme amendment
which articulates in general terms the direction for change for
each centre. The amendment may also specify future implementation
measures such as structure planning.
Undertake structure planning
Lead agent: local government in partnership with DOI
Melbourne 2030 reinforces the importance of structure plans
for activity centres and supports their preparation. Councils will
be encouraged to take the lead in developing structure plans for
all their activity centres.
Structure plans are a valuable tool in future planning and in shaping
activity centres, and form the basis for a cohesive place management
approach. They should:
- set the strategic framework for the use and development of land
in and around the centre, and give clear direction to investors
about preferred locations for investment
- support the role and function of the centre given its classification,
the policies for housing intensification,
and development of the public transport network
- show the scale and direction of development that will be needed
to reflect the needs of the community, now and in the future
- reflect Melbourne 2030’s performance criteria.
It is acknowledged that the structure planning process takes time
and can be resource-intensive. Many councils have successfully undertaken
structure planning for areas within their municipality, including
activity centres. All councils will be encouraged to develop a five-year
program of structure planning, giving priority to Principal and
Major Activity Centres that have good public transport access and
will be essential to the development of the PPTN. Apart from any
structure planning associated with demonstration projects at the
selected Transit City locations (see Action 4), the Government will
give priority to Sunshine, Knox City/Towerpoint, Cranbourne, Doncaster
and Narre Warren/Fountain Gate.
DOI will develop guidance notes for local government on structure
planning based on the information in ‘Scope of structure plans’.
Scope of structure plans
Structure plans for activity centres should:
- assess the role and function of the activity centre and
the scope for change, renewal and diversification
- identify the boundaries of the centre, or where necessary,
redefine them to provide for new and expanded activity
- cover the form of development, land use, higher-density
housing, roads and public transport, services and community
infrastructure
- identify opportunities for a range of housing, office,
large format retailing and entertainment uses – particularly
in mixed-use developments
- identify opportunities for expansion, improvement or redevelopment
in land uses and business mix
- consider the existing provision of and opportunities for
large development sites, particularly for retail, commercial,
higher-density housing and hospital or tertiary education
facilities requiring a large land area – where site
assembly is required, the plan should indicate what action
the council or other stakeholders will take to facilitate
the process
- address the interface with the surrounding area (for example,
abutting residential development)
- establish design parameters for the centre
- evaluate existing accessibility, traffic arrangements,
controls and car-parking demand, the availability of public
transport, and the changes required to improve the transport
infrastructure, particularly public transport services,
walking and cycling
- address needs for non-motorised travel including access
by walking and cycling, facilities within the centre for
cyclists, and the internal circulation of pedestrians and
cyclists
- identify the means of providing future physical infrastructure
and community facilities
- provide for marketing and centre management.
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Provide for growth and change
The structure planning process should include recognition of opportunities
for growth and change in centres.
Precincts should be identified, to help with future planning of
activity centres and their relationship with the surrounding area.
Typical precincts may include the core retail precinct, land for
large-format uses, areas for higher-density housing and potential
locations for expansion of the centre.
Defining the boundaries of activity centres will assist their planning
as integrated mixed-use centres, and will guard against tendencies
like elongated development along main roads and away from the retail
core or railway station. This gives clear direction to the market
and the community about proposed future development.
Promote urban design
The structure planning process should aim to improve standards of
urban design. Place-specific guidelines can help with planning permit
applications and land-use changes, such as streetscape works.
DOI’s urban design principles (see ‘Design Principles
for Activity Centres’) should be applied in the structure planning
process, when developing urban design frameworks for activity centres,
and in assessing planning permit applications.
DOI has developed draft urban design guidelines for activity centres
by applying these design principles to common development scenarios
(see Appendix 3). The draft guidelines will form the basis of discussions
with local government, developers and the community before being
finalised in the form of an urban design Practice Note. If there
is no structure plan for an activity centre, local government may
use the guidelines as an interim measure in assessing development
applications.
DOI will continue to provide leadership in sustainable urban design
and integrated place management through:
- awards, advice and training programs, including existing programs
such as Pride of Place
- its own projects, such as the Yarra Plan
- continued work on urban design guidelines that provide practical
advice to local government, developers and the community.
Design principles for activity centres*
- improve community safety by promoting surveillance of
public space, ‘active’ ground floors facing public
spaces, and clearly identifying public and private space
- encourage development that supports convenient pedestrian
access and amenity
- offer compatible land uses that are mixed to promote vitality
and variety
- develop centres that are open, accessible and welcoming
to all, and that are integrated with the surrounding area
- promote a focus on public transport, with developments
demonstrating ease of access and community safety.
* based on Melbourne 2030’s principles for the
development
of urban design guidelines.
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Implement structure plans
Once prepared, structure plans should be integrated into the planning
scheme through inclusion in a council’s Municipal Strategic
Statement, as a local planning policy and/or by translation into
zone and overlay provisions.
The Government will also encourage councils and other stakeholders
to implement structure plans and provide for growth and change in
activity centres by taking advantage of land assembly opportunities,
pursuing economic development initiatives, and seeking funding for
studies that might solve specific local issues or for on-ground
works.
Funding program
DOI will administer a structure planning funding program, with priority
given to Principal and Major Activity Centres. Councils whose policies
complement the directions of Melbourne 2030 will receive
priority.
Plan for Central Melbourne
Lead agent: DOI, local government authorities and other stakeholders
Policies for Central Melbourne must be revisited, taking an integrated
approach that involves the full range of stakeholders. We must find
ways to strengthen the capital city functions of Central Melbourne,
with a focus on strategic locations of State significance such as
the CAD, Station Pier and Fishermans Bend.
DOI will lead this project by reactivating partnerships with the
area’s local governments, including Melbourne City Council,
and with business organisations. Broad-based policies will be reviewed,
and an action plan produced, to build up Melbourne’s attractiveness
to all major sectors and its role as a regional hub for globally
competitive business and tourism.
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