Christie Downs Urban Regeneration Project Control Group Terms of Reference (Strategic Planning Stage)

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Jemima Ramsey
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1 Christie Downs Urban Regeneration Project Control Group Terms of Reference (Strategic Planning Stage) April Background Urban regeneration at Christie Downs is consistent with both State and local strategic directions expressed in the South Australia s Strategic Plan, the Planning Strategy for Metropolitan Adelaide and the City of Onkaparinga Community Plan. The project will identify key stakeholders and partners, develop an agreed concept plan and implementation plan, and establish a Memorandum of Understanding between partners with agreed funding commitments. The concept plan may include renewal of the neighbourhood centre, mixed development around the rail station, land swaps, new increased density housing, improved use and quality of open space, improved inter-connection between bus and train public transport, creating a walking and cycling environment, better connectivity throughout the area including easier transition across Flaxmill Road and the rail line, and associated infrastructure works. The urban regeneration area is the suburb of Christie Downs, with particular focus in the immediate area around the rail station, community centre, shopping centre and adjoining Housing SA properties. The planning stage is envisaged to take up to two years and the implementation, depending on the final agreed scope of works and commitments from key stakeholders, another ten to fifteen years. 2. Purpose of the Project Control Group Provide a strategic approach to urban regeneration opportunities at Christie Downs. Oversee the development of a Community and Stakeholder Engagement Plan, Concept Plan, Community Development Plan, Infrastructure Plan and Implementation Plan for urban regeneration at Christie Downs. The Concept Plan is to form input to the preparation of a Development Plan Amendment for the relevant section of Christie Downs. Provide advice to government and other key stakeholders on the planning, promotion and implementation of the Christie Downs urban regeneration. 1 of 10

2 3. Term The Project Control Group will meet from April 2009 and will make its final report in May Key Associated Activities Key associated activities of the Project Control Group include: Provision of joint or contributory funding Selection of consultants for specific briefs Undertaking research associated with urban regeneration Undertaking promotion and engaging with key stakeholders and the local community Advice on planning and approvals processes associated with the development of the land. Advice on amendments to the City of Onkaparinga Development Plan and development approvals. Advice on briefs and other project matters. Advice on infrastructure, community and urban development relevant to Christie Downs, 5. Structure and Membership The Project Control Group is a project delivery and advisory group with no legal status. The Project Control Group members individually report to their respective organisations. The membership of the Project Control Group consists of representatives of: City of Onkaparinga (lead) Department of Families and Communities - Housing SA Department of Transport, Energy and Infrastructure Office of the Southern Suburbs The Project Control Group meets initially on a monthly basis, then as required. See Appendix 2: TOD/Urban regeneration governance structure, relationships and roles 2 of 10

3 6. Supporting Roles and Relationships The City of Onkaparinga will chair Project Control Group meetings and prepare agendas and minutes for meetings. The City of Onkaparinga will oversee the community engagement strategy in relation to the strategic planning phase of the urban regeneration. The City of Onkaparinga will perform the day-to-day project management in relation to any consultancies relating to the strategic planning for urban regeneration. The Department of Families and Communities will liaise with its tenant communities and provide advice on social housing upgrades, affordable, innovative housing opportunities, community development and opportunities associated with DFC properties. The Department of Transport, Energy and Infrastructure will provide advice on public transport and arterial road services and infrastructure, and opportunities associated with DTEI properties. The Office of Southern Suburbs will advise on and assist with the projects coordination with the State Government s social, economic and environmental priorities for the southern Adelaide metropolitan region. Appendices 1. Project Scope 2. Diagram of TOD/Urban regeneration governance structure, relationships and roles 3 of 10

4 APPENDIX 1 PM 2: Project Scope (revised April 2009) Project Name Christie Downs Urban Regeneration (Strategic Planning Stage) Project Description This is the first Urban Regeneration project outlined in the City of Onkaparinga Community Plan 2028: Strategy 1.6 and contributes to many other objectives within the Plan. This project relates to the strategic planning stage which will lead to the implementation stage. The project will identify key stakeholders and partners, develop an agreed concept plan and implementation plan, and establish an MOU/MOA between partners with agreed funding commitments. The concept plan may include renewal of the neighbourhood centre, mixed development around the rail station, land swaps, new increased density housing, improved use of open space, improved inter-connection between bus and train public transport, creating a walking and cycling environment, better connectivity throughout the area including easier transition across Flaxmill Road and the rail line, and associated infrastructure works. These are illustrative outcomes that will be explored through investigations and consultations culminating in the adoption of an urban regeneration concept plan. The urban regeneration area is the suburb of Christie Downs, with particular focus in the immediate area around the rail station, community centre, shopping centre and adjoining Housing SA properties. The planning stage is envisaged to take approximately two years and the implementation, depending on the final agreed scope of works and commitments from key stakeholders, another ten to fifteen years after that. Project Leader Jim Allen, Senior Strategic Policy Planner Reason for the Project Issues The area has experienced an ongoing loss of population over the last 15 years The shopping centre is not viable in the current circumstances There is poor connectivity between activities with arterial roads There is abundant open space; however, apart from the baseball facility, 4 of 10

5 much of it is poorly structured and its use appears to be limited The train station is isolated and difficult to access The disconnected structure of the area encourages anti-social and illegal behaviour Housing densities are very low for this type of area, including agglomerated Housing SA housing with long term tenants. 27% of housing in Christie Downs is public (542 homes, mostly semi-detached). Household size (2 persons) is 25% less than the City average and household incomes are 40% less. Opportunities There are large areas of mainly undeveloped open space owned by the City of Onkaparinga There are several large groups of dwellings owned entirely by Housing SA (HSA) The owners of the shopping centre (Neighbourhood Centre) are willing to be involved in the project (in a capacity to be determined) The two State Government agencies (HAS, DTEI) with major land holdings in the area are also supportive The State government (Department for Transport Energy and Infrastructure DTEI) intends to prepare the Noarlunga rail line for an electrified train service High frequency of train services stopping at Christie Downs with space to develop complementary activities and facilities nearby There are two primary schools within walking distance of the centre There are opportunities to turn uninviting or nondescript areas into attractive, lively, safer, better-used public spaces, with greater cycling and pedestrian connectivity to public transport and other facilities There are opportunities to improve recreation and healthy living There are opportunities to promote more intensive use of under-used land while improving amenity There are developers actively seeking opportunities for medium density development around the greater Noarlunga Centre area The current State and national funding climate is supportive for upgrade of transit facilities. Indicative Project Stages and Outcomes Phase 1: Project Definition and Endorsement Definition and key stakeholder engagement Community and stakeholder engagement strategy for Phase 2 Endorsement of scope, governance and other key elements Establish Project Control Group and draft PCG Terms of Reference May 2009 Phase 2: Concept Planning Establish Community Reference Group Constraints and opportunities analysis Develop Draft Concept Plan and Structure Plan and Preliminary 5 of 10

6 Community Development Plan Initiate Development Plan Amendment (SOI) Review Preliminary Draft Concept Plan and directions for Community development (all key stakeholders) Develop MOU/MOA between key agency stakeholders as a basis for funding commitments Develop community and stakeholder engagement strategy for Phase 3 December 2009 Phase 3: Project Development Further investigation and development of Concept Plan to Master Plan, Urban Design Guidelines, Community Development Plan, Implementation Plan, including funding and investment strategies, MOU/MOA between parties, ongoing governance arrangements, DPA authorised December 2010 Phase 4: Implementation Handover project to key stakeholders for implementation of relevant components Implementation 2011 onwards Costs and Revenues The costs for implementing urban regeneration can be significant commensurate with the community benefits involved. It will also yield efficiencies in aspects of urban management as well as opportunities for revenue generation. A cost/benefit sharing arrangement will be further investigated in the strategic planning process. Governance and Engagement A Project Control Group comprising representatives of Council, DFC, DTEI and OSS and a Community Reference Group will be established to provide advice in relation to project and community issues and to act as a sounding board during the planning process. Terms of reference will be developed for both groups. Engagement strategies will be adopted for the strategic planning phases of the project. The engagement process and structure will take into account relevant experience and lessons from participatory urban regeneration projects in other areas as well as the collective experience of the PCG key stakeholders and consultants. Relationships to Other Projects The project area affected is close to the Noarlunga TODs project area and there is opportunity to improve connectivity with the Regional Centre eg. along rail corridor. An internal reference group has been formed to assist in the coordination of TODs and Urban Regeneration projects. The draft Residential Infill and Desired Character DPA, approved by Council for agency consultation in 6 of 10

7 November 2008, establishes a Residential Infill Policy Area within an approximate 800m radius from the rail station. This will allow a medium density and walkable neighbourhood to develop in this area. The urban regeneration shares particular synergy with the development of the Noarlunga Regional Centre TOD, currently in its planning stage. There is scope for the City of Onkaparinga s Suburb Improvement Program to play a part in urban regeneration, and this will be explored during the Project Development Stage. The Community Connections project, which is addressing areas of social disadvantage including Christie Downs, will be a useful source of information. The project has an important relationship with the committed Noarlunga railway upgrade, re-sleepering and electrification, particularly in terms of the integration of this work with potential additional rail corridor initiatives like station upgrades and TOD-style development. The State Government s development of a 30-year plan for Greater Adelaide and consequential changes to the Planning Strategy may also affect the potential outcomes of the project. Attachment 1. List of stakeholders 7 of 10

8 List of Stakeholders Planning, land and infrastructure (PLI) Council Dept Families and Communities (DFC) Significant land owner (reserves). Planning policy and development assessment responsibility. Leadership and project initiation/coordination for urban regeneration initiatives as per Community Plan 2028 Action 1.6. Many Housing SA homes and tenants in the immediate area. Community development programs in the area (some undertaken through Council). Also plays a role in stimulating affordable housing initiatives Dept Transport, Energy and Infrastructure (DTEI) Dept Planning and Local Government Office of Southern Suburbs (OSS) Chapley Bros Pty Ltd Metropolitan Fire Service (MFS) Telstra Elected representatives (ER) Councillors and Mayor Hon John Hill and Office for Southern Suburbs Amanda Rishworth MP Gay Thompson MP Leon Bignall MP Chloe Fox MP Michael Pengilly MP Service providers (SP) Community Centre management and Board DTEI Public transport system, arterial road infrastructure and land OSS - coordination with the State Government s social, economic and environmental priorities for the southern Adelaide metropolitan region. DPLG - review of the Planning Strategy and support for urban regeneration projects. Owners of shopping centre Fire Station facility Exchange facility Provide local advice and leadership to/through Council Provide local advice and leadership to/through State government Provide local advice and leadership to/through Federal government Provide local advice and leadership to/through State government (particular involvement and interest in Community Centre) Provide local advice and leadership to/through State government Provide local advice and leadership to/through State government Opposition spokesperson for Southern Suburbs (election within 12 months) Provision of health and community development programs Bus and train services 8 of 10

9 SouthLink Southern Adelaide Health Service Southern Junction Aged Care Housing Inc. SAPOL DECS Stepping Stone Child Care Centre Porlis Pugli Christie Downs Kindergarten Shop owners and medical centre Southern Districts Baseball Club Residents (RES) Surrounding residents and owners Housing SA residents Youth (Y) Mission Australia Onkaparinga Youth Committee Other Community (C) Community Reference Group Kaurna Heritage Board Neighbourhood Watch Southern Adelaide Region Transport Advisory Group Users of Community Centre Provision of bus services Health services Housing and community services Housing services Policing services Christie Downs and Lonsdale Primary Schools; Christie Downs High School Child care provider Kindergarten services Lessees in shopping centre Sporting club leasing Council reserve land Live or own residential property in the area Live in the area and lease housing from Housing SA Interests of young people living in and/or using the area Interests of young people living in and/or using the area Various Indigenous traditional ownership, cultural heritage and other Crime prevention Transport services Services offered by community centre 9 of 10

10 APPENDIX 2 TOD/Urban Regeneration governance structure, relationships and roles Multi agency Strategic planning stage March 2009 Decisions on key elements and stages that imply significant community outcomes and resources Elected Authority Council Ministers/Cabinet Elected Representatives Local MPs Ward EMs Advocate for local interest/s Decisions on key elements and stages that imply significant organisational resource outcomes Organisational Authority Agencies Council Management/endorsement of project elements and stages consultants, budgets, timeframes Reporting Progression of key stakeholder objectives Organisational Project Reference Groups* Collectively provide advice on significant elements and stages Project Control Group Lead entity, Project Manager Key institutional stakeholders Community Reference Group (Residents and significant public and private stakeholders) Collectively provide advice on significant elements and stages Individual Staff Consultant/s Contribute expertise Provide expertise on contractual basis Individual residents Residents (Housing SA) Other local stakeholders Formal link Informal link Provision of ideas and advice Advocacy of specific interests 10 of 10

NSW DEPARTMENT OF EDUCATION AND COMMUNITIES

NSW DEPARTMENT OF EDUCATION AND COMMUNITIES Position Description POSITION DETAILS Position Title: Reports to: Manager, Asset Management Unit (Various locations) Manager, Delivery Date: April 2010 PRIMARY