REGIONS CAN MAKE THEIR OWN LUCK

Transcription

1 Department of Infrastructure REGIONS CAN MAKE THEIR OWN LUCK Gary White, Chief Planner & Strategic Advisor MacroPlan Dimasi

2 Victoria is a State responding to high-level international and national economic drivers. There will be different parts of the State, Regions and their respective Regional Centres which will be able to undertake different roles. The coming together and how they compliment each other and Melbourne will contribute to Victoria s international and national opportunities.

3 OVERVIEW A Futures Plans is based on a region - understanding it s opportunities can help a region make it s own luck. Need to demonstrate a practical and plausible response to Victoria s growth management needs. The regional frameworks - focus on outcomes. Key elements of the futures plans. Developing plans. Relationship, Strategies and Plans. Prosperity-led plans. 3

4 A PRACTICAL RESPONSE TO VICTORIA S GROWTH NEEDS Often many initiatives and planning commentary for regions and centres - but no overarching plan which can align and harness the strengths of partnerships. There is a need to manage in Victoria s growth opportunities relevant to the region. Extend the focus of growth beyond Melbourne into the regions. Many of Victoria s regional centres are ready for growth. The challenge is to demonstrate this case for a particular region. 4

5 REGIONAL CITIES MODEL FRAMEWORK D MILDURA Regional Typologies Type A Super-Regional Capital City Type B Independent-Connected Regional City Type C Intra-Connected Regional City Type D Remote Independent Regional City B HORSHAM A GREATER BENDIGO B GREATER SHEPPARTON B A WANGARATTA WODONGA B WARRNAMBOOL A BALLARAT A GREATER GEELONG METROPOLITAN MELBOURNE C LATROBE

6 Regulatory Framework COAG criteria, National Green Infrastructure, Social Economic Fabric Metropolitan, Regional Urban Structure Landscape & Typography Public Realm, Urban Grain Streetscape, Height, Massing Density & Mix Stat. Planning Access to Project Capital Project Partnership/s Funding State Funding Support / Access to domestic funding Public Value for Money Investment, Access to Global Capital Investment Framework Line of Sight STRATEGIC FRAMEWORK FOR REGIONAL CITIES 1. National National Policies & Plans COAG Objectives and criteria for Capital Cities National Urban Policy Our Cities Our Future Australian Urban Design Protocol 2. State / Regional State Planning Policy Regional / Metropolitan Settlement Strategies Regional City Growth & Infrastructure Plan 3. Regional City Regional / Local Planning & Economic Policy Regional City Growth Strategy Economic Development Strategy Local Area Planning Frameworks 4. Local Project Site, Street, Neighbourhood, District Street Scale Planning & Infrastructure Site Planning / Feasibility

7 MANDATE FOR A SUCCESSFUL REGIONAL CITIES AND RESPONSE Strategic evidence based futures plans should be a key focus for regions and regional cities. Victoria has a positive line of sight between the State and Regions (strong commentary). Move away for just winging opportunities to one of creating and orchestrating outcomes aligned to a particular region s strengths. Such a mandate provides an opportunity for regions to examine how they can build on these strengths and map out a path that will lead to an even better future. Demonstrate an understanding to future partners, other levels of governments that knows what it s about and how it intends charting the way forward. Remember these are a strategic planning framework, you won t get something 100% correct however by engaging you may be 70% better off than not doing anything. 7

8 CONTEXTUALISATION (LINE OF SIGHT)

9 The Futures Plan can leave a mandate for action within existing frameworks and capabilities. Much will already be done, but not as part of an ongoing frameworks. Provides a response to the Victorian Regionalisation Strategies. Provides a stronger mandate for other regional and local plans (e.g. community plans, local planning schemes, economic plans, agricultural plans, etc ). Creating common threads and logic. 9

10 STRATEGIC MODEL 1. Where are we now? 2. Where are we going? 3. Where do we want to be? 4. How do we get there? Descriptive Information (evidence) Community Values Trend Information Probable Scenario Possible/Preferred Scenarios Vision Goals Strategies Actions Action Agendas & Priorities 10

11 OUTCOME FOCUSED A futures plan: Provides an overarching vision for the future direction of regional centre and the surrounding regions and local government areas. Identifies and outlines strategies and actions for to promote growth and positive change. Provides a basis for identifying a prioritising government funded projects for a region, and gives direction to prospective community building partners. Presents the region with a creditable advocacy platform which can be aimed at non performing partners. Considers and identifies a range of influences that can directly affect prospects for early realisation of economic growth within a region. i.e. what might be a catalyst project or turbo charges. Ensures regions and their centres are well positioned to achieve growth aspirations and harness economic and development opportunities acknowledged and identified in the process. 11

12 KEY ELEMENTS OF A PLAN Vision Statement: Descriptive and narrative based. Recognises spheres of influence of the particular city or region. Inspiring and identifies long term aspirations and sequencing plan. Avoids planning and technical jargon. Not a generic response is truly this regions vision and characteristics. Based on creditable local evidence, data, information, history and context. I was involved in a Queensland City word cloud that came out of targeted consultation. 12

13 KEY ELEMENTS OF A PLAN Strategies: Strategies developed for achieving the multiple elements of the vision identified and unique to the region. Whilst the focus is on economic prosperity it will also address liveability and sustainability issues. Strategies can be grouped under themes such as: - Infrastructure and services - Business and innovation - People - Lifestyle - Image and marketing - Leadership and decision making These themes will connect a vision (high-level commentary) into tangible and relevant delivery platforms under each theme heading 13

14 NOTION OF PARTNERSHIPS Identify key partners across governments, private enterprise and community groups. Identify roles that key partners can plan in the materialisation of the Futures Plan. Harness a combined focus of energy around plan materialisation. Trigger an appreciation of what partners might be able to do for you. Generate multiple ownerships and information sharing. 14

15 FUTURE PLANS 2030 Action plan sequencing Goals, strategies, actions action agendas & priorities text text text text text text text text text text text text text text text text text text text text text text text text THEME 1 THEME 2 THEME 3 THEME 4 THEME 5 THEME 6 VISION STATEMENT 15

16 KEY ELEMENTS OF A PLAN Actions: Actions will be developed to deliver on the goals, under the selected theme headings. Turbochargers or catalyst actions can be identified as priority areas for attention. These might programs, key infrastructure projects, specific developments or even special designations in a planning scheme. Turbochargers have synergies with a number of other actions or multiple themes and are most likely to materialise and give rise to future growth and prosperity in the region. Implementation of some of the Turbochargers or programs may already be underway and there will be a need for the Futures Plan to capitalise on these. 16

17 REGIONAL CITIES DIAGNOSTICS TOOL Clear Global / National & Regional Line of Sight Regional City Focus Clear Regional / Regional City (Policy/Investment Framework) Line of Sight Regulatory Framework Investment Framework 1. Global / National Priorities 2. State / Regional Themes & Priorities 3. Future role of Regional Cities 4. Regional City Typology (Map) 5. Region-Wide Action / Priority 6. Regional City Action / Priority 7. Specific Policy / Regulatory Action 8. Specific Investment Attraction / Action Themes Theme 1 Theme 2 Activity Type Activity Type Regional City 1 Regional City 2 Natural Systems (i.e. Natural resources, energy, gas, water, land quality) City Type, Size, Activity, Economic Systems Action 1 Action 2 Action 1 Action 2 Theme 3 Etc Activity Type Activity Type Regional City 3 Regional City 4 Regionally Significant Infrastructure (i.e. Rail / Road / Pipeline/Port) City Building Infrastructure & Systems (Hard) Action 3 Action 4 Action 3 Action 4 Activity Type Etc Regional City 5 Regionally significant Economic Driver (i.e. Sectors & Industries Regionally Significant Investments (i.e. Capital / Labour / Skills / Technology City Building Infrastructure & Systems (Soft) City Building Leadership, Governance Systems Action 5 Action 6 Action 5 Action 6 Etc 17

18 INFRASTRUCTURE AND SERVICES Townsville Futures Plan July

19 BUSINESS AND INNOVATION Townsville Futures Plan July

20 MAKING MY OWN LUCK 20

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23 DEVELOPING THE PLAN - THE TASKFORCE A Taskforce can be appointed to oversee the preparation of the plan and guide it evolution. Members should be represented to a range of stakeholders, consisting of leaders form local government, regional development bodies and business groups, education and Defence. Knowledgeable, with good decision making capabilities and with influence an understanding of relevant regional issues. The public will be consulted to ensure that the recommendations of the Taskforce reflect the aspirations and values of the broader community. Different levels of consultation will need to be considered usually in the light of not creating consultation fatigue. The state or local governments are usually best positioned to provide dedicated support staff (i.e. project management). Logical coordination point and driver. 23

24 DEVELOPING THE PLAN GIVING VALUE TO EXISTING WORK Various organisations in the region will already be working on a range of existing planning initiatives and analysis from diverse stakeholders. This should be acknowledged. The work already undertaken is likely to produce a wide breadth of information which can be consolidated and built on to provide a strategic focus for a regional centre and the surrounding region. The Taskforce can help consolidate these efforts into a shared vision, strategies and actions that build on the region s strengths. Developing a plan need not be expensive as so much of the work is likely to have already been undertaken (just in a desperate and uncoordinated manner). 24

25 OTHER INPUT CAN BE VARIED BUT INCLUDE Futures challenge on-line jam session, interactive collaborative way of enabling stakeholders to discuss ideas and directions for a centre and region s future. Economic discussion paper - consultants prepared a discussion paper outlining the economic opportunities and challenges facing the region. (Line of site - Global National State Region). Partnerships Many partners including councils, state departments, economic groups, private enterprise will already have undertaken work which provides valuable background information and knowledge. Common response we ve done all this work, we don t need to do it again WRONG! Most regions have done lots of planning but uncoordinated, different parties, different focuses. Need to bring together in a simple and logical framework. 25

26 DEVELOPING THE PLAN BABY STEPS Several documents can be produced or used in the lead up to the draft Futures Plan: Priority sectors: Turbo chargers and action plans (various sources and discussion papers). Emerging vision statement. Draft Futures Plan issues. Other planning frameworks and documents. 26

27 RELATIONSHIP TO OTHER STRATEGIES AND PLANS The FP is an over-arching plan for a regional centre or regional that adds substance to the existing planning framework. Gives clarity and focus around tangible and sequenced actions / programs. Pre-eminent regional strategy document for state and local governments in a region. Provides a means of aligning national, state, local and private priorities (adds weight). Delivered through a range of tools such as: Regional plans Local government planning schemes Economic strategies Community plans Infrastructure plans Private enterprise corporate plans 27

28 CO-ORDINATING PLANNING FRAMEWORKS VISION Stakeholder OUTCOME VISION CREATED BY CONSULTATION FUTURE Achievement of a shared vision All Stakeholders worked to achieve common outcome Vision created through extensive public consultation. Stakeholders work together on shared outcome. Each aware of their role & contribution requirements for vision. Structures are in place to assist achievement of vision. 28

29 IMPLEMENTATION AND MONITORING A futures plan: Is an overarching plan intended to provide a high level state and local government and private enterprise framework to guide strategic and operational frameworks. Is a plan that recognises comparative advantages and strengths that the region may have. Is a tool which guides private sector investment and decision making around business decisions. Is a feel of Victoria s regionalisation strategy and notion of successful regions be enduring. Would have a planning horizon of 15 years, and performance reviews every 2-4 years of recommended appropriate macro indicators. 29

30 CONCLUSION Shows you know your: Region Issues Needs 30

31 Thank you Gary White Chief Planner & Strategic Advisor