Reboot Session 4 - Planning

Reboot Session 4

Transforming planning policy into places and

spaces

George Inglis

Executive Officer South Australian Division &

Strategic Communications

Planning Institute Australia

Kishan Sidhu

Business Development, Lysaght

Negotiating the outcome from the vision:

A case study of the Two Wells expansion project

Stuart Moseley

Principal, Fyfe Group

Gary Mavrinac

District Council of Mallala

NEGOTIATING THE OUTCOME FROM THE VISION

A Case Study of Growth Planning at Two Wells

Outline

Lessons from the PIA Award-winning (!) Two Wells Growth Planning Framework:

• Aspiration and Partnership (Gary)

• Vision – Who and How (Gary)

• Negotiating Outcome from Vision – Processes and Tools (Stuart)

• Key Issues and Innovations (Stuart)

• Learnings – Keys to Success (Gary)

But first some background …

• Six year process

• 7,400-9,700 people over 20-30 years

• Realised through planning framework based on collaboration between Council, developer and community.

Meeting the challenges

• In a field often fraught by conflict, Two Wells is: - community supported - collaborative - financially sustainable

• Why is growth planning at Two Wells different? - taking a long-term view - attributing benefits & costs of development - sustainable investment by Council

Negotiating the outcome from the vision …

Origins of the Vision: Aspiration

• 2003: Council identified that growth could SOLVE community problems.

• Research substantiating the opportunities: - Housing Study, 2003 - Development Plan Review, 2004 - Population Planning and Infrastructure Study, 2005 - Service Level and Performance Review, 2007

• Statement of Intent approved: 2007

Origins of the Vision: Aspiration

• By 2007, Council had initiated the process for growth with support from its community.

• But a Statement of Intent is not a vision – its not even the vehicle for a vision!

• In late 2009 the Hickinbotham Group acquired an interest in all the growth area land, and approached Council seeking a partnership.

Distilling the Vision: Partnership

• Defining the partnership:

- Heads of Agreement (Norman Waterhouse, 2010): broad governance framework

- Scoping Paper (Connor Holmes, 2011): specific actions, responsibilities and timing to give effect to the HoA

• Next step: articulating the vision through design and placemaking

Design Framework (KBR, 2008)

A design vision for the historic town heart: • enhancing special

“main street” character

• unlocking development

• fostering community

• Supporting growth without creating a “second centre” Partnership: jointly funded by Council and DPTI

Placemaking (Village Well, 2011)

A vision for what the community values:

• engaged community, stakeholders and Council

• options to‘integrate’ the new and the old

• place essence, vision principles, concept plans

Partnership: funded by Hickinbotham Group

That’s the Vision – what’s next?

Key influences:

• supportive Council and community

• a clear and robust vision

• a strong development partner

• Key issues to address:

- infrastructure and services to support growth

- unlocking the town centre (avoiding “second centre”)

- financial sustainability (for Council and developer)

- technical and statutory planning issues

Need to go well beyond the statutory process

Delivering Outcome from Vision: the roadmap

• putting the pieces together

• processes, tools and links

Key issues and Innovations

What’s different about Two Wells?

• Three of the key tools in the roadmap:

- Financial Sustainability Modelling

- Infrastructure Deeds (process and content)

- DPA (process for preparation)

• The way the pieces are put together

Key inter-relationships

Finance Model

Deeds

DPA

Financial Model

Using the Comrie/Deloitte model:

• “Open book” and open mind on both sides

• Long term view

• Beyond operating statement/cash flow

• Sensitivity analysis

• A negotiating tool (not a pass/fail test)

• Outcomes used to finalise Development Deed

• Accounting vs Economic perspectives

Financial Model

Informed key issues for negotiation:

• Developer-funded assets and future implications - depreciation

• Extent of contributions from both Council and developer

• Future operating costs for Council

• Rates growth for Council

• Implications for Councils 10 year LTFP

Infrastructure Deeds

• Two Deeds to guarantee provision of external infrastructure:

- Council (flood management, community fund, walking trail)

- DPTI (road network)

• Define what is needed, when (trigger points), by whom and who pays.

• The first of their kind at the time.

What’s Different about the Deeds?

• Informed by “open book” financial sustainability model.

• Council has “skin in the game”: - capital contribution to identified infrastructure - co-contribution to community fund

• DPTI has “skin in the game”: - rectify existing deficiencies - accommodate demand from other sources

• Single developer allows simplified administration (cf Mt Barker or Playford).

What’s different about the DPA?

Process innovations:

• “proponent’s consultant prepares, Council reviews” approach

• simpler and more efficient than “proponent pays, Council’s consultant prepares”

• Value independent external reviewer for Council

• lodgement for authorisation tied to execution of Deeds

What’s different: the way the pieces fit together to enable the outcome to be negotiated from the vision

So what can we learn?

At a time when growth management seems so fraught, Two Wells is a standout success because:

• initiative for growth driven by Council

• growth embraced and supported by the local community

• a clear framework/roadmap and a clear vision

• a broad-based process (well beyond a DPA)

• planning jointly undertaken (and jointly resourced) by Council and the developer

So what can we learn? Keys to success (cont.):

• financial sustainability impacts for Council evaluated using an innovative new financial modelling tool

• Council willingness to put “skin in the game” to reach agreement on joint contributions

• Infrastructure Deeds to guarantee servicing

• With tripartite financial contributions

Overriding key to success: joint commitment to a quality process and an effective partnership – negotiating in good faith with a shared commitment to the vision.

The role of DA in making places

Chris Branford

Director, Branford Planning and Design

Transforming Planning Policy into Places and Spaces The Role of DA in Making Places PIA – May 2014

The Role of DA in Placemaking

• A robust framework

• Has responded to community needs and challenges over the last 178 years

“The instructions Light had from the Colonization Commissioners were much more offhand about the city plan than their advice about location and siting:

You will make the streets of ample width, and arrange them with reference to the convenience of the inhabitants, and the beauty and salubrity of the town; and you will make the necessary reserves for squares, public works and quays.

They did, however, suggest he acquaint himself ‘with the circumstances which have determined the sites of new towns in the United State of America, in Canada etc., and more especially in the Australian colonies”.

Excerpt: ‘With Concise Purpose’ – A History of Town Planning in South Australia

Author: Hutchings & Bunker

Seeing the Light (not over burdened with layers of bureaucracy)


Development assessment can be problematic without the right policy framework and “culture”.

Development Plans do not in themselves guarantee good outcomes:

• Provide a “base case”

• A platform for interpretation

• Often wordy, voluminous, repetitive, repetitive……

They should be clear, succinct, consistent and foster innovation.

5000 Shades of Grey – nothing is “black and white”


MFP (The Levels) Zone – ML DAC

Ministerial Rezoning - drafted Policy Areas, not Zones

Minimum complying and non-complying uses that

facilitated “mixed use”

Underpinned by non-statutory framework

• Encumbrances

• Design guidelines

• COS Urban Design Panel

Master Plans (Town Centre, Mawson Central,

University SA, Technology Park)

Project Commitment Deed

Mawson Lakes Case Study


A shared Vision

Partnerships, project governance and leadership (culture)

Project Commitment Deed

• Delfin Lend Lease

• State Government

• University of SA

• City of Salisbury

Flexible and responsive Planning framework

Mawson Lakes Case Study


Mawson Central

• Approx. 2,400 Dwellings: Over 1,100 apartments

• Density: 30 - >110 dwellings per hectare net

• Current commercial floor space: 24,500m2 (approx. 19,000m2 office; 5,500m2 retail)

• 9,000m2 Stage 1 town centre (Stage 2 approx. 13,000m2)

• New jobs: 110 new businesses opened since 2003

Fostering Innovation – flexibility, not prescription


Mawson Lakes School

• A school without fences

• Dry Creek Linear Park

• Shared open space

• Shared car parking with mixed use precinct



Delfin Warehouse (2000)

• Broke every Planning rule!

• 14 x 17 (238m2) and 9 x 17 (153m2)

• Zero setbacks

• Plot Ratio / Site Coverage

• Private O.S.

• Corner truncation

• Not a conventional house!

• Over 75 delivered across Mawson in 4 years



Studio 51 (2006)

• Broke every Planning rule!

• 5.1 x 25 (127.5m2)

• Zero setbacks

• Plot Ratio / Site Coverage

• Private O.S. etc etc

Lot width derived from precise dimensions to make product as affordable to build as possible – 5.1m (hence Studio 51)

Launched at $197k H&L



None of this achievable with a pre-determined prescriptive zone provisions

ML scenario not applicable in all cases -Greenfield different to Infill

But transferable ideas/lessons?

Development Plans tend to over prescribe

Blame DAP’s? – it starts with the Planners

Get the policy, governance and leadership “culture” right

100mm – wars have been fought over less

Embrace true Planning (see the Light) – not box ticking

Lessons Learnt

Thankyou – Questions? Chris Branford 0417 895 918 [email protected]

Practical Placemaking for

Successful Towns and Main Streets

Stuart Heseltine

Principal, Hemisphere Design

PRACTICAL PLACE MAKING

FOR MAIN STREETS AND TOWN

CENTRES

THE CHALLENGES THAT LIE AHEAD…

Stuart Heseltine - Place Making Consultant – Hemisphere Design (AUST) Pty Ltd

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Stuart Heseltine, Principal Hemisphere Design (Aust) Pty Ltd

MAY 2014

PLACE MAKING IS…?

‘A process of making places better’

‘Place Making (Management) delivers sustainable and resilient places which

promote democratic involvement, social inclusion, local economies and

enhanced environments’

1. The institute of Place Management UK, http://www.placemanagement.org//

1

1

http://www.placemanagement.org/

PLACE MAKING IS…

More than merely delivering an ‘urban design’

outcome, or a ‘branding strategy’.

i.e. the ‘product’

+

(AND ALSO)

Forging sustainable community ‘partnerships’

to realise and manage the ‘process’ of ‘product’ delivery…

PLACE MAKING…

Delivers ‘Sustainable and resilient main streets and town centres’ which promote:

• Democratic involvement: local communities in decision making ‘partnership

opportunities’.

• Social inclusion: support local N.F.P organisations, e.g. Church and N.G.O.’s.

• Local economies: ‘community lead economic development’ promoting local

businesses, public services and jobs.

• Environment: enhancement in local renewable energy, protect ‘green’ spaces,

WSUD and sustainable transport Initiatives.

Defined by ‘Sustainable Communities Act’ 2007 UK

PARTNERSHIP…?

A DESIRE FOR STEWARDSHIP

“We will only see broad, lasting changes when

the people inhabiting these communities

create the vision for the future and

lead the process for change.”

“If the people lead, the leaders will follow”

Fred Kent, Director of Projects for Public Space, Sustainable Communities Forum, Adelaide SA 8- 10 June 2011.

SO……….

THE ART OF

PLACE MAKING

REQUIRES

“PLACE

FOUNDATIO

NS”

TO BOLDLY GO…

HOW TO … A BEST PRACTICE REVIEW

Not exhaustive, but included:

Totally Locally (UK)

Brixton Green (UK)

Gran Centre Granollers (ESP)

All of which have/are demonstrating

how building place ‘wealth’, delivers resilient and sustainable

main streets and town centres.

Gran Centre Granollers Totally Locally Brixton Green

55

TOTALLY LOCALLY INITIATIVE

Totally Locally is about exposing the great independent shops and businesses in your

area.

It’s a totally free, award-winning bottom-up campaign, about local people and visitors.

It encourages people to turn into the door of the shops they walk past every day.

And promotes the service and activities of communities most associated with local

identity and distinctiveness.

Totally Locally Ltd. 2013. Totally Locally. [ONLINE] Available at: http://totally-locally.co.uk/. [Accessed 20 August 13].

BRIXTON GREEN, UK

“A community Development Authority”

The Brixton Green initiative involves 1.5 ha of disused, vacant council owned land.

Local traders and residents have the opportunity to purchase and become shareholders.

GRANOLLERS, SPAIN [BOARD OF GRAN CENTRE GRANOLLERS (GCG)]

THE VISION

‘City, culture and commerce’

Translated into 14 objectives…

CITY INITIATIVES

Pedestrian islands

AGORA initiative

CULTURE

Aqui tens un amic

‘you have a friend here’

Social initiatives

COMMERCE

Loyalty credit card

15,000 users, 13% of GCG annual budget

1% of turnover support philanthropic causes

I DEVELOPED A METHODOLOGY … THEN …

That is constantly evolving and being updated.

0

3 - 12months

Up to 36 months

4 Years

8 - 10 Years++

THE SOUTH AUSTRALIAN METROPOLITAN AND REGIONAL

PLACE MANAGEMENT FRAMEWORK (SAMAR PMF)

Funded through the research and development program run by the Local Government

Authority (LGA) South Australia

PROJECT OBJECTIVES:

A 24 month study to research best practice in relevant place making and;

Develop a model of place making that is appropriate to, and replicable across

councils in South Australia.

STAGE 1.

I have delivered stage 1 outcomes in each of the 3 pilot studies.

‘A capacity building’ KPI – how I have been able to introduce

community members, who’d never met before, and get them

working together sharing the same objective.

WHAT DID I LEARN?

That the challenges are diverse, varied and need ‘systemic’ change for

place making to succeed.

That place making/place ‘shaping’ corroborates and is corroborated by

the LGA report Strengthening South Australian Communities in a

Changing World ‘The Council of the Future’.

LGA report Strengthening South Australian Communities in a Changing World ‘The Council of the Future’.

Totally Locally -

CHALLENGES

• Ignorance and/or confusion over the role of and purpose of place

management/making. ‘Participatory governance’, confrontational and

undesirable? Erodes the function and ‘being’ of local Council?

• ‘Place Leaders’ appear to be constrained by their perception of a ‘business as

usual’ approach to service delivery.

• The ‘business as usual’ approach ignores one of the most potent tools available

to help shape place – community assets.

• When reinforcing the status quo through the ‘business as usual’ approach,

communities continue to expect that ‘they’ (i.e. local and state government) are

going to be the ones that continue to do something about ‘that’.

CHALLENGES

• The current prevailing focus on delivering ‘place activation’ alone, the

belief that it delivers place making outcomes – it doesn’t!

• Place making requires a clear, unambiguous, structured process, their

role as ‘Place Leaders’ needs certainty.

• A Management Partnership has to be seen as a meaningful and worthy

collaborator by state and local government.

CHALLENGES

• ‘Place’ programs are often disconnected ‘silos’.

• Concerns that a Management Partnership will be unable to build effective

and enduring partnerships with the private sector and in particular traditional

banking and credit institutions.

• The relative short cycle of the Australian political system, ‘short-term quick-

fix’.

CHALLENGES

• Expectations placed on members of the Management Partnership ‘volunteer

fatigue’.

• There is a lack of professional expertise available in Australia in the

application of best practice place making.

• The ability to develop performance indicators which can measure the non-

tangible elements.

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Question:

Is Placemaking…

‘Empowerment’ or ‘Abrogation’?

Helen Dyer

Principal, Connor Holmes Property Services -

a FYFE Company

Panel Q&A

6th June – On the Couch

Sebel Playford

12:00pm – 2:30pm

19th June – Reboot 5

Planning and the law

Documents

Reboot Session 4 - Planning