ACT Government Submission - COAG Reform Council … · Web viewAttribute 2.4 Detailed project plans Please explain the nature and basis of the ‘appropriately detailed project plans’

COAG Reform Council Review of Capital City Strategic Planning Systems

D e c e m b e r 2 0 1 0

ACT Submission

ACT Government

iiA Review of the ACT Strategic Planning System: Submission to the COAG Reform Council

ACT Government

This submission has been prepared for the information of the expert advisory panel appointed by the COAG Reform Council to review capital city strategic planning systems on the understanding that it will be used for internal purposes.

iiiA Review of the ACT Strategic Planning System: Submission to the COAG Reform Council

ACT Government

Table of ContentsList of Tables and Figures...................................................................................................................... v

List of Case Studies............................................................................................................................... vi

Introduction............................................................................................................................................ 1

The ACT Strategic Planning System......................................................................................................1

Chapter 1 Criterion One: Integration.....................................................................................................3

1.1 Context................................................................................................................................... 3

1.2 Attributes of consistency.........................................................................................................5

1.3 Other comments................................................................................................................... 13

Chapter 2 Criterion Two: Hierarchy of Plans.....................................................................................16

2.1 Context................................................................................................................................. 16

2.2 Attributes of consistency.......................................................................................................18

2.3 Other comments................................................................................................................... 25

Chapter 3 Criterion Three: Nationally Significant Infrastructure........................................................26

3.1 Context................................................................................................................................. 26


Chapter 4 Criterion Four: Nationally Significant Policy Issues...........................................................37

4.1 Context................................................................................................................................. 37


Chapter 5 Criterion Five: Capital City Networks................................................................................54

5.1 Context................................................................................................................................. 54


Chapter 6 Criterion Six: Planning for Future Growth.........................................................................62

6.1 Context................................................................................................................................. 62


Chapter 7 Criterion Seven: Investment Priorities and Frameworks...................................................69

ivA Review of the ACT Strategic Planning System: Submission to the COAG Reform Council

ACT Government7.1 Context................................................................................................................................. 69


Chapter 8 Criterion Eight: Urban Design and Architecture................................................................74

8.1 Context................................................................................................................................. 74


8.3 Other comments................................................................................................................... 77

Chapter 9 Criterion Nine: Governance and Implementation..............................................................78

9.1 Context................................................................................................................................. 78


Conclusion........................................................................................................................................... 88

Further Reading & References.............................................................................................................90

List of Appendices................................................................................................................................ 94

vA Review of the ACT Strategic Planning System: Submission to the COAG Reform Council

ACT Government

List of Tables and FiguresFigure 1.1 The ACT Government Strategic Planning Framework..........................................................4

Figure 2.2 The ACT Government Infrastructure Framework................................................................20

Figure 3.1.1 ACT Strategic Public Transport Planning – the 2031 Frequent Network..........................31

Figure 3.1.2 Map of Eastern Broadacre Area.......................................................................................33

Figure 4.1.1 Summary of Results from ACT Urban Form Analysis Project..........................................42

Figure 5.2.1 Map of the ACT and Region.............................................................................................56

Table 5.2.1 The ACT and Surrounding Region – Population Projections.............................................56

viA Review of the ACT Strategic Planning System: Submission to the COAG Reform Council

ACT Government

List of Case Studies Case Study One: The Canberra Spatial Plan.........................................................................................6

Case Study Two: Applying Unified Goals and Objectives to deliver Reform..........................................8

Case Study Three: Land Release Coordination Committee.................................................................12

Case Study Four: A Vibrant City with Great Neighbourhoods..............................................................17

Case Study Five: The Draft Structure Plan for the Molonglo Valley.....................................................23

Case Study Six: Nationally Significant Infrastructure and ACT Planning.............................................28

Case Study Eight: Demographic Information Informs ACT Planning...................................................40

Case Study Nine: ACT Sustainable Future Program...........................................................................42

Case Study Ten: Improving Connections in Disadvantaged Areas to Employment Opportunities.......47

Case Study Eleven: Identifying Areas of Disadvantage.......................................................................48

Case Study Twelve: Bilateral Agreement between the ACT and Commonwealth................................51

Case Study Thirteen: The Regional Management Framework.............................................................57

Case Study Fourteen: Building an Evidence-Base via Infrastructure Studies......................................65

Case Study Fifteen: Promoting Private Sector Investment and Innovation..........................................73

Case Study Sixteen: Encouraging Innovation and Excellence in Urban Design..................................75

Case Study Seventeen: ACT Evaluation Policy and Guidelines..........................................................84

Case Study Eighteen: Canberra 2030: Time to Talk............................................................................86

viiA Review of the ACT Strategic Planning System: Submission to the COAG Reform Council

ACT Government

Box 1. National criteria for capital city strategic planning systems

Capital city strategic planning systems should:1. be integrated:

a) across functions, including land-use and transport planning, economic and infrastructure development, environmental assessment and urban development, and

b) across government agencies; 2. provide for a consistent hierarchy of future oriented and publicly available plans, including:

a) long term (for example, 15-30 year) integrated strategic plans, b) medium term (for example, 5-15 year) prioritised infrastructure and land-use plans,

and c) near term prioritised infrastructure project pipeline backed by appropriately detailed

project plans; 3. provide for nationally-significant economic infrastructure (both new and upgrade of

existing) including: a) transport corridors, b) international gateways, c) intermodal connections, d) major communications and utilities infrastructure, and e) reservation of appropriate lands to support future expansion;

4. address nationally-significant policy issues including: a) population growth and demographic change, b) productivity and global competitiveness, c) climate change mitigation and adaptation, d) efficient development and use of existing and new infrastructure and other public

assets, e) connectivity of people to jobs and businesses to markets, f) development of major urban corridors, g) social inclusion, h) health, liveability, and community wellbeing, i) housing affordability, and j) matters of national environmental significance;

5. consider and strengthen the networks between capital cities and major regional centres, and other important domestic and international connections;

6. provide for planned, sequenced and evidence-based land release and an appropriate balance of infill and greenfields development;

7. clearly identify priorities for investment and policy effort by governments, and provide an effective framework for private sector investment and innovation;

8. encourage world-class urban design and architecture; and 9. provide effective implementation arrangements and supporting mechanisms, including:

a) clear accountabilities, timelines and appropriate performance measures, b) coordination between all three levels of government, with opportunities for

Commonwealth and Local Government input, and linked, streamlined and efficient approval processes including under the Commonwealth Environment Protection and Biodiversity Conservation Act 1999,

c) evaluation and review cycles that support the need for balance between flexibility and certainty, including trigger points that identify the need for change in policy settings, and

d) appropriate consultation and engagement with external stakeholders, experts and the wider community.

Source: (COAG 2009b, p. 20–21)

viiiA Review of the ACT Strategic Planning System: Submission to the COAG Reform Council

ACT GOVERNMENT

Introduction

The ACT Strategic Planning SystemThe circumstances of the ACT are unique among Australia’s jurisdictions: it is the seat of national government, it is a growing city servicing its own community and it is the economic and service centre for the Australian Capital Region.

These distinctive features present opportunities and challenges for the ACT Government in designing and implementing its strategic planning processes.

Canberra’s development has always been guided by considered spatial planning, which has helped create a very attractive urban environment. Indeed, Canberra is renowned for being a planned city and for the orderly design of its urban land uses and functions.

However, Canberra’s dispersed, low density urban form also creates a variety of challenges as it significantly influences how well and how quickly we are able to adapt to all manner of contemporary changes including economic, demographic, cultural and climate.

The Commonwealth’s investment prior to self-government bequeathed the ACT with valuable infrastructure assets, but these also carry significant ongoing maintenance costs or are now due for replacement.

The planning of Canberra’s urban form is split between the Commonwealth and the Territory, with the National Capital Authority retaining significant influence in the strategic planning, promotion and development of Canberra as the national capital.

The ACT Government considers that in the wake of the review of the National Capital Authority, there are opportunities to better harmonise the Commonwealth and Territory’s planning roles.

Similarly, there are potential tensions in land use planning interests between the ACT and adjacent New South Wales municipalities, as has been demonstrated in the case of the Tralee development. The ACT also receives limited fiscal support for the employment, education, health and other services it provides to the Australian Capital Region.

Since self-government, the ACT Government has developed a comprehensive and integrated strategic planning framework, which has sought to accommodate the needs of a growing city and Canberra’s role as national capital.

The Territory Plan is the ACT Government’s detailed, statutory land use plan which establishes the pattern of permissible land uses across every part of the Territory. The original Territory Plan was drafted by Commonwealth officers to coincide with self-government, however, the ACT Government has undertaken a detailed update since this time.

In 2004, the ACT Government took a critical step in Canberra’s planning history by producing the first strategic plan since self-government. The 2004 Canberra Plan was the first real attempt to move Canberra’s strategic planning beyond the spatial and integrate other Territory and municipal functions.

A Review of the ACT Strategic Planning System: Submission to the COAG Reform Council 1

ACT GOVERNMENTUnder the umbrella of The Canberra Plan sit the ACT Government’s social, environmental and economic strategies, which provide a strong and flexible framework for guiding the development of policy, programs and services for the ACT community. The Government’s rolling Infrastructure Plan, along with other portfolio-level strategies, further reinforce this framework.

The 2004 Canberra Spatial Plan and the Sustainable Transport Plan for the ACT currently form the ACT Planning Strategy. The Canberra Spatial Plan is the Territory’s key strategic spatial planning document for directing and managing urban growth and change. It outlines a strategic direction that will help manage change and provide for growth to achieve the social, environmental and economic sustainability of Canberra.

The ACT Government is committed to the ongoing review and improvement of these planning structures. The Canberra Plan and the Government’s economic plan, Capital Development, were both updated in 2008, while the Social Plan and Spatial Plan are also currently under review.

The ACT Government has also recently reviewed its Performance and Accountability Framework to facilitate improved co-ordination of planning and program evaluation across government. In 2011, the ACT will work to strengthen and embed whole-of-government service planning as part of a refreshed approach to strategic planning across government.

The importance of the Commonwealth as a Territory employer has made the ACT highly responsive to national circumstances and emerging issues. The ACT Government welcomes COAG’s commitment to closer cross-jurisdictional co-operation to address Australia’s emerging planning challenges.


ACT GOVERNMENT

Chapter 1 Criterion One: Integration

1.1 ContextThe ACT Government has a strong framework to facilitate integrated planning across functions. At the centre of the approach is The Canberra Plan: Towards Our Second Century which outlines the Government’s vision for the Territory.

This strategic document draws together government functions in seven broad themes and is supported by strategic planning processes and sub-plans which inform agency work programs and priorities.

The integrated nature of the Territory’s strategic planning system is reflected in the Canberra Spatial Plan. This important planning document provides a spatial representation of the city over the next 30 years. The Spatial Plan highlights the importance of linking strategic direction-setting with appropriate planning settings to deliver results.

The ACT Government strategic planning system also seeks to facilitate local development that aligns with the dual planning system applicable in the Territory. Significant opportunities exist to review and streamline legislative processes between the Commonwealth and Territory governments to provide for greater consistency with this criterion.

Integrated planning is a necessary characteristic of ACT Government strategic planning given the need for coordination with Commonwealth planning requirements. This approach provides avenues to deal with emerging and contemporary policy issues whilst respecting the vision, objectives and values embedded in the original intent and design of Canberra.

Since self-government the ACT Government has worked towards planning for, and delivering services through, an integrated strategic planning framework. The ACT’s strategic planning framework covers the entire management cycle, from the hierarchy of strategic plans, to reporting against planned performance, and then evaluating and revising plans.

The framework reflects the ACT Government’s approach to integrated service planning and delivery. The Government acknowledges that maintaining effective strategic planning systems requires ongoing effort and is continuing work in this important area.


Capital city strategic planning systems should be integrated:

across functions, including land-use and transport planning, economic and infrastructure development, environmental assessment and urban development, and

across government agencies.

ACT GOVERNMENTThe ACT Government reviews key plans on a regular basis to ensure proactive and responsive strategic planning settings. Its spatial, transport, and social plans are all currently being reviewed in the context of changing economic, demographic, and environmental circumstances.

In addition, the Territory Government has recently completed an extensive consultation process as part of its review of the Canberra Spatial Plan. The outcome of this consultation will be released publically in January 2011.

As part of its commitment to continuous improvement, the ACT Government has identified opportunities to enhance and further integrate service planning across government. This includes aligning agency service planning with longer term infrastructure planning across government.

An example of work in this area is the development and release of the first ACT Government Infrastructure Plan in 2010, based on a ten year planning horizon.

1.1.1 Links with other criteria

The ACT Government strategic planning framework covers the entire management cycle, from the hierarchy of strategic plans, to reporting against planned performance, evaluation and revising plans.

1.1.2 Hierarchy of Plans (criterion two)

As outlined in Figure 1.1 below, the strategic planning framework can be conceptualised as a hierarchy to inform and link long term strategic objectives with medium term planning processes, and service planning, and delivery in the near term.

Figure 1.1 The ACT Government Strategic Planning Framework

Source: ACT Government, Chief Minister’s Department 2010


ACT GOVERNMENT1.1.3 Land release programs (criterion six)

Land release programming and planning are closely integrated across the ACT strategic planning framework. Over the longer term, the Spatial Plan provides the framework for urban growth and change.

The Territory’s spatial planning system is based on the Development Assessment Forum Leading Practice Model1 which places greater emphasis on strategic planning and land use policy in making development assessment decisions.

Greenfields land release programming includes planning for estate development where necessary, construction or enhancement of municipal infrastructure and service planning for future social and economic infrastructure, such as schools.

The range of processes currently in place to facilitate coordinated and integrated land release programming is discussed further in Chapter 6.

1.1.4 Modes of delivery (criterion seven)

The ACT Government has a range of processes to facilitate coordinated across government services. Recognising the importance of strategic planning to inform investment decisions, the Government is working toward a whole-of-government service planning framework.

In 2010, the first ACT Government Infrastructure Plan was released as part of this refreshed strategic approach toward integrating resource allocation decisions across government.

1.1.5 Integration with other governments (criterion nine)

The capacity of the ACT strategic planning system is evidenced in the close working relationship and interaction of Territory planning systems with the National Capital Authority.

As a regional centre, ACT planning systems also link closely with regional partners in areas such as health, education, transport and economic development. The Regional Management Framework formalises this with NSW and provides a framework for resolving cross-border matters and planning for services.

1.2 Attributes of consistency

1 Development Assessment Forum, A Leading Practice Model for Development Assessment in Australia, March 2005


Integration – Self-assessment Capital city strategic planning systems should be integrated: across functions, including land-use and transport planning, economic and infrastructure development, environmental assessment and urban development, and across government agencies.

ACT GOVERNMENT

Attribute 1.1 Unifying goals or objectivesDoes the capital city strategic planning system have a series of unifying goals or objectives that various functions—including but not limited to those listed in the criterion—and agencies are working toward? Please articulate these objectives or goals.

What system is in place to ensure that different functions and agencies within the capital city strategic planning system align with these unifying objectives or goals?

Response 1.1

The ACT Government strategic planning system is drawn together by the Canberra Plan. This overarching plan of the Territory Government was developed through a comprehensive and consultative planning process.

The Canberra Plan provides unifying goals and objectives across government which cascade through its sub-plans that are more focused in scope.

The Canberra Plan

The Canberra Plan articulates the Government’s long term vision for Canberra and is supported by the Spatial Plan, as well as social, economic and environmental sub-plans. These supporting plans articulate the strategic direction required to achieve the broader societal outcomes identified in the Canberra Plan.

First released in 2004, the Canberra Plan is the product of extensive community consultation and was updated in 2008. The consultative process of updating this plan ensures the vision and objectives which draw together government services encapsulate community values in working towards creating a liveable and sustainable city.

The refreshed, Canberra Plan: Towards Our Second Century retained the underlying hierarchical planning structure and provides a more integrated strategic planning framework.

The Canberra Plan: Towards our Second Century articulates the Government’s vision for the ACT as:

a truly sustainable and creative city;

an inclusive community that supports its vulnerable and enables all to reach their potential;

a centre of economic growth and innovation;

the proud capital of the nation and home of its pre-eminent cultural institutions; and

a place of natural beauty.


ACT GOVERNMENT

The Canberra Plan is structured around seven key themes which draw together operations across government.

These are: quality health care;

a fair and safe community;

excellent education, quality teaching and skills development;

a strong dynamic economy;

a vibrant city and great neighbourhoods;

a sustainable future; and

high-quality services.

Underlying The Canberra Plan are more detailed spatial, economic, social, environmental and transport plans.

Supporting SystemsThe ACT Government uses a range of mechanisms to ensure alignment with its unifying goals and objectives. These include:


Case Study One: The Canberra Spatial Plan

The Canberra Spatial Plan (Spatial Plan) reflects the detailed, evidence-based approach the

ACT Government has adopted to integrated and strategic planning. This plan provides a spatial

representation of Canberra over the next 30 years and beyond to support the overarching

Canberra Plan. The Spatial Plan aims to ensure that Canberra can achieve a more sustainable,

prosperous and equitable future.

As the Territory’s key strategic spatial planning document, it assists in directing and managing

urban growth and change. However, it also provides the flexibility necessary to respond to

changing contexts and is currently under review.

Informed by strategic policy settings identified by the Government, community aspirations and

detailed planning analysis, the Spatial Plan provides a Canberra-wide context within which

neighbourhood and district planning policies can be set. It maps a course of short, medium and

long term actions to support a strategic approach to key urban development issues facing

Canberra. It helps to improve understanding of, and responses to, issues that have

geographical, physical and spatial planning dimensions or implications.

The Spatial Plan is a vital tool informing resource allocation decisions, such as the use of land,

the construction of infrastructure, service planning, as well as to inform changes to both the

National Capital Plan and the Territory Plan.

The Spatial Plan is discussed in detail in Response 2.1.

ACT GOVERNMENT an annual Government priority setting process, which sets and communicates

priorities to all agencies;

coordination of planning and delivery by the Chief Executives’ Strategic Planning Committee (Strategic Planning Committee);

annual reporting including at the whole-of-government level through The Canberra Plan Annual Report;

alignment of business cases and the annual budget process with overarching Government objectives and priorities;

cross-agency exchanges and inter-departmental committees to work through specific projects, reviews and evaluations; and

incorporation of emerging national best-practice and policy settings across government planning and operational settings.


ACT GOVERNMENT


Case Study Two: Applying Unified Goals and Objectives to deliver Reform

The ACT Planning and Land Authority (ACTPLA) have undertaken significant planning

system reforms over the last few years to enhance linkages across the Government’s

strategic planning hierarchy.

The diagram following illustrates the unifying role of strategic planning system goals and

objectives in the context of the ACT spatial planning system. This is consistent with the

draft National Planning System Principles identified by the Planning Officials Group of the

Local Government and Planning Ministers’ Council (LGPMC).

At the operational level the reform process commenced with the implementation of the

codebased assessment of the DAF Leading Practice Model, which forms the basis of the

Planning and Development Act 2007 and the 2008 Territory Plan. Since this new

framework was introduced, ACTPLA has commenced a rolling-review of its planning

policies.

Reforms also included the expansion of exempt development provisions for all forms of

detached housing, knock downs and rebuilds, and extensions. This, in conjunction with

changes to internal procedures, has enabled the ACT to achieve some of the best

Development Approval results in Australia, as acknowledged in the first interjurisdictional

report card to the Local Government and Planning Ministers’ Council in February 2010.

The ACT Government is also implementing reforms being developed by the LGPMC in

response to the National Partnership for the Seamless National Economy. This includes:

changing ACTPLA's accountability and strategic indicators to reflect the national

performance measures and facilitate annual reporting of the health of DA systems to

COAG;

finalising the rollout of eDevelopment;

exploring opportunities for increased code-based assessment for multi-unit

developments; and

ensuring that the National Planning System Principles underpin the ACT planning

system.

ACT GOVERNMENT

Attribute 1.2 Communication and Coordination How does the capital city strategic planning system facilitate whole-of-government communication and coordination?

Response 1.2 Since self-government the ACT Government has worked towards developing mature systems and processes for communication and coordination across government. Principal mechanisms include the Cabinet process, the annual priority setting process, Management Council, the Strategic Planning Committee, and interdepartmental working groups.

The Cabinet ProcessThe Cabinet process requires that agencies support their Minister in developing Cabinet Submissions to inform Government decisions about significant plans and policies.

These Submissions are developed in consultation with key agencies, and go through a final pre-Cabinet agency consultation process as set out in the Cabinet Handbook. This ensures all agencies are aware of government policies and decisions, and provide input as part of the policy development process.

Management Council


ACT GOVERNMENTManagement Council is the key senior management forum for the ACT Public Service. The Council provides a forum through which to identify and discuss key policy and operation issues affecting, or potentially affecting, the ACT Government and Public Service, particularly issues with implications across government.

The Council provides strategic leadership and direction for cross portfolio planning and policy development, including the consideration of particular issues for subsequent Ministerial consideration.

Management Council is chaired by the Chief Executive of Chief Minister’s Department. Membership includes departmental Chief Executives; CMD Deputy Chief Executives – Governance/Commissioner for Public Administration and Policy; and the Chief Police Officer.

The Chief Executives’ Strategic Planning CommitteeThis Strategic Planning Committee is composed of the Chief Executives of all ACT Government Departments, and meets monthly. It is co-chaired by the Chief Executives of the Chief Minister’s Department and the Department of Treasury.

The Strategic Planning Committee addresses strategic issues requiring coordination and integration across government over the longer term. This includes developing the ACT Infrastructure Plan and service planning processes, and coordinating significant spatial planning processes.

Interdepartmental Working GroupsResponsible agencies also operate a range of inter-departmental working groups to facilitate across government coordination and communication. These include:

Policy Forum — chaired by the Deputy Chief Executive of the Chief Minister’s Department, Policy Division. Deputy Chief Executives meet fortnightly to discuss major policy development initiatives, particularly those with across government impacts;

The Chief Executives’ Land Supply Steering Group — develops the Government’s annual land release program, monitors its implementation and is supported by a range of working groups;

The Capital Program Development Group — chaired by Treasury and composed of all agencies, this group meets regularly to coordinate and prioritise implementation of the Government’s capital program;

The Chief Executives’ Water Group — meets regularly to direct and oversee the development and implementation of ACT Government water policies and includes representatives from all agencies and the water utility ACTEW; and

The Transport Reference Group — meets regularly to consider and address across government strategic transport issues and to ensure that the government continues to consider transport decisions in line with the Integrated Transport Framework developed by the Integrated Transport Inter-departmental Committee in 2008.

Attribute 1.3 Decision making and budgeting How does the capital city strategic planning system ensure that decisions regarding plans, policies or programs reflect a whole-of-government perspective and have whole-of-government endorsement?


ACT GOVERNMENTHow are whole-of-government decisions regarding capital city strategic planning reflected in and shaped by budget processes and mechanisms?

Response 1.3

The ACT Government has a range of mechanisms across its strategic planning system to engage with agencies and facilitate whole-of-government decision-making.

The Cabinet ProcessThe Cabinet process is the principal mechanism by which the ACT Government ensures its decisions reflect a whole-of-government perspective.

Decisions by Cabinet ensure whole-of-government input and advice is provided on key planning issues. The process of consultation supporting Cabinet Submissions ensures that the recommendations of the submission are informed by an across government approach.

The Chief Executives’ Strategic Planning CommitteeThis Strategic Planning Committee works across government to develop key strategic plans and policies, and to prepare information and evidence to inform Government decisions. The Strategic Planning Committee also coordinates implementation of Government decisions to ensure an across government approach.

The Budget ProcessThe annual budget strategy agreed by the Budget Committee of Cabinet guides the budget process and identifies priority areas for investment.

All requests for infrastructure funding are brought to the Budget Committee of Cabinet for consideration and must be supported by a detailed business case. Successful business cases will need to demonstrate that the proposed project aligns with Government priorities and Strategic Asset Management Plans2, and presents a rigorous case for funding including economic analysis of options.

At a minimum, business cases must include the following:

information on the problem or situation addressed by the proposal;

a justification for the proposal;

links to Government strategies, priorities and policies;

detail on the features and scope of the proposed initiative;

an explanation of the reason why intervention is necessary;

information on options or solutions considered and the rationale for the solution proposed;

an outline of the proposal’s conformity with existing policies, etc;

an implementation plan for the proposed initiative;

an outline of the expected costs, including whole of life costing (by a Quantity Surveyor);

economic and financial analysis on the impact of the proposed initiative;

2 See Chapter 3.4 for further information on Strategic Asset Management Plans


ACT GOVERNMENT sensitivity analysis;

environmental and social impact analyses of the impact of the proposed initiative;

project milestones and a procurement strategy;

anticipated outcomes and benefits or a cost-benefit analysis;

a complete functional brief;

an outline of the impact or risks and consequences of not proceeding;

information on expected risks associated with the proposal’s implementation and a consequent risk mitigation strategy;

details of stakeholder consultation;

an identified performance measurement method; and

a strategy or process to evaluate success of the proposed initiative.

A review of the Territory’s Strategic Asset Management Framework and planning for this activity is currently underway to enhance existing processes.

Attribute 1.4 Implementation and Review What mechanisms does the capital city strategic planning system have in place to deliver integrated implementation?

Response 1.4

A range of mechanisms exists to assist with the delivery of integrated services across the ACT Government.

Examples of these include arrangements between agencies around the delivery of coordinated citizen-centred services and the Land Supply Steering Group discussed in Response 1.2.

Interdepartmental Committees Interdepartmental committees and working groups are the primary mechanism used by the ACT Government to deliver integrated implementation. Such groups are generally established by the lead agency for a specific purpose where there is an identified need for coordination and expertise across government. These groups have the advantage of allowing flexible and specific arrangements and membership.


Case Study Three: Land Release Coordination Committee

The Land Release Coordination Committee assists in coordination of matters to do

with land release, including direct sales. It includes, as permanent members, several

key areas within ACT Planning and Land Authority, as well as relevant areas of

Territory and Municipal Services and the Department of Environment, Climate Change,

Energy and Water. Other agencies, such as the Chief Minister’s Department, Health

and Education and Training are involved as necessary.

ACT GOVERNMENTOften, particularly where the project is complex and high-profile, there is a need for more formal arrangements. In these cases, agencies will engage with Cabinet to formalise governance, roles and responsibilities, and ensure integrated implementation across Government.

The Land Release Coordination Committee, discussed in Case Study 3, offers an example of the manner in which the strategic planning system sets the framework for integrated planning and implementation across government.

Future workThe ACT Government is working to strengthen capacity to plan for and deliver integrated services.

As part of a review of its performance and accountability arrangements, the ACT Government has agreed to develop a framework for working across government.

The Framework will address both informal and formal mechanisms for facilitating integrated implementation.

In addition, the Hawke Review, to report in December 2010, is examining the broader capacity of the ACT Public Service to deliver Government priorities. Specifically, Dr Alan Hawke AC has been asked to examine:

the capacity of existing public-sector structures to support the Government of the day with strategic and direction-setting advice;

effectiveness in delivering on government policies and objectives;

performance and accountability mechanisms;

how existing structures differentiate between the roles of policy and regulation;

across-government coordination of service delivery; and

structures that would improve resilience and innovation across the public sector.

1.3 Other comments

1.3.1 Continuing to reduce overlap between planning systems

Following the 2008 Federal Parliamentary Inquiry into the role of the National Capital Authority (NCA), the ACT has been working with the Commonwealth Attorney General’s Department and the NCA to give effect to the core elements of the inquiry’s recommendations.

The aim is to achieve a harmonised approach to manage the ACT’s dual planning system. This approach seeks to identify clear areas of operation for the two jurisdictions and support both ACT and NCA interests by reducing duplication and overlap.

The objectives are be to remove the duplication and overlap that currently exists in planning for the Territory, while continuing to recognise that there is a need and a role for both a national and local planning presence in the nation’s capital. Notwithstanding these dual requirements, there is a need to better integrate national and local planning activities.


ACT GOVERNMENTA harmonised approach, that reflects the political and fiscal reality of self-government, could be achieved by defining the NCA’s principal functions as relating to the Parliamentary Triangle and other national land where the National Capital Plan currently applies to.

National interests and investments in areas outside direct Commonwealth control could be supported by a clear definition of “matters of national significance” in both the National Capital Plan and the Territory Plan. This would embed clearly defined national interests in ACT planning, as well as define the role of the Commonwealth planning agency.

From the ACT Government’s view, the National Capital Plan would no longer require the Metropolitan Structure Plan. This is an overarching and detailed structure plan for the Territory that sets out areas of land-use and transport corridors. As a Commonwealth statutory instrument, this structure plan overrides the ACT Territory Plan, which sets out the detailed conditions of land-use and development.

For the ACT, the key problem is that this level of Commonwealth strategic spatial planning conflicts with land management obligations transferred as part of self-government arrangements. Under current arrangements it appears that the Territory Government has land management obligations but unlike States does not have planning authority within its jurisdiction. In some cases, this level of Commonwealth strategic planning does not reflect the fiscal reality of self-government or the responsibilities that rest with ACT Government.

In accordance with COAG’s National Reform Agenda, the ACT Government’s efforts to introduce contemporary planning legislation, with the objective of a simpler, faster and more effective system, is potentially compromised in those areas where the NCA also has jurisdiction over the land to which this legislation applies.

This introduces complexity, uncertainty and delay.

The ACT has also raised the issue of paid parking in the Parliamentary Triangle as an impediment to integrated transport planning in the Territory.

1.3.2 Fostering a consultative relationship with the Commonwealth Government

The ACT considers that, ideally, the relationship between the ACT and Commonwealth Governments should be more of a partnership with clearly articulated roles and areas of responsibilities (e.g. metropolitan planning should be the sole responsibility of the Territory).

The ACT Government enjoys an effective working relationship with the NCA, but considers that the overlap in planning functions between the two jurisdictions is less than ideal.

As stated in the ACT Government’s submission to the Parliamentary Standing Committee’s inquiry into the future arrangements between the NCA and the Territory Government, there has been significant change in the administration of planning in the ACT.

The ACT Government’s strategic planning capacity has developed significantly since self-government. As the national capital the consequent Commonwealth Government interest in the manner in which Canberra is developed is acknowledged. This includes in defining


ACT GOVERNMENTprinciples of National Capital significance and direct administration over key strategic features of the Capital, such as the Parliamentary Triangle.

The ACT Government has significant experience with, and is more closely associated with, planning processes in the Territory than the NCA. The nexus between being the planner and planning administrator is compelling. Consideration should be given to reducing duplication of processes associated with one administration being responsible for land tenure and another for development control.

Acknowledging that common ground exists on many of these issues there is scope for closer integration between NCA strategic planning arrangements and the Territory system. Limited progress has been made toward developing a sensible re-alignment of planning roles and responsibilities between the ACT Government and the NCA. This issue was highlighted as a potential impediment to strategic planning arrangements in the ACT in the KPMG report commissioned by Built Environment Meets Parliament3.

3 KPMG, ‘Spotlight on Australia’s Cities – An Independent Assessment of City Planning Systems’ commissioned by Built Environment Meets Parliament (BEMP), 14 June 2010, p. 42

BEMP comprises the Property Council of Australia, the Australian Institute of Architects, the Planning Institute of Australia and the Green Building Council of Australia


ACT GOVERNMENT

Chapter 2 Criterion Two: Hierarchy of Plans

2.1 Context The ACT’s strategic planning framework provides for a future oriented hierarchy of plans made up of:

long term integrated strategic plans under the umbrella of the Canberra Plan and represented through the Spatial Plan;

medium term prioritised infrastructure plans and land use plans made up of the 10 year Infrastructure Plan and land use plans incorporated in the Spatial Plan; and

near term prioritised infrastructure project pipelines set out in the Government’s capital works program in its annual Budget papers, supported by detailed agency project plans.

All plans, other than specific project plans, are publically available and updated regularly. The capital works program is centrally monitored and reported quarterly.


2.1.1.1 Providing for economic infrastructure (criterion three)The ACT Government strategic planning framework incorporates economic considerations throughout its hierarchy of planning and implementation processes. This includes consideration of the significance of investing in economic infrastructure as outlined in Capital Development.

These considerations are underscored in the national context given the Commonwealth role as partner in the Territory’s planning framework and the ACT’s regional role.

2.1.1.2 Strengthening capital city networks (criterion five)As the nation’s capital and a significant regional centre, the ACT Government acknowledges the importance of developing strong networks between capital cities. Particular examples for consideration relating to transport are dealt with in detail in Chapter 5.


Capital city strategic planning systems should provide for a consistent hierarchy of future oriented and publicly available plans, including:

long term (for example, 15-30 year) integrated strategic plans,

medium term (for example, 5-15 year) prioritised infrastructure and land-use plans, and

near term prioritised infrastructure project pipeline backed by appropriately detailed project plans.

ACT GOVERNMENT2.1.1.3 Future growth (criterion six)The ACT Government has a range of coordinated and consistent planning processes in place to facilitate and support future growth in the city.

2.1.1.4 Investment frameworks (criterion seven)The strategic planning framework facilitates complementary and consistent investment through its hierarchy of plans which include the economic strategy paper, Capital Development.


Case Study Four: A Vibrant City with Great Neighbourhoods

The Canberra Plan outlines a vision for a vibrant city with great neighbourhoods.

The Spatial Plan provides a representation of this over a 30-year timeframe.

As the city grows, future urban area land will be developed to accommodate its

population (for example, a new suburb). The ACT Government’s strategic

planning settings ensure that this development occurs in a manner that is

complementary to the vision of the Canberra Plan.

At the operational level broad principles for development of the future urban area

are determined using spatial planning and structure planning that is formally

recognized in Territory Plan maps. At this point Concept and Estate Development

planning occurs. This is more detailed planning as part of the land release

pipeline.

This manifestation of the planning hierarchy is illustrated in the diagram below.

Source: ACT Government, 2009

ACT GOVERNMENT2.2 Attributes of consistency

Attribute 2.1 Integrated and prioritised plans Does the capital city strategic planning system have:

a) a long-term (for example, 15-30 year) integrated strategic plan?b) a medium-term (for example, 5-15 year) prioritised infrastructure and land-use

plan?c) a near-term prioritised infrastructure project pipeline backed by appropriately

detailed project plans?

How have these plans been made public? Please attach relevant documentation.

Response 2.1 — Integrated Strategic PlansThe ACT has a clear hierarchy of integrated and publically available plans which span the long, medium and near term. This hierarchy is detailed following and in Chapter 1 of this submission.

Long-term

The Canberra Plan

The Canberra Plan (the Plan) was launched in 2004 to guide the growth and development of Canberra for this generation and beyond.

The Plan articulates the Government’s objective to improve the well-being of Canberrans and contribute to real and sustainable improvements in health, education, prosperity, social inclusiveness and the environment.

Updated in 2008, The Canberra Plan: Towards Our Second Century retains the underlying structure of social, economic and spatial plans, and seeks to facilitate a more integrated overarching strategic planning context.

The Canberra Plan: Towards Our Second Century has seven broad goals:

quality health care;

a fair and safe community;

excellent education, quality teaching and skills development;

a strong dynamic economy;


Hierarchy of plans – self-assessment Capital city strategic planning systems should provide for a consistent hierarchy of future oriented and publicly available plans, including:

long term (for example, 15-30 year) integrated strategic plans,

medium term (for example, 5-15 year) prioritised infrastructure and land-use plans, and

near term prioritised infrastructure project pipeline backed by appropriately detailed project plans.

ACT GOVERNMENT a vibrant city and great neighbourhoods;

a sustainable future; and

high-quality services.

The Canberra Plan acknowledges that Government, individuals, businesses, and community groups all contribute collectively to societal progress. Framed in this context, this long term plan acts as the basis for aligning Government priorities, agency objectives and services that should contribute to meeting these goals.

The Canberra Plan is supported by more detailed economic, social, and environmental plans:

Capital Development is the Government’s plan to support a strong, dynamic and resilient ACT economy.

The Canberra Social Plan is the Government’s long-term plan to ensure all people meet their potential, make a contribution and share the benefits of living in Canberra.

Weathering the Change is the ACT Government’s Climate Change Strategy, and a central pillar of the Government’s commitment to creating a sustainable Canberra.

The Spatial Plan

The Canberra Spatial Plan (Spatial Plan) is the spatial representation of the Canberra

Plan. It sets the strategic direction for the development of Canberra over the next

30 years and beyond, but provides the flexibility required to respond to change. It is the

Territory’s key strategic planning document for directing and managing urban growth and

change.

Based on community aspirations and detailed planning analysis, the Spatial Plan

provides a Canberra-wide context within which neighbourhood and district planning

policies can be set. It maps a course of short, medium and long term actions to support

the strategic approach to the key urban development issues facing Canberra. It helps to

improve understanding of, and response to, issues and implications that have

geographical or physical and spatial dimensions. It provides a clear framework within

which all of the stakeholders in Canberra’s future can plan their own development

activities to the best effect in working toward the vision of social progress identified in the

Canberra Plan.

The Spatial Plan is intended to guide the Territory in its allocation of resources, such as

the use of land and the construction of capital works as well as to inform changes to both

the National Capital Plan and the Territory Plan. The Spatial Plan does not replace the

Territory Plan, introduced prior to self-government. It is a strategic document to guide

more detailed planning, setting the framework for spatially based decision-making in the

future and outlines the actions needed to achieve the strategic goals for Canberra over

the next 30 years outlined in the Canberra Plan.


ACT GOVERNMENTMedium-term infrastructure and land-use plans

Infrastructure Plan

The ACT Government Infrastructure Plan (the Infrastructure Plan), released in June 2010, outlines the Government’s 10 year infrastructure strategy and will be regularly updated.

It has been informed by the views of the community and industry, through the Government’s budget consultation strategy, and also through a series of high-level roundtables.

The Infrastructure Plan provides an important link between the objectives identified in the Canberra Plan, longer term infrastructure planning, and the Government’s funding of capital works through its annual budget.

The current Infrastructure Plan outlines:

key drivers of infrastructure demand and investment;

current infrastructure projects and strategies;

infrastructure priorities for the next 10 years; and

the ACT’s framework for planning, analysing, delivering, and maintaining infrastructure.

The main elements of the ACT’s infrastructure framework are outlined in Figure 2.2.

Figure 2.2 The ACT Government Infrastructure Framework

Direction Setting

•Canberra Plan: Towards our Second Century•Government Policies: Capital Development, Social Plan, Spatial Plan, Sustainability Policy•Other Government Priorities

Strategic Planning

•Agency strategic planning: integrated service and infrastructure planning•Consolidated ACT Infrastructure Plan

Analysis and Approval

•Business Case•Feasibility Study•Annual Budget Papers

Delivery and Management

•Procurement Plans•Agency Asset Management Plans•Project planning and implementation

Source: ACT Government, 2010 Infrastructure Plan


ACT GOVERNMENTIn the ACT, the main drivers of demand for infrastructure investment in the next 10 years are expected to be:

changing demographics, including a growing and ageing population in the ACT and region;

maintaining vital infrastructure as it ages;

addressing climate change; and

sustaining a growing economy.

The Infrastructure Plan recognises the national significance of infrastructure. The ACT’s highest-priority bid for Infrastructure Australia funding – the Majura Parkway project – will play an important role in any future development of the Canberra Airport as a freight hub, as well as delivering significant benefits to local road users and road freight on the Monaro and Federal Highways.

The ACT Government will continue to pursue shared funding opportunities for other major infrastructure initiatives that are beyond its capacity in isolation. These include long-term projects such as:

a light rail system linking Civic to the airport, Parliamentary Triangle and major town centres;

a Very Fast Train linking three or possibly four eastern capitals, including Canberra;

a new sports stadium; and

a world-class convention centre.

Land Use Plans

The Spatial Plan outlines medium term land use objectives and implementation plans for Canberra. In developing this Plan, consideration is given to potential urban development areas within the ACT. These areas are identified through examination of factors that may constrain, or potentially limit, the location of future urban development, including social, physical and environmental constraints.

Generally these are areas currently undeveloped for urban purposes but excluding conservation areas, river corridors, habitats for endangered species, and areas of steeply sloping land of 20 per cent or more.

Sustainability principles are applied to determine suitability of this land for urban settlement. Key issues include:

maximising access to, and use of, existing services and facilities and infrastructure;

minimising the need for new transport links and travel times;

maintaining the sense of place of the city;

protecting biodiversity;

ensuring fiscal responsibility for the Territory; and

supporting employment opportunities.


ACT GOVERNMENT

Near-term project pipeline

Indicative Land Release ProgramsThe Government’s 4-year Indicative Land Release Programs for the residential, commercial, industrial and community sectors are an important part of its broader economic and social strategies.

The delivery of the Programs involves planning and development of significant infrastructure to prepare land for the market. Supporting the Land Release Programs is the Government’s annual Capital Works Program and the 4-Year Indicative Program which identifies the infrastructure required to facilitate land release.

Infrastructure PipelineBusiness cases for each project identified in the annual Capital Works Program are provided to enable the Government to make informed decisions and strategic investment decisions. Once business cases are approved for funding through the budget process these are included in the Government Capital Works Program.

Projects in the Capital Works Programs must be supported by business cases, feasibility studies, robust planning, design works, functional briefs and project plans..

The ACT Annual Infrastructure Investment Program is released annually through the annual budget papers.

Progress in delivery of infrastructure is reported publicly on a quarterly basis. Reporting provides commentary on significant projects, and identifies the achievement of key milestones, as well as providing a project by project update on expenditure to date.

Attribute 2.2 Consistency of plans Demonstrate how each of these plans is consistent with one and other (for example, provide evidence that near-term infrastructure projects are identified or closely linked to the medium and long term plans).

Response 2.2Consistency and integration of plans is a driving imperative of the ACT strategic planning system. This is exemplified with reference to the ACT Infrastructure Plan and land release planning.

ACT Infrastructure PlanThis medium term plan is informed by strategic service and asset planning by agencies, which must be consistent with the Government’s long-term objectives and priorities set out in the Canberra Plan and sub-plans. In turn the Infrastructure Plan informs and is consistent with near term planning and decisions in agencies and through the annual budget process.

Notwithstanding this alignment, the ACT recognises that there are opportunities to improve consistency and express it more clearly. To this end the Government will continue to refine its planning processes, and the structure and content of its plans.


ACT GOVERNMENT

Land ReleaseEach year the ACT Government prepares Indicative Land Release Programs setting out the Government’s intended program of land releases. These programs are aligned with


Case Study Five: The Draft Structure Plan for the Molonglo Valley

The Draft Structure Plan for the Molonglo Valley has identified an extent of

development and an initial layout of major and local access roads.

Major infrastructure requirements have been identified, incorporated in the

planning, identified in the 4-year and 10-year indicative programs and funded

through the annual capital works programs.

Source: ACT Government, March 2010

ACT GOVERNMENTthe budget process encompassing its 4-year cycle, and are published each year with the Budget.

Infrastructure projects to support land releases, including feasibility studies, forward design and construction identified in the Government’s 4-year indicative programs are updated based on the land release program. The indicative programs assist the ACT Government in the consideration of the capital works program, and the development of the Infrastructure Plan.

The relationship between the capital works program and the planning and development process is illustrated in the Molonglo Valley development.

The Molonglo Valley Urban Development Area is identified in the Canberra Spatial Plan as a key implementation project to be undertaken over the next 30 years.

The National Capital Plan provides a general policy framework for land use and planning in the area; and the Territory Plan is a detailed statutory document, providing the policy framework such as zones and codes for the administration of spatial planning in the ACT.

Extensive planning, engineering and environmental studies have been undertaken for the area to enable a variation to the Territory Plan and amendment to the National Capital Plan.

Attribute 2.3 Review or updates to plansHow does the capital city strategic planning system allow for review and or change of plans within the hierarchy?

Are there mechanisms in place that allow all plans to be updated once a change has been decided?

Response 2.3The plans that inform the ACT’s strategic planning framework are regularly reviewed and updated, as discussed below.

The Canberra Plan: Towards Our Second Century is focused toward 2013, marking the centenary of Canberra. The progress of society towards the objectives outlined in this plan are reported against annually. The Plan is updated every four years.

To ensure ongoing relevance, the Canberra Spatial Plan is subject to a rolling program of reviews. These reviews are geared toward maintaining the plan’s policy responsiveness to the policy context and its effectiveness in directing planning and decision-making.

The first review occurred after two years with another, currently underway, after six. This review is legislated, with reporting back to the Government.

The Planning Minister’s Statement of Planning Intent is reviewed and refreshed as required, most recently in 2007 and 2010. The Statement establishes key spatial planning priorities for the Government including spatial planning system reform, affordable housing and land release, and addressing climate change.

The Government has publicly committed to annual reviews of the ACT Infrastructure Plan.

In accordance with the Australian Capital Territory (Planning and Land Management) Act 1988, the National Capital Authority is required to review and amend the National Capital


ACT GOVERNMENTPlan. The amendment process includes public consultation. After approval by the Minister, amendments are subject to disallowance by either House of the Commonwealth Parliament. The process of review and amendment responds to the contemporary environment while ensuring that development accords with the national significance of Canberra.

Attribute 2.4 Detailed project plansPlease explain the nature and basis of the ‘appropriately detailed project plans’ that support the projects in the infrastructure project pipeline required under part c of this criterion. What degree of certainty is there regarding the likelihood, nature and mode of delivery of the projects in the pipeline?

Response 2.4The annual budget process requires the development of individual business cases which are required to contain project plans or functional briefs – and the outcomes of previous feasibility and design projects. In addition agencies prepare rolling four-year indicative capital works or infrastructure programs, to assist in forward planning.

The Territory has centralised procurement processes. ACT Procurement Solutions assists agencies in identifying appropriate procurement strategies for delivering individual capital works projects.

The Territory has also adopted the national best practice guidelines for public private partnerships, and in doing so, considers whether any public infrastructure projects with a capital investment over $50 million could be delivered through alternate procurement methodology including PPPs4.

This analysis is typically undertaken after the preliminary evaluation or feasibility work is completed. Treasury maintains the capacity to engage expert advice to assist in these determinations.

All capital works projects require implementation or project plans which are appropriate to the size and complexity of the project. The key elements of an individual implementation or project plan, discussed in Response 1.3, are required as part of the business case seeking funding which is submitted to the Budget Committee of Cabinet as part of the annual budget process.

Once the Budget Committee of Cabinet approves a project, the implementation or project plan is finalised.

Finalised plans contain functional briefs that detail the project scope, contain project schedules and list project milestones. They also identify project stakeholders or owners and the make-up of the steering committee where the project size or scope warrants one.

2.3 Other commentsThe Commonwealth Government also undertake periodic reviews of the National Capital Plan.

4 Infrastructure Australia, ‘National Public Private Partnerships: Policy Framework’, December 2008.


ACT GOVERNMENT

Chapter 3 Criterion Three: Nationally Significant Infrastructure

3.1 Context The ACT’s status as host of the national capital arguably bestows national significance to its key infrastructure elements. Supported by the Commonwealth’s Nation Building – Economic Stimulus Plan, the ACT has invested significantly in planning and implementing significant new infrastructure projects and systems.

Ensuring an adequate water supply in an uncertain climate future is critical to Canberra’s future viability. The ACT has initiated the enlargement of the Cotter Dam, the Murrumbidgee to Googong Water Transfer and the Tantangara Transfer to maintain Canberra’s water security over the coming decades. ActewAGL is similarly ensuring the security and reliability of Canberra’s electricity supply by building a second bulk supply point at Williamsdale.

Through private sector investment, Canberra Airport is being significantly upgraded to increase its capacity, including acting as a regular entry point for international business and private travellers.

The Canberra Airport is also exploring the potential to serve as a national 24 hour freight hub and dispatch point. This possible function would link in with other intermodal transfers, including the planned development of the Majura Parkway. Canberra Airport would also link in with the possible development of a high speed rail link between Sydney and Melbourne.

While the Canberra Airport is privately owned, and governed by Commonwealth legislation, the ACT Government and the Airport work closely on planning and related issues. For example, major road works to Pialligo Avenue was a collaborative project supported by investment from both parties.

The ACT Government and the Canberra Airport recently signed a Memorandum of Understanding formalising its sound working relationship. ACT officials meet regularly with the Canberra Airport (including central agencies, Department of Territory and


Capital city strategic planning systems should provide for nationally-significant economic infrastructure (both new and upgrade of existing) including:

transport corridors,

international gateways,

intermodal connections,

major communications and utilities infrastructure, and

reservation of appropriate lands to support future expansion.

ACT GOVERNMENTMunicipal Services and ACT Planning and Land Authority Chief Executives and representatives).


3.1.1.1 Hierarchy of plans (criterion two)The ACT Spatial Plan and the ACT Infrastructure Plan are critical in the identification of essential ACT infrastructure and for ensuring appropriate planning actions to support their development.

3.1.1.2 Strengthening capital city networks (criterion five)The redevelopment of the Canberra Airport will provide the capacity for improved connections with other capital cities. The development of the Majura Parkway provides improved access from Canberra to Sydney, including for freight from Canberra Airport.

3.1.1.3 Planning for future growth (criterion 6)Water and electricity security projects are currently underway to safeguard the future supplies of these essential utilities for ACT residents as the city expands and increases in density.

3.1.1.4 Investment priorities and frameworks (criterion seven)The Infrastructure Plan sets out a rolling plan of priorities for the ACT, helping guide the construction industry to plan for likely future infrastructure projects.

The Canberra Airport precinct is an example of a major site for private sector investment and development, providing a significant industry and employment centre next to important air and road infrastructure.


ACT GOVERNMENT


Attribute 3.1Does the capital city strategic planning system identify new nationally-significant economic infrastructure against the different categories listed at right? Please outline any such infrastructure needs and indicate where these needs have been documented.

How is this new nationally-significant economic infrastructure provided for in the capital city strategic planning system?

Response 3.1The ACT Government takes an integrated and long-term approach to infrastructure planning. Agency infrastructure planning is guided by the Government’s long term objectives, strategic service planning and the national policy context, and is expressed in Strategic Asset Management Plans. These plans help identify nationally significant infrastructure, and inform medium-term, across government infrastructure planning, as expressed in the ACT Infrastructure Plan, and investment decisions in the annual budget process.

a) Transport CorridorsThe Spatial Plan identifies key current land uses and transport routes and future opportunities at the metropolitan and ACT-wide scale. This includes actioning key initiatives over the short, medium and longer term.

At the sub-metropolitan scale more detailed work is undertaken to ensure that infrastructure planning is integrated in a network context and to meet land use goals and objectives. The National Capital Authority’s National Capital Plan also documents ‘high level’ land use intentions including some infrastructure.

There are three national transport routes into the ACT – the Barton, Monaro and Federal Highways. A number of roadways link into and beyond these roads within the metropolitan area. The capacity of the road network for freight is an integral part of transport planning.


Nationally-significant economic infrastructure – self-assessment Capital city strategic planning systems should provide for nationally-significant economic infrastructure—new infrastructure

ACT GOVERNMENT

b) International gatewaysThe Canberra International Airport is an important element of theTerritory’s economy and the ACT Government will continue to support the planned expansion of both passenger and freight activity.

These developments complement the ACT Government’s ongoing efforts to attract new migrants and businesses to the Territory, and also facilitate the diversification of the local economy by providing the opportunity for new economic activity.

The importance of the Canberra Airport is referenced in the Canberra Plan, the Spatial Plan, Capital Development (the Economic Plan) and the Infrastructure Plan.

The Government has established a Canberra Airport Integration Committee, the role of which is to:

facilitate dialogue between all members concerning the operation and development of the Airport and the integration of the Airport into the wider community and the ACT planning context;

assist with the implementation of Commonwealth Policy as it applies to Canberra Airport;


Case Study Six: Nationally Significant Infrastructure and ACT Planning

Three ACT priorities for nationally-significant infrastructure are identified in the Infrastructure

Plan, and detailed transport planning, and will only be possible with Commonwealth and ACT

Government partnerships:

Majura Parkway:

A key link in the national freight corridor, Majura will improve freight movement for Canberra

and the region

Northbourne Avenue:

Northbourne Avenue, the major approach to Canberra is the ACT’s first priority corridor for

moving people – by car, public transport, bike and foot. It is also the key approach to the

Nation’s capital.

Canberra Avenue — the Eastern corridor:

The Canberra Avenue transport corridor provides a critical link between Canberra and

Queanbeyan, and will require focus on mode shift to respond to projected growth in the region

and improve cross border connections.

The latter two corridors are reserved as Intertown Public Transport Corridors in the Territory

Plan, the statutory document guiding land use planning in the ACT. The Sustainable Transport

Plan (2004) identified them as key priority corridors.

ACT GOVERNMENT facilitate the implementation of the Canberra Airport Master Plan;

facilitate the integration of Commonwealth Laws and Policy with applicable Territory Laws and Policies in relation to the Airport and surrounding area; and

be a forum where its members can openly discuss issues, policy, disputes, opportunities and other matters in relation to planning and infrastructure.

The membership of the Committee includes:

Chief Executive, ACT Chief Minister’s Department;

Deputy Chief Executive, Policy, ACT Chief Minister’s Department;

Chief Planning Executive, ACT Planning and Land Authority;

Chief Executive, ACT Department of Territory and Municipal Services;

Managing Director, Canberra Airport;

Director of Planning, Canberra Airport; and

Manager, Regulatory Affairs, Canberra Airport.

The Airport’s current Master Plan envisages multiple and expanding roles for the Airport. It seeks to grow the Airport into an international, domestic and regional hub, providing for 6.7 million passengers annually. In addition, it seeks to become an overnight freight hub within five years with associated warehousing and office support, to be a key location for business, retail, industry, security and Defence and a back-up for overflow and bypass traffic from Sydney Airport.

It also anticipates the provision of international services in the near future and completion of a major new terminal within 5 years. The first stage of Canberra Airport’s $350 million upgrade became operational on 14 November 2010.

c) Intermodal ConnectionsAs part of its approach to infrastructure planning and investment, the ACT Government will continue to explore options to:

enhance links between capital city and regional road networks;

support the development of the Canberra Airport; and

potentially develop a Very Fast Train linking Canberra with up to three Eastern capital cities.

At the local level, the ACT Government’s Transport for Canberra Program and strategic public transport planning are focussed on integrating public transport with walking, cycling and short car tips where appropriate, such as Park and Ride facilities, to address the nationally-significant issue of climate change.

Northbourne Avenue: a study in 2010-11 is investigating multi-modal use of this key transport corridor, including public transport priority. In 2011-12 a new commuter cycleway will be constructed. Commonwealth support will be required to construct the full revitalised Northbourne Avenue corridor.


ACT GOVERNMENT Canberra Avenue : a study in 2010-11 is investigating multi-modal use of this

corridor, including public transport priority, commuter cycle connections and park and ride opportunities.

Belconnen to City Transitway : construction of city end measures in 2011-12, and feasibility study into central section. The transitway will include cycle at pedestrian access, supported by park and ride facilities at appropriate locations. The central section would require Commonwealth support to progress.

Park and Ride and Bike and Rid e programs, major stop improvements and real time passenger information system will all be rolled out over the next four years to make intermodal passenger trips the easy travel option in Canberra.

The ACT’s strategic public transport planning identifies a “frequent network” of public transport corridors which will, by 2031, have guaranteed 15 minute or better frequency; this is represented in the map on the following page.

d) Major communications and utilities infrastructure—including water, electricity and telecommunications infrastructure

Canberra is the national capital, and seat of the Commonwealth Government. Providing secure and efficient utility and communication infrastructure is a nationally significant issue. This fact is underscored by the role of the ACT as a regional centre and, in some cases, supplier of utilities to surrounding areas.


ACT GOVERNMENT

Figure 3.1.1 ACT Strategic Public Transport Planning – the 2031 Frequent Network

As discussed on page 30, the frequent network plan shows only those services which will run at 15 minute or better frequency all day by 2031. Two other service types (not shown) provide peak hour and “coverage” or accessible public transport service, but are subject to shorter term network planning, including transport

disadvantage mapping being undertaken in 2010-11.


ACT GOVERNMENT

Source: ACT Government, 2010


ACT GOVERNMENT

Water Security ProjectsIn the first part of this century, the ACT faced a major water security challenge – over the period 2001 to 2006 dam inflows were 63 per cent below the long term average. This prompted a major review of water security options by the water utility, ACTEW, and the establishment of a Water Security Taskforce. In 2007, this culminated in the agreement to a comprehensive water security strategy including the three flagship projects discussed following.

Enlarged Cotter DamThis project involves building a new dam downstream of the existing one to increase the Cotter Reservoir’s capacity from the current 4 gigalitres (GL) to around 78 GL – almost 20 times its current size. The project is expected to be completed in late 2011.

Murrumbidgee to Googong Water TransferThis project involves building a 12km pipeline from the Murrumbidgee River to Burra Creek, allowing up to 100 megalitres of water per day to be transferred from the River to Googong Reservoir. The project will increase the diversity of the ACT’s water supply, and is expected to be completed in 2012.

Tantangara TransferThis project involves purchasing water entitlements from Murrumbidgee irrigators, to allow water to be transferred to the ACT via the Tantangara Reservoir and the Murrumbidgee River. Commercial and intergovernmental negotiations will continue in 2011.

Second Connection to National Electricity GridThe ACT currently has one bulk power supply point, the Canberra Substation. From this substation, ActewAGL distributes electricity to homes and businesses around the ACT and surrounding areas. To ensure the security and reliability of Canberra’s electricity supply, now and into the future, a second independent bulk supply point is being built at Williamsdale. The project will cost $80 million and is expected to be completed by Winter 2012.

e) Reservation of appropriate lands to support future expansionThe Spatial Plan identifies existing and future potential land uses at an ACT wide scale.

Subsequent consideration and documentation of the range of place based issues lead to Structure Plans that are prepared for incorporation into the Territory Plan.


ACT GOVERNMENT


Case Study Seven: Eastern Broadacre Planning

The ACT Government has commenced long term planning for the eastern side of the ACT known as

the Eastern Broadacre area (see Figure 3.1.2 on the following page). This area, which extends from

Majura in the north to Hume, is identified as a future employment corridor in the Canberra Spatial

Plan.

The Eastern Broadacre planning study confirms that the area will have an important role in the future

supply of employment land for the ACT and region. It could provide for a significant range of light

industrial uses, nationally and internationally significant business, and national freight distribution.

The opportunity also exists to consolidate the growing role of the Majura Valley as a defence and

national security hub, and for the area to support further tourism and recreational uses. The study

also identifies areas for conservation, including potential future nature reserves in the Jerrabomberra

and Majura Valleys.

Figure 3.1.2 Map of Eastern Broadacre Area

ACT GOVERNMENT

Attribute 3.2

Please outline the process used to determine the need for the new infrastructure items identified in response to question 3.1. In providing a response, please indicate whether consideration has been given to alternatives to providing new infrastructure, including improving the efficient use of existing infrastructure.


ACT GOVERNMENT

Response 3.2The Planning ProcessMetropolitan and district scale structure planning addresses network infrastructure requirements by undertaking site analysis processes. Further work is then undertaken to analyse technical requirements and environmental issues as part of scoping and concept development.

Overarching guidance relating to infrastructure efficiency and systems innovation is provided through the Territory Plan’s Statement of Strategic Directions, and the Minister for Planning’s Statement of Planning Intent 2010. These both require the application of a triple-bottom-line approach to sustainability.

Once need and nature are established, projects are put forward as part of annual budget processes. Detailed project scoping and control plans are subsequently undertaken to manage design, approval, procurement and construction processes.

Infrastructure Planning Methodology Nationally significant infrastructure projects are identified from agency Strategic Asset Management Plans. The ACT’s Strategic Asset Management Framework identifies the requirement for all agencies to investigate alternatives to asset replacement, including upgrading existing assets and non-asset solutions.

Treasury coordinates interaction with Infrastructure Australia to ensure that any ACT Government projects of national significance are identified for inclusion in the National Infrastructure Pipeline – through the Annual Submission process to Infrastructure Australia.

Attribute 3.3Does the capital city strategic planning system identify existing nationally-significant economic infrastructure that requires upgrade against the different categories. Please outline these and indicate where these have been documented.

How is the upgrade of nationally-significant economic infrastructure provided for in the capital city strategic planning system?

Response 3.3

a) Transport corridorsThe Spatial Plan identifies key current land uses and transport routes and future opportunities at the metropolitan scale. The Spatial Plan nominates that the strategic directions are achieved with an implementation framework. This includes actioning key initiatives over short, medium and longer terms. This specifically includes investment in infrastructure.

At the sub-metropolitan scale more detailed work is undertaken, for example the discussion paper released in 2010 for an area called Eastern Broadacre considers the implications of a range of key future transport facilities for the ACT, in keeping with the guidance the Spatial Plan provides.


Capital city strategic planning systems should provide for nationally-significant economic infrastructure—existing infrastructure

ACT GOVERNMENTThese facilities include the airport as an international facility, a north-south bypass linking current national transport (freight) routes and a high speed rail corridor as part of the Sydney to Melbourne route. These wider metropolitan and subsidiary scales of investigation inform more locally focussed research and strategic policy documents such as Transport for Canberra.

In addition, the National Capital Authority’s National Capital Plan (NCP) sets out general principles and policies to be implemented for planning national and arterial road systems (refer Chapter 6 and the General Policy Plan). The NCP also provides controls for Canberra’s main avenues and approach routes, as “…it is important that the traveller is immediately aware of the special symbolic and functional significance of the National Capital.”

These routes are Designated Areas under the provision of Section 10 (1) of the Australian Capital Territory (Planning and Land Management) Act 1988, which means the National Capital Authority is an approving authority for any works.

The transport corridors are documented as Intertown Public Transport Corridors in the Territory Plan, the statutory planning document guiding land use in the Territory.

b) International gatewaysThe importance of Canberra Airport is referenced in the Canberra Plan, the Spatial Plan, the Capital Development and the Infrastructure Plan. The Government has established a Canberra Airport Integration Committee, the role of which is to:

facilitate dialogue between all members concerning the operation and development of the Airport and the integration of the Airport into the wider community and the ACT planning context;

assist with the implementation of Commonwealth Policy as it applies to Canberra Airport;

facilitate the implementation of the Canberra Airport Master Plan;

facilitate the integration of Commonwealth Laws and Policy with applicable Territory Laws and Policies in relation to the Airport and surrounding area; and

be a forum where its members can openly discuss issues, policy, disputes, opportunities and other matters in relation planning, infrastructure, and Airports.

See Response 3.1 (b).

c) Intermodal ConnectionsSee response 3.1 (c)

d) Major communications and utilities infrastructure—including water, electricity and telecommunications infrastructure

See Response 3.1 (d) relating to the water security projects such as the Cotter Dam, Murrumbidgee to Googong, Tantangara and connection to the national electricity grid.

These projects are critical for Territory and national security to secure water supply and support forecast population growth, and climate change predictions by CSIRO, and support effective National Broadband Network connections. Critical infrastructure facilitation legislation is being prepared by ACTPLA to facilitate planning approvals to remove time constraints associated with such projects.


ACT GOVERNMENTe) Reservation of appropriate lands to support future expansionIn planning for future ‘greenfields’ developments, the Structure Plans incorporate easements of land for infrastructure, taking account of anticipated present and future needs in keeping with guidance provided by the Spatial Plan.

In planning to increase the density of already developed urban areas, infrastructure capacity studies with associated surveys, are undertaken early to inform development and identify potential limitations and dependencies. These are undertaken prior to more detailed urban planning studies, community consultation and land release scheduling.

f) OtherThe Government’s Commercial Land Release Program (CLRP) includes specific sites earmarked for Commonwealth Government office buildings. Due to the current high vacancy rates of office space, the CLRP requires these sites to be ‘release ready’, so the ACT Government can respond quickly to Commonwealth requests for land for offices.

Attribute 3.4

Please outline the process used to determine the need to upgrade existing infrastructure. In providing a response, please indicate whether consideration has been given to other strategies to ensure the efficient use of existing infrastructure.

Response 3.4Agencies receive a base funding allocation to maintain and upgrade existing assets (Capital Upgrades). Project allocations are based on information included in agency Strategic Asset Management Plans (SAMPs).

In preparing SAMPs, agencies are required to explore “non-asset” solutions to service delivery requirements including:

redesigning the service to reduce the need for assets;

increasing the utilisation of existing assets;

using the private sector to provide parts or all of the service so assets will be controlled and operated by contractors rather than the agency;

innovation; and

asset re-use or revitalisation.

Funding for major asset upgrades is through the annual budget process where requests are also assessed against SAMPs. Funding decisions for these major upgrades are assessed in conjunction with requests for new infrastructure assets.

The Department of Treasury has been funded to undertake a whole-of-government project to enhance strategic asset management planning. This has been built into longer term infrastructure planning.

As part of the Spatial Plan review, the Territory is also looking more broadly at the question of infill development to optimise its use of land and existing infrastructure.


ACT GOVERNMENT

Chapter 4 Criterion Four: Nationally Significant Policy Issues

4.1 ContextThe ACT is unique among Australia’s jurisdictions: a city-state with limited primary industry resources and an economy strongly influenced by the presence of the Commonwealth workforce.

These distinctive elements present opportunities and challenges in responding to emerging national issues that need to be taken into account when considering the ACT’s systems under this criterion.

The ACT’s capacity to address national as well as territory level policy issues has rested on its strong, integrated strategic planning systems, which have been central to the Territory’s governance since its establishment. The Canberra Plan is at the apex of this planning structure, and is supported by economic, spatial and social plans.

Further plans, such as the Infrastructure Plan, the Weathering the Change (climate change) action plan and the Sustainable Transport Plan support, reinforce and link the four primary plans.

Capital Development, the ACT’s economic plan, gives flexible guidance to the pursuit of ongoing improvements in productivity and global competitiveness. The ACT’s strong economy is also drawing continuing population growth. The ACT’s planning processes are supported by a clear understanding of the direction of demographic


Capital city strategic planning issues should address nationally-significant policy issues including:

population growth and demographic change,

productivity and global competitiveness,

climate change mitigation and adaptation,

efficient development and use of existing and new infrastructure and other public assets,

connectivity of people to jobs and businesses to markets,

development of major urban corridors,

social inclusion,

health, liveability, and community wellbeing,

housing affordability, and

matters of national environmental significance.

ACT GOVERNMENTchange through the Confronting the Demographic Challenge initiative and the ACT Information Development Plan.

4.1.1 Development of major urban corridors

At the commencement of self-government, the ACT inherited a generous Commonwealth legacy of excellent infrastructure systems, but has needed to dedicate significant financial support to maintaining, updating and extending Canberra’s infrastructure systems.

The ACT Government has increased its ongoing infrastructure funding, establishing the $1 billion strategic infrastructure program, Building the Future in 2008-09. The ACT is maintaining its strong urban corridors in the development of greenfields sites, but also through increasing urban infill consolidation

4.1.2 Social inclusion

The ACT also has a strong policy commitment to social inclusion. This includes a targeted approach to improving housing affordability. The ACT continues to rank highly, relative to other jurisdictions, on indicators such as community health and educational achievement.

4.1.3 Health, liveability, and community wellbeing

The ACT’s strategic planning system is designed to support and facilitate health, liveability and community wellbeing. This is achieved through its strategic planning and related policy documents that detail various aspects of liveability, affordability, environmental responsibility, economic vitality and identity.

4.1.4 Housing affordability

The ACT Government has a range of measures in place to address the issue of housing affordability. The Affordable Housing Action Plan, now in its second phase, reflects this with a suite of measures to assist Canberrans to access a range of tenure options. Priority areas range from addressing homelessness, rental affordability, and programs to assist first homebuyers enter the property market.

4.1.5 Matters of national environmental significance

The ACT has been a national leader in setting greenhouse gas emission reduction targets. In 2010, the ACT legislated targets for emissions, including reductions of 40 per cent less than those in 1990 by 2020.

The ACT is developing a revised climate change action plan to guide action towards these targets.

The ACT’s commitment to broader national environmental matters is demonstrated by it having the highest levels of nature reserves in Australia, and the ACT’s co-operation with the Commonwealth in dealing with matters of national environment significance through a bilateral agreement.


ACT GOVERNMENT4.2 Attributes of consistency

Attribute 4.1Please outline and describe the methods used to define and analyse nationally-significant policy issues.

What are the strategies, actions, initiatives and/or mechanisms the capital city strategic planning system employs to address nationally-significant policy issues?

In addressing nationally-significant policy issues, what methods have been used to determine the most effective strategies, actions, initiatives and/or mechanisms?

Please include a separate response for each issue identified in boxes (a) through (k) to the right.

Response 4.1

a) Population growth and demographic changeThe ACT Government is committed to high quality planning and policy development, and accurate population projections are fundamental to this process.

As part of the Confronting the Demographic Challenge initiative, the Chief Minister’s Department was funded through the 2008-09 ACT Budget to produce demographic analysis and to inform the Government about the changing nature of Canberra’s population.

This initiative funds a regular program of work which supports strategy, policy and planning across government, including:

biennial updates to ACT Government population projections disaggregated by age-by-sex and suburb-level;

targeted demographic research and reporting; and

coordination and implementation of the ACT Information Development Plan.

Projections of the level, characteristics and location of the ACT's future population are fundamental to quality policy development and informed decision-making.

Demographic analysis and population forecasting inform the Government about the changing nature of Canberra’s population and helps agencies to efficiently plan and deliver infrastructure and services to the community.

The ACT Information Development Plan, 2008-2011 (IDP) was prepared by the Chief Minister’s Department and the Australian Bureau of Statistics to recognise and give effect to the important role that quality statistics play in informed decision-making within governments, business and the community.

The IDP provides a high level strategic framework for a whole-of-government approach to improving the management and development of statistical resources for the Territory.


Nationally-significant policy issues – self-assessment Capital city strategic planning issues should address nationally-significant policy issues.

ACT GOVERNMENT

All ACT Government agencies are committed to developing and improving their statistics to better equip them to develop policies and programs that meet the current and future needs of their clients. The IDP provides a framework for advancing the availability and quality of statistical information in the ACT, and constitutes a significant step in advancing evidence-based policy research within the ACT Government.

The importance of the region surrounding the ACT is recognised in the Canberra Plan, the Spatial Plan, Capital Development and the Infrastructure Plan. The ACT Government has also undertaken a number of studies examining the impact of the region on the local economy and the Chief Minister’s Department is currently undertaking demographic work to take a wider regional perspective and ensure that the ACT strategic planning system takes better account of these regional impacts.

b) Productivity and global competitiveness

The ACT Government’s economic plan, Capital Development, is focused on increasing productivity and global competiveness by:

investing in people;

building infrastructure and planning for the future; and

encouraging business and innovation.

These strategies support productivity growth by:

increasing human capital;

increasing physical capital, both private and public;

ensuring effective use of scarce land resources; and


Case Study Eight: Demographic Information Informs ACT Planning

The age-by-sex and suburb-level projections are used by all ACT Government

agencies. They are used by:

the Department of Education and Training to determine when and where new schools might be needed;

the Department of Land and Property Services to support land release;

ACT Health to plan hospital and health services;

the Department of Housing and Community Services to plan for disability services;

by ACTEW for water and sewerage planning; and

by TAMS for traffic modelling.

ACT GOVERNMENT facilitating new and more efficient ways of doing business and combining

economic resources.

The actions and initiatives to achieve these outcomes are outlined in more detailed plans including ACT Skills Future, the Infrastructure Plan, and Canberra’s 2010-11 Business Prospectus: See Your Business in Canberra – Australia’s Capital.

As an example of the ACT Government’s commitment to productivity and global competitiveness, it delivers funded trade development, investment facilitation, and innovation support programs to the ACT business community.

These programs build enterprise capability and productivity performance exposing the business community to international competitiveness factors. These factors include sources of innovation and global supply chains.

The ACT Government also has a specific program in place to develop key sectors such as ICT, international education, the defence technology sector and creative industries.

During 2010, the ACT Government initiated a Tertiary Taskforce to investigate options and identify opportunities to optimise Territory investment in the tertiary education sector. The initiative aims to identify actions to promote education further as a major business sector for the ACT. The Taskforce’s report will be released soon.

c) Climate change mitigation and adaptationThe Spatial Plan Evaluation Project currently underway is reviewing measures to mitigate and adapt to the climate change impacts on human settlements reflected in Weathering the Change - Action Plan 1.

Specific research has been undertaken to understand the need for any amendment of strategic spatial planning documents. The key findings are to address the locally identified risks – increased extreme heat, bushfire and storm flooding, decreased water supply, with spatial solutions at all scales throughout the metropolitan area, with the different urban form types.

The project is also exploring the issue of social disadvantage and consequent higher vulnerability and reduced capacity to respond and adapt to climate change. Cross agency information sharing has been key to this work and understanding the impact of social disadvantage and possible solutions.

The Climate Change and Greenhouse Gas Reduction Act 2010 (the Act) was recently passed in the ACT Legislative Assembly. The Act establishes a non-binding greenhouse gas (GHG) emission reduction target for the ACT of zero net emissions by 2060, with non-binding interim targets of 40 per cent less than 1990 emissions at 2020; and 80 per cent less than 1990 emissions at 2050.

Weathering the Change — Action Plan 2, will be released in 2011 and will set out strategies and actions in detail to reduce greenhouse gas emissions, against efficiency and value for money criteria.

Climate change vulnerability is a significant risk which the ACT Government is working to manage. Adaptation and risk mitigation approaches to climate change have highlighted the impact of our current infrastructure decisions on future generations. In particular, this relates to locking in higher carbon infrastructure.


ACT GOVERNMENTClimate change also has significant potential to disrupt or damage existing or future infrastructure, which means we need to assess this risk and incorporate into asset maintenance or design processes.

The ACT Government acknowledges that many nationally-significant policy issues such as climate change require innovative solutions that respond to local realities while drawing on best-practice nationally and internationally.


Case Study Nine: ACT Sustainable Future Program

The Sustainable Future Program is part of the ACT Government’s strategic approach to

making Canberra more sustainable and building resilience to climate change.

As part of ACTPLA’s Sustainable Future Program, the urban form analysis project measured

and compared the social and environmental performance of seven case study areas; four

Canberra suburbs - Reid, Kingston, Gungahlin and Weston - and three overseas residential

developments that are showcases for sustainability - Kronsberg in Hannover and Vauban in

Freiburg in Germany, and Dockside Green in Victoria, Canada.

Figure 4.1.1 Summary of Results from ACT Urban Form Analysis Project

Source: ACT Government 2010

The suburbs of Reid, Kingston, Gungahlin and Weston were chosen because they have

different and representative types of Canberra’s suburban urban form.

Sustainability performance was measured in four ways:

land use – compact layout and efficient land use;

resource use – efficient energy and water use in private households;

diversity – housing choice and socio-demographic mix; and

connectivity – ease of movement, amenity and proximity of local services.

The key findings and conclusions from the urban form analysis were:

There is no such thing as a standard Canberra suburb.

None of the four Canberra study areas performs outstandingly across all the performance

indicators.

Canberra’s suburban land-use patterns are less efficient than they could be, particularly in the

quantity of land allocated to single detached residential buildings or low density housing and

the underutilised public lands that are roadways.

Road verges could be safe, convenient and interactive corridors of green open space that

improve urban ecological functions and link to conserved natural resources in open spaces.

Stormwater management and rainwater retention infrastructure should be publicly visible and

applied to all layers of all developments (block, street, section and estate scales).

Rapid public transport systems significantly reduce car dependency, particularly where the

urban design provides a high quality walkable public realm and essential services are in the

local area.

District scale co-generation (power) plants and low-energy buildings that are built-in to estates

can make a significant difference to CO2 emissions and operational costs (affordability).

A mix of types, tenures and sizes of buildings at the section scale can achieve a balanced and

diverse social mix.

The findings and full documentation of the Sustainable Future Program are publically available.

A summary of the Urban Form Analysis project and outcomes is at Appendix A.

http://www.actpla.act.gov.au/topics/significant_projects/change/sustainable_future/sustainable_future_research/

ACT GOVERNMENT


ACT GOVERNMENTd) Efficient development and use of existing and new infrastructure and other

public assetsThe ACT Government’s Strategic Asset Management Framework guides the acquisition, use and disposal of infrastructure and public assets, to enable agencies to meet their service delivery objectives efficiently and effectively.

The Framework requires that agencies develop a Strategic Asset Management Plan (SAMP), which should be reviewed annually. These Plans outline:

agency objectives and services;

the existing asset base;

the asset panning strategy including links to service delivery, projected requirements for changes in demand, projected requirements for enhancement of services or assets, gap analysis, future strategies and non-asset solutions;

strategies to sustain and maintain assets;

asset acquisition options;

asset disposals; and

funding implications.

SAMPs must be submitted to Treasury before 30 September each year. These plans guide agency service and infrastructure planning, and inform Government decisions through the annual budget process.

The Territory’s procurement system is also underpinned by the concept of ‘value for money’ which aims to ensure efficient delivery of infrastructure projects.

e) Connectivity of people to jobs and businesses to marketsThe development of Canberra has been based on the accommodation of growth by the development of new “towns” each with a town centre providing substantial and diverse community facilities, employment, retail, and personal services.

The centre in each of the new towns is complemented by group centres serving a group of suburbs and local centres which are walkable within neighbourhoods. This hierarchy of centres provides work opportunities and services close to homes and function as activity ‘hubs’, supporting the provision of public transport.

Difficulty in influencing the location of Commonwealth office employment has led to a reappraisal of this previous approach, now being complemented by a “people to the jobs” strategy.

Some 55 per cent of jobs in Canberra are found in North and South Canberra while these areas have 18 per cent of Canberra’s resident workforce.

The Spatial Plan is based on urban densification within 7.5km of Civic with the objective of increasing housing options in these areas and consequently the share of public transport, cycling and walking on the journey to work.

The ACT Government also invests significant resources and efforts to encourage and support private sector development at the small and micro firm level and potential firms in high growth trade sectors.

f) Development of major urban corridors


ACT GOVERNMENTCanberra’s post WWII development has been a corridor in the shape of a “Y” (the Y-Plan), a polycentric city of new towns around the city centre (Civic) and the original inner north and south urban areas. These have been constructed progressively since the 1960s in the form of the areas: Woden-Weston Creek; Belconnen; Tuggeranong; and the current development front, Gungahlin. Each has a town centre and is interlinked by physical and social infrastructure with the other towns.

The Spatial Plan departed from the linear structure of the Y-Plan in key areas by seeking to provide a more sustainable and compact city form. Whilst the current dispersed land use pattern of Canberra has provided good residential and environmental amenity, it has come at a significant cost through continued considerable investment in building and maintaining an extensive public infrastructure, especially roads.

The Spatial Plan identifies areas for new urban development within a 7.5 and 15 kilometre radius of Central Canberra. This approach aims to maximise provision and use of infrastructure and services and to provide for a range of housing choices for the community as it progresses through the housing life cycle. It also identifies three employment corridors and the need for greater east-west transport connections.

Construction is underway in Molonglo, the next major greenfields area in the ACT. Molonglo was not identified for development as part of the Y-Plan. However, its identification as the next settlement area was influenced by its proximity to the existing metropolitan area and efficiency of infrastructure provision. Additional potential benefits of the Molonglo development include facilitating a higher modal shift to sustainable transport options including cycle short trips to access the work, retail and recreational opportunities in Canberra City, Woden and Belconnen.

The ACT Government has also started long-term planning for the Eastern Broadacre area along the ACT’s eastern border. The Canberra Spatial Plan identifies the area as a potential future employment corridor, and the area will receive stronger emphasis in the next version of the revised plan under development.

Over recent years, the Canberra Airport precinct within the area has rapidly grown as an employment centre, effectively developing into a new town centre. The Eastern Broadacre area is also important for its land transport routes, containing the Monaro Highway, the future Majura Parkway with its links to Sydney via the Federal Highway and the Sydney-Canberra rail link.

g) Social inclusionSocial inclusion has been an important driver in across government social policy since the release of the Social Plan in 2004. Equity, opportunity and a respect for human rights5 are core government themes and inform planning and operation processes across functions.

The ACT addresses this nationally significant issue by incorporating this concept in its key strategic planning documents such as the Canberra Plan, Spatial Plan and Social Plan. The effectiveness of this integrated and strategic approach as a facilitator of social inclusion is assessed through central agency oversight and coordination. This includes across government reporting on societal progress indicators.

5 The ACT introduced its Human Rights Act in 2004.


ACT GOVERNMENTAt the operational level, the effect of this strategic approach is evident in strategies such as the Affordable Housing Action Plan discussed in the Housing Affordability section of this Chapter.

Strategic PlansInclusion is part of the vision outlined in the Canberra Plan. It is reflected in one of the Plan’s themes - a fair and safe community. It is also embedded in Measuring Our Progress6, the ACT’s online report card against 28 outcome indicators (including the Gini Co-efficient).

Inclusion is also built into the Spatial Plan, which seeks to ensure that by 2032 Canberra will be a more inclusive city that values the diversity of its people. One of the key goals of this plan is to create and maintain a healthy city, which would be achieved through the following objectives:

providing opportunities for a diverse range of housing for the full range of household types and lifestyle preferences;

facilitating the equitable distribution of services and facilities, including education, health care, arts and recreational facilities;

improving safety and perceptions of safety within the community; and

facilitating an environment that provides shared access to public spaces and promotes healthy activities.

Community Inclusion Policy AgendaThe ACT Government uses the term community inclusion to reflect its commitment to fostering social cohesion through policies and initiatives that address disadvantage by facilitating participation in the community.

Notwithstanding strong economic and educational attainment among Canberrans, including the highest average incomes in Australia, from 2004 to 2009 the ACT Government has invested in developing a more inclusive city and established a Community Inclusion Board.

Since mid-2009, the community inclusion policy agenda has been led by the Chief Minister’s Department in partnership with agencies and the non-government sector.

The primary elements of the current community inclusion policy agenda are:

targeting priority areas for concerted effort across government;

listening to community views about building a cohesive community and reducing disadvantage;

research partnerships to continue to build the evidence base to support good decision making; and

a Community Inclusion Sub-Committee of Cabinet to review progress.

The first three priority areas for effort across government and the community are long term unemployment, homelessness and addressing the needs of vulnerable families. Additional areas will be added to this action plan over time, for example, integrated across agency responses for offenders and their families.

6 www.measuringourprogress.act.gov.au


ACT GOVERNMENTCommunity inclusion will be the guiding theme of the updated Canberra Social Plan to be released in early 2011. The updated Canberra Social Plan 2011 is premised on a commitment to an inclusive community and the themes of connection, belonging and collaboration.

The Government is also conscious of the need to ensure that hard to reach sections of the community are engaged. This is part of the Government’s revised community engagement protocol and was also an aspect of the recent Canberra 2030: Time to Talk7 initiative. The final report on the outcome of this consultative process is due for release in January 2011.

7 Further information on this initiative can be found at: www.Canberra2030.org.au


Case Study Ten: Improving Connections in Disadvantaged Areas to Employment Opportunities

The Home to Work pilot project is one example of work underway in the ACT to

improve connections for people living in disadvantaged areas. In particular, it has

been designed to improve the opportunities of public housing tenants living in the

inner-north of Canberra.

The project is based on two earlier ACT Government research projects that showed:

long term unemployment is geographically concentrated in small pockets of

Canberra that also have multi-unit public housing; and

that Public Housing tenants describe the “service run-around” as a barrier to finding

work.

Home to Work was funded through the Commonwealth Government Innovation

Fund, the ACT Chief Minister’s Department and Department of Disability, Housing

and Community Services. The Commonwealth has funded Anglicare Canberra and

Goulburn as the Project Manager of this initiative.

The University of Canberra will independently evaluate the project to assess the

experiences and outcomes for tenants, and the challenges and opportunities for

working in innovative and collaborative ways. The evaluation will further inform

‘joined-up’ policy development and service delivery to better connect people who are

disengaged from the labour market with the community, education, training and

employment opportunities.

The Home to Work pilot also complements the significant reforms underway in the

social housing and homelessness sectors under the National Affordable Housing

Agreement.

http://www.Canberra2030.org.au/

ACT GOVERNMENT

Other Government StrategiesSocial inclusion is embedded in a range of ACT Government strategies and initiatives. Progress on the social inclusion agenda and wider across government initiatives is reported in the 2009 Social Plan Biennial Report and the 2010 Canberra Plan Annual Report.


Case Study Eleven: Identifying Areas of Disadvantage

There has been growing research and policy interest in locational and place-based

responses to disadvantage. As a whole, the ACT is a relatively affluent community in

which disadvantage and social exclusion have been geographically dispersed.

The Chief Minister’s Department has been analysing Australian Bureau of Statistics

(ABS) data to better understand the locational dimensions of disadvantage in

Canberra. Socio-Economic Indexes for Area (or SEIFA) are generated from ABS

Census data and widely used by governments and researchers to analyse relative

advantage and disadvantage across areas. Analysis of SEIFA data at the postcode or

suburb level can mask variations in the ACT, where there is a tendency for highly

disadvantaged households to be in close proximity to highly advantaged households.

To better understand locational disadvantage within suburbs, locally and nationally the

Chief Minister’s Department has developed a proposal for the ABS Annual Statistical

Consultancy Fund to analyse SEIFA at the lowest level available such as at the census

collection district. The proposal is currently being developed into a project plan by the

ABS with a project expected to commence in 2011.

This work builds, in part, on earlier research commissioned by the ACT Government

and published in 2008 as Long Term Unemployment in the ACT.

The project outcome will be used to inform broader social analysis and demographic

work.

Another area for future work is the greater use of more detailed local area social and

economic data in conjunction with ACTmapi, a web-based tool for viewing maps and

geographic information about the ACT.

http://www.actmapi.act.gov.au/

ACT GOVERNMENTh) Health, liveability, and community wellbeingThe ACT’s strategic planning system addresses this significant policy issue through its strategic planning and the related policy documents that detail various aspects of liveability, affordability, environmental responsibility, economic vitality, and identity.

These policies are reflected through the following themes in the Canberra Plan:

Quality Health Outcomes;

a Fair and Safe Community;

a Vibrant City and Quality Neighbourhoods; and

a Sustainable Future.

These themes are reported on in annual reports against the Canberra Plan and through relevant societal outcome indicators on the Measuring Our Progress website.

The latest report against the Canberra Plan sets out achievements in health planning. These achievements are informed by the Capital Asset Development Plan which seeks to target major investments in health infrastructure and service delivery through long term population health planning.

This is a structured and comprehensive response to the pressures of an ageing population, changing technology, new models of care, and provider and consumer expectations. The impact of demand for health services in the growing regional population is also an issue. The Capital Asset Development Plan covers infrastructure for all public health services including community health and community-based post-hospitalisation support.

The ACT Health strategic framework includes a range of health policies and initiatives including wider preventative health strategies and targeted responses to such issues as GP shortages. Along with other jurisdictions, the ACT is also participating in COAG health reforms.

Policy issues around liveability and community wellbeing are embedded in the goals and objectives of the Spatial Plan. ‘City Design for Liveability and Wellbeing’ was also one of the areas explored in Canberra 2030: Time to Talk as part of the process of updating this plan.

A discussion paper on this issue encourages community debate on questions of amenity of public spaces, housing choice and diversity, transport, access to services and making sure our services meet the needs of the community, particularly the vulnerable.

The engagement also addressed issues around urban sprawl and alternatives such as urban infill and related community impacts. A report on the outcomes of the Canberra 2030 consultation will be released in early 2011.

Other relevant initiatives across government relate to sustainable transport options, housing affordability, public housing initiatives, investment in community facilities on former school sites, local centre improvements and upgrades and public art.

Comprehensive detailed planning for implementation of strategic policies occurs at various scales to deliver neighbourhoods that have high amenity and safety for people that balance environmental impacts and biodiversity conservation, and manage risks.


ACT GOVERNMENTThe ACT undertakes a comprehensive planning process to support land development that starts with detailed investigations and site analyses. This is followed by district and neighbourhood outline planning, Structure Plans, which in turn are further developed into detailed planning and design frameworks, Concept Plans and/or Precinct codes, which facilitate the design and development of urban estates.

i) Housing affordabilityThe ACT Government has adopted the widely used definition of affordable housing as ‘housing that is safe, appropriate and accessible and where housing services are purchased for 30 per cent or less of a household’s gross income’.

Given that affordability and housing stress are matters of great concern for low-income households, the ACT Government applies a 30 per cent ratio to the bottom 40 per cent of income earners. In the case of the ACT this would be up to a household income of around $58,000 a year.

In analysing and calculating housing affordability, the ACT Government uses data from:

the Australian Bureau of Statistics (ABS); the ACT Planning and Land Authority (ACTPLA); the Real Estate Institute of Australia (REIA); the Registrar-General’s Office; and ACT Treasury.

A key measure used in all the analysis is the distribution of incomes across all families in the ACT. This is used as a guide to set thresholds for the various entry points into housing through either the public and community sector or through the private market.

The Chief Minister announced the establishment of the Affordable Housing Steering Group on 15 August 2006 “to advise the Government on initiatives to increase the supply of affordable housing in the ACT”.

The Steering Group was chaired by the Chief Minister’s Department, with participation from the ACT Department of Treasury, and the Department of Disability, Housing and Community Services. The Steering Group made recommendations to Government on initiatives to increase the supply of affordable housing in the ACT and identified and assessed the factors that promote housing affordability which can be influenced by the ACT Government.

In developing its recommendations, the Steering Group examined the effectiveness of initiatives to address housing affordability currently being undertaken in other jurisdictions, and their appropriateness in the ACT context. It also liaised with relevant organisations and agencies in other jurisdictions examining housing affordability, including but not limited to Federal and State Housing and Planning Ministers, industry groups and community organisations.

Since the release of the findings, ongoing policy development has been undertaken by the Department of Land and Property Services to ensure the plan’s objectives remain relevant and effective.

The ACT Government introduced its Affordable Housing Action Plan in 2007 and signalled that this matter will be a priority for the Government over the coming years. Containing 63 objectives, the plan seeks to address housing affordability through


ACT GOVERNMENTincreasing the supply of residential land available in the market and a range of targeted measures.

The targeted measures cover a wide spectrum of housing and planning related issues including initiatives aimed at home ownership, affordable rental properties, community and public housing, and planning and legislative reform.

In August of 2009, the Government released Phase II of the Affordable Housing Action Plan to build on the achievements from Phase I with a further 21 initiatives to meet the housing needs of older Canberrans and the homeless.

The latest progress against the ACT Government’s Affordable Housing Action Plan is as follows:

51 objectives have been fully implemented with many being monitored and refined on an ongoing basis;

11 objectives have been partially implemented; and

22 objectives are not yet implemented.

j) Matters of national environmental significanceIncreasingly, the development of new urban areas is requiring approvals under the Commonwealth Environmental Protection and Biodiversity and Conservation Act. This has added a further layer of process and led to delays and in some cases prevented the release of land.

The ACT Government acknowledges the importance of conserving our national and local biodiversity and is working to ensure that matters of National Environmental Significance are assessed and identified at the earliest possible stage in the planning process. This could be at the sub-metropolitan, district or suburb level.

Subsequently, consultation is undertaken with the relevant Commonwealth agency to scope the range of issues and determine how the best obtain the necessary approvals.


Case Study Twelve: Bilateral Agreement between the ACT and Commonwealth

The ACT Government has signed a bilateral agreement with the Commonwealth Government in

respect to the Environment Protection and Biodiversity Conservation Act 1999. The agreement

aims to minimise duplication of environmental assessment processes, strengthen

intergovernmental co-operation, and promote a partnership approach to environmental

protection and biodiversity conservation.

In particular, the agreement provides for the accreditation of the ACT's Environmental Impact

Assessment processes to ensure an integrated and coordinated approach to identifying

conditions of approval from both the Commonwealth (under the EPBC Act) and the ACT (under

the Nature Conservation Act).

ACT GOVERNMENT

Attribute 4.2How does the capital city strategic planning system provide opportunities for review of nationally-significant policy issues? What are the mechanisms/processes to adapt the relevant strategies, actions, initiatives and/or mechanisms in light of this review?

Response 4.2The ACT Government regularly reviews its strategic planning processes and policy settings to ensure they reflect changing circumstances. These processes are discussed in detail in Chapters 1 and 9 respectively.

Having regard to the need for flexibility and responsiveness to significant shifts in the national context, the ACT Government has a range of adaptive processes. Where significant recommendations or agreements are reached through COAG, for example, the Government seeks to identify, and where necessary, implement modifications to policy settings to accommodate both local and national objectives.

From a procedural perspective, the response is tailored to the situation and breadth of the change required. Generally, agencies will coordinate matters of inter-jurisdictional significance through central agencies and seek agreement from Cabinet in response to emerging nationally significant policy issues.

The new strategic framework, however, has provided strong policy consistency with these emerging national reform agendas. For example, the Social Plan provided a strong base to initiatives in areas such as education, early childhood development, and integrated service delivery through child and family centres.

Attribute 4.3Does the capital city strategic planning system include performance measures or key performance indicators to monitor the effectiveness of strategies, actions, initiatives and/or mechanisms to address nationally-significant policy issues?

Please attach relevant documentation.

Response 4.3The ACT Government has a well developed system of performance indicators, which cover both locally and nationally significant policy issues (such as climate change and social inclusion). See section 9.4 for further information.


ACT GOVERNMENTAttribute 4.4How does the capital city strategic planning system manage the policy trade-offs between the identified nationally-significant policy issues?

Response 4.4The ACT Government has a well developed system for managing trade-offs, both within and between policies, including nationally significant policy issues.

As part of its focus on sustainability, the ACT Government requires that all policies are examined on a triple-bottom line basis, to ensure a sound understanding of the trade-offs between economic, social and environmental outcomes. The ACT Government is developing a triple-bottom line assessment tool, to strengthen the rigour of this assessment.

The Government considers the majority of proposed policies and initiatives at the same time, though the annual budget process. This allows the Government to consider the trade-offs between possible policies, and allocate funds, given budget constraints and Government priorities, to the most effective set of policies and programs.

A major focus of the just completed community consultation program, Canberra 2030: Time to Talk, was the identification of trade-offs between urban development policies. This understanding of community preferences will help inform Government policy development.

See section 9.10 for further information.


ACT GOVERNMENT


ACT GOVERNMENT

Chapter 5 Criterion Five: Capital City Networks

5.1 ContextThe Australian Capital Territory sits at the heart of a dynamic region with a population approaching 700,000 people. While growth in the ACT has been keeping pace with the national average for some time now, the areas surrounding Canberra are some of the fastest growing in NSW.

Regional growth is an important driver of infrastructure and service demand in the ACT and this is reflected across the ACT Government’s strategic planning hierarchy. Over 20,000 people living in the surrounding region travel to work in the ACT each day, and every day the ACT provides health, education, community and justice services to a large number of NSW residents.

In recognition of this growing demand, the ACT is actively engaged in strategic planning across the region through a variety of mechanisms and at a number of levels. This includes regular meetings with leaders and officials from the surrounding shires as well as discussions with representatives from the NSW Department of Premier and Cabinet and the NSW Department of Planning. The ACT and NSW Governments also have a Regional Management Framework in place to guide cross-border engagement and service delivery.

Connectivity within and across the region is also a key consideration that stretches beyond jurisdictional boundaries. Transport planning is a major focus for the ACT and region and continues to form the basis of the ACT Government’s submissions to Infrastructure Australia. Within this context, Canberra International Airport also plays a key role, both as a major regional gateway and as an important, and growing, element of the regional economy.


5.1.1.1 Prioritisation and provision for infrastructure (criteria two and three)

The ACT Government recognises that the strong linkages between the ACT and the surrounding region makes regional growth a key driver of future infrastructure demand in the Territory. The pace of development in the Capital Region also necessitates a regional approach to infrastructure planning and delivery. This is being facilitated through a variety of intergovernmental agreements and high level forums.


Capital city strategic planning systems should consider and strengthen the networks between capital cities and major regional centres, and other important domestic and international connections.

ACT GOVERNMENT5.1.1.2 Population growth (criterion four)Work is currently underway within the ACT Chief Minister’s Department to refine the concept of a regional demography for the ACT. This will include preparation of detailed regional demographic projections as well as further research to better define the ACT’s regional service population.


Attribute 5.1What are the major physical, economic and communication networks between the capital city and major regional centres?

What methods and/or analysis was undertaken to determine these links?

Have any weaknesses, gaps and/or opportunities for strengthening been identified? How were these determined?

How do these connections align with regional growth and development strategies?

Please provide details and supporting evidence.

Response 5.1The ACT has a population of almost 360,000, but it is also the regional centre for a much larger population, providing employment, retail trade, and delivering a range of services. Over 20,000 people living in the surrounding region travel to work in the ACT each day.

Every day the ACT provides health, education, community and justice services to a large number of NSW residents. For example, 25 per cent of ACT public in-patient hospital services are provided to NSW residents.

The strong link between the ACT and our region makes regional demography an important driver of future infrastructure and service demand in the ACT. The south-eastern region of NSW, which houses the region surrounding the ACT, is projected to grow, and to age, at a faster rate than the ACT.

The current population of the region is approximately 218,000. This is projected to grow by 28,000 over the next 10 years or by 12.8 per cent, and by 55,000 over the next 20 years (by 25.2 per cent). Much of this growth will occur in the areas closest to the ACT with the fast-growing areas being Queanbeyan, Palerang, and the Yass Valley.

The Access Economics 2007 study, ACT and Region Demographics and Trends, notes that Queanbeyan’s population has grown three times as quickly as Canberra’s in the previous decade and that the trends here suggest that population demands from the broader region can have significant effects, notably through increased health demand from the older population in the region.


Capital city networks – self-assessment Capital city strategic planning systems should consider and strengthen the networks between capital cities and major regional centres

ACT GOVERNMENTFigure 5.2.1 Map of the ACT and Region

The 2008 study, The ACT and Its Region: Economic Relationships and Key Drivers of Economic Growth, also by Access Economics, further found that:

... household incomes in the Australian Capital Region (ACR) are slightly more than half of those in the ACT, the unemployment rate is significantly higher while participation rates are somewhat lower. Importantly, the ACR demographic structure and projections imply that ageing is somewhat more of an issue in the ACR than is the case for the ACT. This suggests that the ACR service population (those in the ACR accessing ACT services) will increase in the future especially for public hospital separations.

Table 5.2.1 The ACT and Surrounding Region – Population Projections

2011 2016 2021 2026 2031ACT 356,300 377,400 398,500 418,900 438,000Surrounding NSWPalerang 14,300 15,800 17,300 18,800 20,300Queanbeyan 42,400 46,900 51,600 56,300 60,900Yass Valley 15,000 16,200 17,500 18,800 20,000

The importance of the region surrounding the ACT is recognised in the Canberra Plan, the Spatial Plan, Capital Development (the Economic Plan) and the Infrastructure Plan. The ACT Government has also undertaken a number of studies examining the impact of the region on the local economy and the Chief Minister’s Department is currently developing its regional demography capacity to ensure that ACT planning takes better account of these regional impacts.


ACT GOVERNMENTAttribute 5.2What actions, initiatives or mechanisms are in place to strengthen the networks outlined in 5.1? Please provide details and supporting evidence.

Response 5.2To address the growing pressures outlined above, the ACT is actively engaged in strategic planning in the region through a variety of mechanisms and at a number of levels.

Regional Management FrameworkOn 30 January 2004, the then NSW Premier and the ACT Chief Minister agreed to develop a new framework for strategic regional management, to be used to resolve cross border matters and plan for better ways to provide Government services.

The focus of the agreement is to facilitate both State and Territory Governments working together on cross border issues.


Case Study Thirteen: The Regional Management Framework

The Regional Management Framework Agreement was signed by the NSW Premier and

ACT Chief Minister in 2006. It outlines the history, principles, agreed structure, functions

and outcomes for the Regional Management Framework (RMF) and how it will be

implemented.

The Agreement is based on the following principles of understanding for the development of

work between the ACT and NSW to:

foster a closer working environment for the NSW and ACT Governments;

advance cross-border issues and improve policy development and service delivery in both

jurisdictions;

establish adequate consultation and notification mechanisms for actions that potentially

impact on the different jurisdictions;

develop a process for identifying and dealing with impediments to coordination;

establish a structure that will deal with emerging issues before any potentially serious cross

border problems emerge; and

develop and evolve a methodology for a new long-term model for strategic regional

management and cooperation.

ACT GOVERNMENT

Regional Leaders’ ForumThe Regional Leaders’ Forum (RLF) was originally established in 1995 as the Australian Capital Regional Leaders’ Forum. Its role was regional engagement to promote the economic, business, environmental and community development of the Australian Capital Region (ACR).

Membership was originally the ACT Chief Minister and Mayors of NSW Local Councils that make up the Australian Capital Region. It was chaired by the ACT Chief Minister.

The role and composition of the RLF has changed over time. The RLF now operates as an information sharing forum, providing an opportunity for leaders from all levels of government, across the Australian Capital Region, to discuss and share experiences on regional issues. The membership has been expanded and now includes:

the NSW Minister for Regional Development;

a larger number of NSW Local Councils;

federal and NSW State Members of Parliament; and

the newly created Regional Development Australia (RDA) Committees which have coverage in the RLF local government areas.

The RLF is now co-chaired on an alternating basis by the ACT Chief Minister and the NSW Minister for Regional Development. The ACT Chief Minister’s Department and the Southeast Regional Coordinator, NSW Department of Premier and Cabinet share responsibility for the secretariat.

Regional Development Australia Regional Development Australia (RDA) ACT was established on 25 May 2009 under a Memorandum of Understanding with the Commonwealth Government. Initially nine members were appointed to form an interim RDA ACT Committee. Members were drawn from the Capital Region Area Consultative Committee and Capital Region Development Board. The purpose of the RDA ACT Committee is to:

cooperate to improve the coordination and delivery of regional development initiatives;

deliver strategic input into national programs and help coordinate development initiatives at the regional and local level;

work with all levels of government as a key linking organisation to empower communities in regional development activity;

provide independent advice to the ACT and Australian governments on the efficacy of the delivery of policies and programs; and

consult and provide advice on issues confronting regional Australia.

South-East Regional Organisation of Councils (SEROC)The ACT Government has recently been invited to join the South-East Regional Organisation of Councils. The ACT Government will follow up, in the first instance, with observer-status involvement.

SEROC is a newly formed Regional Organisation of Councils. It includes 12 of the 17 member councils from the Regional Leaders’ Forum. Their first meeting was held 14 May 2010. The objectives of SEROC are to:


ACT GOVERNMENT advance the interests of the region;

promote regional sustainability;

develop regional cooperation and resource sharing; and

facilitate regional planning.

Meetings between the Chief Minister and Queanbeyan MayorThe ACT Chief Minister holds quarterly meetings with the Queanbeyan mayor and has indicated his willingness to discuss regional issues with other local Mayors as necessary.

Attribute 5.3What are the major domestic and international connections (e.g. transport, trade, industry and labour, communication and tourism flows) in the capital city?

Please specifically outline the airport, port and freight connections.

In considering and strengthening domestic and international connections, have any weaknesses, gaps and/or opportunities for strengthening been identified?

How does the planning system determine which networks require strengthening?

Response 5.3As noted previously in this Submission, the Canberra International Airport is an important element of the ACT’s economy and the Territory Government will continue to support the planned expansion of both passenger and freight activity. These developments complement ongoing efforts to attract new migrants and businesses to the ACT, and also facilitate the diversification of its economy by providing the opportunity for new economic activity.

The Airport’s current Master Plan envisages multiple and expanding roles for the Airport. It seeks to grow the Airport into an international, domestic and regional hub, providing for 6.7 million passengers annually. In addition, it seeks to become an overnight freight hub within five years with associated warehousing and office support, to be a key location for business, retail, industry, security and Defence and a back-up for overflow and bypass traffic from Sydney Airport.

Attribute 5.4What actions, initiatives or mechanisms are in place to strengthen the domestic and international connections outlined in 5.3? Please provide details and supporting evidence.

Response 5.4The importance of Canberra Airport is referenced in the Canberra Plan, the Spatial Plan, Capital Development (the Economic Plan) and the Infrastructure Plan. The Government has also established a Canberra Airport Integration Committee, the role of which is to:


Capital city strategic planning systems should consider and strengthen important domestic and international connections

ACT GOVERNMENT facilitate dialogue between all members concerning the operation and

development of the Airport and the integration of the Airport into the wider community and the ACT planning context;

assist with the implementation of Commonwealth policy as it applies to Canberra Airport;

facilitate the implementation of the Canberra Airport Master Plan;

facilitate the integration of Commonwealth Laws and Policy with applicable Territory laws and policies in relation to the Airport and surrounding area; and

provide a forum where its members can openly discuss issues, policy, disputes, opportunities and other matters in relation planning, infrastructure, and Airports.

ACT Government agencies also sit on a number of consultative forums that are convened by the Airport.

Attribute 5.5How does the capital city strategic planning system place the city in a broader national context—and affect the city’s place in that context—through the key connections in this criterion?

Response 5.5Various strategic planning documents recognise Canberra’s dual role as the nation’s capital and as a regional centre for employment and other services. Businesses in the ACT also have a strong national and international flavour. The importance of tertiary education and research provides a strong boost to Canberra as a destination for international students, and there is a strong interest in developing education further as a business sector. Many of the ACT’s private sector businesses operate in national and international markets.

These documents focus on Canberra’s national and regional roles more than strategic connections with other cities in Australia and there is room for improvement in achieving the Canberra–Sydney and Canberra–NSW regional linkages through a review of the Regional Management Framework with the New South Wales Government.

Road travel connections within the region are well served, however the upgrading of the Canberra Airport to take international passengers and freight is potentially affected by Queanbeyan City and NSW State Government decisions on residential expansion.

The airport’s potential for international capability is the most significant opportunity for enhancing the growth of the ACT and region, with potential for diversification of the economic base of Canberra, particularly in the short term to grow the nascent potential as:

a transport and logistics hub;

the education capital in South-East Asia; and,

a viable location for scientific research and head quarters for businesses and institutions.

In addition, increased investment in rapid and linked-up transportation systems would increase internal and external tourism with consequent benefits for employment and the economy of the city and the South Eastern NSW region.


ACT GOVERNMENTAttribute 5.6Are these networks and connections being used to manage the nationally significant policy issues in criterion four (particularly 4a—population growth and demographic change)? If so, please provide details.

Response 5.6These networks and connections are being used to manage nationally significant policy issues outlined in Chapter 4. The Government is currently reviewing our broader regional framework to support longer term strategic direction setting and planning. A regional demography project is also being developed to more accurately define the geographic and population dimensions of our region and improve service data for cost recovery.


ACT GOVERNMENT

Chapter 6 Criterion Six: Planning for Future Growth

6.1 ContextThe ACT Government recognises the importance of a strategic approach to land release and striking an appropriate balance of infill and greenfields development.

The dual planning system in the ACT adds a unique strategic and spatial planning dimension to land release. Similarly, the benefits of inheriting the urban form and design of Canberra present both opportunities and challenges in meeting the needs of the growing city in a sustainable manner. The ACT Government seeks to balance all these considerations to provide residents with options to suit changing lifestyles while also managing community expectations.

The ACT Government acknowledges that strategic planning requires a dynamic and integrated approach. In the area of housing for example, it introduced and continues to implement a comprehensive Affordable Housing Action Plan with more than 60 initiatives targeted across the spectrum of tenure options. Similarly, the Government acknowledges the need for comprehensive land release strategies and supporting work on infrastructure which are all underway.

Significant effort is being directed at coordinating efforts. Each year the ACT Government prepares Indicative Land Release Programs (the Programs) setting out the intended program of residential, commercial, industrial and community land releases. The Programs are aligned with the four year budget cycle.

The Programs are indicative and subject to change as market conditions alter or as Government priorities are adjusted.

The Department of Land and Property Services (LAPS) is responsible for preparing the Programs in conjunction with key Territory agencies such as Treasury, the Chief Minister’s Department (CMD), the ACT Planning and Land Authority (ACTPLA) and the Land Development Agency (LDA). The Programs are published each year with the budget papers.

The ACT Government also acknowledges the limits of its strategic planning jurisdiction. It has sought to work cooperatively with the Commonwealth on matters of national significance. However, it is noted that in some instances dealing with matters pertaining to Commonwealth legislation have resulted in significant delays or reductions in the amount of land available for release.


Capital city strategic planning systems should provide for planned, sequenced and evidence-based land release and an appropriate balance of infill and greenfields development.

ACT GOVERNMENT6.1.1 Links with other criteria

6.1.1.1 Integration (criterion one)The ACT strategic planning system provides a framework to integrate planning for future land release with evidence-based analysis and technical spatial, service and infrastructure planning. This is reflected in the processes required to prepare future urban area for land release discussed in Chapter 2.

6.1.1.2 Hierarchy of plans (criterion two)The land release process is enabled by the ACT Government strategic planning framework which allows for the identification and development of both infill and Greenfield areas in a considered, coordinated and consultative manner.

6.1.1.3 Reservation of appropriate lands to support future expansion (attribute 3e)

The ACT Government strategic planning system embeds spatial planning principles to facilitate sustainable future development through the Spatial Plan.

6.1.1.4 Nationally significant policy issues (criterion four)Nationally significant policy issues have a significant impact on land release and urban densification in the ACT. These matters relate to the role of the National Capital Authority and Environmental Protection and Biodiversity Conservation Act.

The ACT strategic planning system reflects the Government’s approach to seeking to work cooperatively with the Commonwealth to the extent possible.


Attribute 6.1Please outline and describe the methods used to determine future land requirements. This may include but not be limited to analysis and modelling of secondary or primary sources of data and scenario planning.Please provide supporting evidence.

Response 6.1The ACT has an evidence-based approach to managing the supply of land. A range of information sources, such as market research and analysis, demographic and other statistical trends, and community and industry advice, are brought together and assimilated to provide detail on the amount of land that is in the supply pipeline and how that relates to the projected demand.

The information, where possible, is averaged to take out any peaks and troughs. Adjustments to the program are informed by this information then matched to current release programs by geographic area. If required, action is then taken to bring forward or put back the timing of land releases to accord with market conditions.


Planning for growth – self-assessment Capital city strategic planning systems should provide for planned, sequenced and evidence-based land release and an appropriate balance of infill and greenfields development.

ACT GOVERNMENTAn important input to appreciating future demand is advice received during various consultation processes. A range of sources are available from the general community and industry groups to that provided by a Residential Advisory Group which has been convened specifically for this purpose.

Following completion of demand analysis, work is undertaken to review the forward land supply pipeline. This results in a land release program that, in turn, is used to prepare a planning and infrastructure work program. This further informs the funding process for recurrent and capital works items.

As the detailed estate planning proceeds, the expected yields are further refined. Design and environmental considerations are key impacts for these processes.

The starting point for the estimation of future land requirements is the ACT Population Projections. The current ACT Projections cover the period 2007 to 2056 while the projections for suburbs and districts are for 2007 to 2019.

From the projections estimates are derived of the increase in households over the projection period. Based on trends in dwelling approvals, dwelling commencements and Australia Bureau of Statistics Household and Family Projections estimates are made on the likely share of land demand for single and multi–unit dwellings and how much of the demand is likely to occur in greenfields and in established areas.

The estimation of the supply of greenfields land is based on the land approved in structure plans refined by approved concept and estate development plans.

Within this longer term context four year land release programs are prepared by the Department of Land and Property Services. The programs cover residential, commercial industrial and community land. The commercial programs are based on assessment of the supply and demand for offices (derived from PCA Office market Reports) and the supply and demand for office space based on the Commercial Centres and Industrial Areas Floor space inventory (prepared by ACTPLA) and The ACT Retail Model. The industrial releases are based on sales of industrial land and in the context of and Industrial land supply paper prepared by ACTPLA.

See the Indicative Residential and Commercial Land Release Program 2010-11 to 2013-14 for the ACT Government for further information.

Attribute 6.2Please outline and describe the methods used to determine the capacity of existing developed areas and possible future development areas. This should include a consideration of a range of constraints (for example, land suitability, flooding, heritage or environmental values) and external forces on supply and demand of land.

Please provide supporting evidence.

Response 6.2

Existing Developed AreasThe Territory Plan identifies the land use policies applying to land within the ACT. In existing areas, these land use policies are the result of planning and development assessment undertaken over decades to allocate land uses. These assessments have included areas subject to flooding, infrastructure, environmental and heritage assessments.


ACT GOVERNMENTSince the urban consolidation policies were introduced in Canberra in 1993 as part of the Territory Plan, regular assessments have been made of the infrastructure capacity in areas identified for redevelopment. The areas identified for redevelopment have predominately been areas with residential policy that are close to major transport routes (e.g. Northbourne Avenue) and near centres.

The most recent of these is these is the City Area Infrastructure Capacity and Catchment Study (2005) undertaken for ACTPLA by Cardno. This investigated the impact of anticipated redevelopment in the City Area and surrounding suburbs on existing utility infrastructure, to identify infrastructure upgrading requirements and preliminary costs.

The study area included City, Acton, Reid, Braddon, Turner and part of Ainslie (or about 50 per cent of North Canberra). The study found that the stormwater drainage, gas and sewer networks (with the exception of the need to upgrade emergency wet weather facilities and water supply infrastructure) would require only minor upgrading to accommodate the additional redevelopment. Additional electricity capacity would be required to accommodate the redevelopment with 50 to 80 new sub-stations, 11 high voltage feeders and an upgrade to the Civic Zone Substation.

While the analysis needs to be extended especially to other parts of north Canberra and to South Canberra it suggests that only minor physical infrastructure upgrading may be required to accommodate additional demands generated by redevelopment. A previous study found that the infrastructure costs of infill and redevelopment were appreciably less than greenfields development. Additional work is required in relation to the redevelopment impacts on road capacity and parking generated by redevelopment.

To attain a general indication of the possible spare capacity in existing infrastructure, ABS Census estimates of population and dwellings over time and school enrolment trends have been utilised.

The amount of redevelopment occurring is monitored. An example of this monitoring is the level of redevelopment occurring in the RZ3 and RZ4 areas along Northbourne Avenue.


Case Study Fourteen: Building an Evidence-Base via Infrastructure Studies

Earlier infrastructure studies included:

ACTEW Engineering Division (1989) Inner Canberra Urban Consolidation – Study of Hydraulic

Services Infrastructure which found that urban consolidation would impose costs associated with

upgrading of hydraulic services but these were negligible when compared with the cost of

redressing deficiencies already existing.

The Bill Guy and Partners Pty Ltd (2001) Infrastructure Capacity study in the ACT related to the

Future Housing Options in North Canberra prepared for the then ACT Department of Urban

Services, Department of Planning and Land Management identified similar findings that

augmentation of hydraulic services would be required. Sewer and stormwater service

augmentation was already required to meet present (2001) design standards.

The SMEC (2001) South Canberra Infrastructure Capacity Study prepared for the then

Department of Planning and Land Management indicated the level of augmentation of hydraulic

services required to accommodate increased dwellings and population.

The Bill Guy and Partners Pty Ltd (2003) Review of Infrastructure Planning for Sullivans Creek

Catchment prepared for the then ACT Departments of Urban Services and Planning and Land

Management – identified augmentation of hydraulic networks required, with the conclusions

favourable to redevelopment and development scenarios, no significant constraints were

identified.

ACT GOVERNMENT

Attribute 6.3Please outline the method and approach to determining the appropriate balance of brownfield, infill and greenfield development in the capital city. In providing this, please outline how the approach relates to the nationally significant policy issues outlined in criteria four [particularly 4.1(a) and 4.1(i)] and five.

Response 6.3The Spatial Plan strategic directions identify a target of 50 per cent over 15 years within 7.5km radius of Civic to increase urban intensification. Since 2004 this has not been happening to this extent. The four year land release program balances land availability with financial returns to government.

The future land release programs for brownfield, infill and greenfield estates is prioritised through the analysis of housing demand, the employment distribution and likely demographic and social changes.

Over the last 15 years, 60 per cent of new dwellings have been in greenfields areas with multi units averaging about 45 per cent and ‘other’ dwellings 25 per cent. The growing demand for ‘other’ dwellings reflects in part the changing demographics plus the increased availability of higher density housing in inner Canberra, which has also contributed to a reversal of the population decline that had been occurring since the 1970’s.

ABS projections indicate that to 2031 most growth will occur in 1 and 2 person households. This, plus factors such as rising water and energy, transport, heating or cooling costs, could result in additional dwelling preference towards higher density and a greater diversity of housing types.

North and South Canberra, given their amenity reflecting their centrality and employment opportunities, have higher average property prices than other Canberra districts. Redevelopment policies have contributed to an increase in average land values in these districts, but increasing the overall supply of housing has contributed to a lower average property price than would have otherwise been the case.

The areas in North Canberra that have undergone the greatest increase in dwellings between 1996 and 2006, Braddon and Turner, also had a reduction in the number of single parent families and an increase in rents greater than the Canberra average over this period. They also had lower car use than the other areas of Canberra as a result of their proximity to Civic, the largest employment node in Canberra well served by public transport.


ACT GOVERNMENTThe needs of many lower income households in Canberra are addressed through the provision of social housing, which in Canberra is close to twice the national average.

A challenge remains, however, to ensure lower income households have housing opportunities in the more accessible parts of Canberra. The smaller size of Canberra and the centres network partially reduces the locational disadvantage of lower income households in the ‘fringe’ areas of Canberra.

Attribute 6.4What processes are in place to bring about a sequenced approach to land release in brownfield, infill and greenfield areas to meet future housing, employment and other needs?

Response 6.4The ACT has two major greenfield development fronts, Molonglo and Gungahlin. The land release program includes a relatively even distribution of supply of land between these two development fronts. The balance will vary depending on the composition of demand. Land release in existing urban areas focuses around group, town centres and in the CBD. These releases increase viability of these centres and assist in concentrating residential development in close proximity to employment and transport nodes.

Attribute 6.5What mechanisms and monitoring programs does the capital city strategic planning system have to:

release and re-zone land consistent with the sequenced tranches?

deal with alternative or ‘out of sequence’ applications?

deal with changes in the assumptions underlying the planned approach and sequence?

Response 6.5The Territory Plan has large areas zoned for residential development with Future Urban Area overlay. The principles and policies for the development of the land are set out in separate documents referred to as a structure plan, which are part of the Territory Plan.

The ACT is in the unique position of being the primary landholder and therefore has absolute control over land release and rezoning of land that ensures that there is significant capacity in the “bank” of land it holds for residential development. This also allows considerable flexibility to deal with changes to assumptions underlying the planned approach and sequence.

Attribute 6.6


ACT GOVERNMENTHow does the capital city strategic planning system plan for the change of use or disposal of surplus government-owned land, taking into account the land use needs identified in the objectives of the planning system?

Response 6.6The ACT Planning and Land Authority can vary the Territory Plan by rezoning surplus Government land should it be required to meet planning objectives. Kingston Foreshore and East Lake are two major redevelopment sites where underutilised land was rezoned to meet the high demand for residential housing near employment areas.


ACT GOVERNMENT

Chapter 7 Criterion Seven: Investment Priorities and Frameworks

7.1 Context A robust priority setting process is central to the ACT Government’s strategic planning system.

The ACT Government sets and revises its own priorities for investment and policy effort annually. This process is guided by the Government’s long-term vision and objectives for Canberra, and is informed by strategic service and asset planning of all agencies.

This reflexive process ensures that priorities:

are focused on outcomes - on achieving sustainable improvements in wellbeing for the ACT;

are supported by sound analysis and evidence; and

can be assessed against a range of competing or complementary options.

Government priorities are set early in the financial year, guide agency operational planning and the allocation of resources through the budget process. Final priorities are then publically expressed in the ACT Infrastructure Plan and the Budget. The Government has committed to strengthening this process by developing and implementing best-practice guidelines for strategic service and asset planning, and by releasing an annual ACT Government Statement of Intent.

The ACT Government is also committed to facilitating private sector investment and innovation. The framework supporting this commitment is outlined in the Government’s economic plan, Capital Development.

Capital Development is founded on the ACT Government supporting an economy conducive to private sector investment, through prudent fiscal management, high quality service delivery, and appropriate regulation. Building on this foundation is a range of targeted business and industry programs and partnerships which aim to actively support business investment and innovation.

In addition, the Government works cooperatively with the private sector in planning and managing its own capital program, and has mechanisms in place to facilitate complex private and community sector property development projects.


Capital city strategic planning systems should clearly identify priorities for investment and policy effort by governments, and provide an effective framework for private sector investment and innovation.

ACT GOVERNMENT7.1.1 Links with other criteria

7.1.1.1 Integration (criterion one)The ACT Government’s priority setting process allows agencies and the Government to identify opportunities to coordinate and integrate Government activity, and ensures a consistent and complementary set of priorities.

7.1.1.2 Hierarchy of plans and nationally significant infrastructure (criteria two and three)

Government priorities are aligned with long-term plans and objectives and with the strategic service and asset plans of agencies, and reflect nationally significant infrastructure and policy issues.


Attribute 7.1What are the current priorities for investment and policy effort by governments?

Please outline how these priorities were determined (note that these should be consistent with the content and directions established to address criteria 3, 4, 5 and 6).

Response 7.1Current priorities for government investment and policy effort include:

increasing the supply of affordable housing;

re-engineering the health system to serve the needs of the next decade and beyond;

developing an integrated, sustainable transport system;

meeting the challenges of climate change;

improving urban amenities;

investing in public service infrastructure; and

providing for the growth of the city and its economy.

These and other investment and policy priorities are detailed in the ACT Infrastructure Plan, and the annual budget papers.

Priorities are determined during the annual priority setting process, and are refined during the subsequent budget process.

Consideration of priorities is informed by strategic service and asset planning by all agencies.


Investment priorities and frameworks – self-assessment Capital city strategic planning systems should clearly identify priorities for investment and policy effort by governments.

ACT GOVERNMENTIn determining priorities, key considerations include:

alignment with the Government’s vision and longer term objectives;

emerging trends;

demographic analysis and projections;

fiscal capacity;

community feedback; and

the national policy agenda.

The ACT Government has committed to strengthening its strategic service and asset planning framework, to ensure a robust, evidence based priority–setting process.

Attribute 7.2What are the methods of financing for these projects?

Response 7.2Methods of financing are determined on a whole of Government basis, rather than at individual project level.

The Territory is currently forecast to borrow up to $450 million to finance the Infrastructure Investment Program, the remainder of funds is being sourced from the Territory’s Unencumbered Cash.

Consideration of alternate sources of financing and delivery is currently being investigated for 3 major projects:

Government Office Accommodation;

Student Accommodation at Reid; and

Enhancing Data Storage Capacity.

Future projects over the $50 million threshold will also investigate options for delivery through alternate procurement methodology as required by the national best practice policy and guidelines for PPPs.

Attribute 7.3What are the priorities for further investigation and/or policy work?

Please outline how these priorities were determined.

Response 7.3Future priorities for government investment and policy effort include:

addressing the challenges of a growing and ageing population;

developing a more coordinated, cooperative approach to cross-border service delivery, and planning for the national capital;

continuing to strengthen the government’s performance and accountability framework; and,

building public sector capacity to deliver government priorities.

Other future priorities are detailed in the ACT Infrastructure Plan, and the Government’s Mid-Term Report.


ACT GOVERNMENTFuture priorities are determined as per the process outlined in Section 7.1.

Attribute 7.4What mechanisms, processes or plans does your capital city strategic planning system have in place to facilitate effective private sector investment and innovation?

Response 7.4The Project Facilitation Section within the Department of Land and Property Services (LAPS) facilitates complex private and community sector property development projects. These strategic projects promote and increase the level of investment within the ACT, and further enhance economic growth and overall public amenity. All direct sales of land to the not-for-profit and for-profit sectors are managed by LAPS, as are land transfers to ACT Government agencies.

The ACT Government delivers a funded private sector investment attraction program. The program focuses on the key industry sectors of ICT, defence technology and clean ‘tech’. The program comprises general marketing communications support, the extension of trade missions to overseas investment audiences, participation in major events such as World Expo, and leveraging business migration processes. The ACT Government also works closely with Austrade and its National Investment Facilitation arm.

The ACT is a knowledge based economy. It has the most educated population in Australia, and is home to four world class tertiary institutions and national research institutions, and has significant ICT, defence, strategic thinking and government sectors. Education and knowledge are competitive advantages of the ACT. The ACT Government is committed to leveraging this advantage, and facilitating investment and innovation in the education sector, through targeted programs and partnerships. Some of these initiatives are outlined in Capital Development and ACT Skills Future.

Attribute 7.5Please articulate why these mechanisms, processes or plans are an effective framework for private sector investment and innovation.

Response 7.5Many of the strategic projects facilitated by LAPS result in the delivery of important economic and social infrastructure required for the ongoing wellbeing of our community and long term sustainability of our city.


ACT GOVERNMENT

Attribute 7.6How does your jurisdiction determine which infrastructure initiatives should involve the private sector?

Response 7.6In the ACT all major government appropriated infrastructure projects are delivered by private sector project managers, construction and engineering firms and civil works companies – however, projects are financed through Government sources.

The Territory’s infrastructure program is generally financed through Unencumbered Cash, which is maintained through the Territory strong balance sheet. The Budget currently anticipates a future borrowing program for capital of up to $450 million.

In line with the National PPP Guidelines, the Territory also explores whether any public infrastructure projects with a capital investment over $50 million could be delivered through alternate procurement methodology including PPPs.

The Territory is exploring opportunities to enter into partnerships with the private sector to deliver several substantial projects that are progressing into the planning and design phase, including:

the Government Office Accommodation Building Project;

Enhancing Data Storage Capacity; and

Student Accommodation at the Reid Campus of the Canberra Institute of Technology.


Case Study Fifteen: Promoting Private Sector Investment and Innovation

The ACT’s strategic planning system provides an effective framework for private sector

investment and innovation and is largely aligned with Commonwealth policy and program

approaches. As a small city-state, the ACT has worked closely with Australian Government

to better develop capability and resources, as well as maximise baseline efforts. Specific

examples include:

Membership on the National Investment Austrade Board;

a Memorandum of Understanding with Austrade on export and investment facilitation

support;

programs on business innovation integrate closely with major Australian Government

initiatives such as Commercialisation Australia; and

the co-funding of innovation investment programs with the local business community and

the research sector to ensure private sector relevance and leadership.

Chapter 8 Criterion Eight: Urban Design and Architecture

8.1 ContextCanberra is recognised internationally as one of the world’s great planned cities. The Griffin Plan established Canberra as a ‘Garden City’ with an urban amenity of the highest order. With the emergence of climate change and peak oil as central planning issues, however, the low-density of Canberra’s urban form has created significant challenges. The ACT is now seeking to address these by establishing a more compact, low carbon emission city.

Canberra has been shaped by planning authorities with differing roles. The National Capital Authority is charged with maintaining the amenity of key features of the city reflecting its role as national capital.

The ACT Planning and Land Authority’s mission is to plan for Canberra’s needs as a vibrant and growing city in its own right that serves as the hub of the broader Australian Capital Region. The ACT Government considers that in the wake of the recent review of the National Capital Authority, there are opportunities for improving the relationship between the Territory and the Commonwealth’s planning roles.

The ACT has set high standards for the design and functionality of its urban design and architecture. The ACT is the first jurisdiction to introduce 6 star energy ratings for private housing. In 2010, an ACT Government Architect was appointed to advise the Government, inspire industry, and generate a desire for excellence in the ACT.

The Government continues to evolve its planning processes to support the development of quality design and architecture in Canberra.


8.1.1.1 Nationally-significant policy issues (criterion four)Canberra’s attractive urban form and amenity, and good road infrastructure have been important elements in drawing new residents to the ACT, along with a strong economy, thereby supporting a growing population.

The ACT Government is reshaping a more compact urban form to address emerging national issues, such as efficient transport systems and the need for a reduced the Territory carbon footprint.

8.1.1.2 Effective frameworks for investment and innovation (criterion seven)

The appointment of the ACT Government Architect was in part to inspire private sector innovation in architectural design. The development at Eastlake of an exemplar project in urban redevelopment also aims to foster excellence in sustainable planning and design.

A Review of the ACT Strategic Planning System: Submission to the COAG Reform Council79

Capital city strategic planning systems should encourage world-class urban design and architecture

8.2 Attributes of consistencyAttribute 8.1How does the capital city strategic planning system encourage urban design and design excellence to be considered across all relevant decision making processes, polices and projects?(Examples may include: a government architect, advisory council, etc.)

Please provide details and supporting evidence.

Response 8.1The ACT Government provides ACTmapi as a web-based tool for viewing maps and geographic information for the Territory, including a range of planning information. It allows the user to view, interact with and query a range of different types of information in graphic form.

As stated earlier, the ACT’s strategic planning system has the benefit of being hierarchical and therefore the principle of subsidiarity applies. This flows from the matters of national significance in the National Capital Plan, through to the Canberra Spatial Plan and then into more detailed studies for structure plans, concept plans, estate development plans and master plans.

The ACT Planning and Land Authority exists as a statutory authority for the purpose of making a number of decisions in relation to development. In particular where complex projects exceed certain thresholds, a Major Projects Review Group is convened to peer review recommendations of assessing officers, which is further reviewed by the Authroity’s Executive Policy Committee.

When master plans are undertaken by different government agencies, they typically set out to achieve an improved or distinct standard of design for the public domain, which may involve lighting, landscaping, infrastructure, urban furniture, pedestrian linkages, mix of land uses, traffic management arrangements and the like.

Some elements of these projects which are the subject of Government decisions, are typically provided to the community for comment and will inevitably be subjected to budget processes.

The engagement of the private sector in high standards of urban design can be varied, depending on who is involved, the nature of the project and often its location. Some


Case Study Sixteen: Encouraging Innovation and Excellence in Urban Design

The ACT Government has recently appointed an ACT Government Architect to encourage

innovation and excellence in urban design. The ACT Masters Builders and Boral Excellence in

Building Awards also support these goals by recognising outstanding projects from the ACT

region’s residential builders, commercial builders, civil contractors, architects, designers, sub-

contractors, suppliers and associated professionals.

recent examples would suggest a new level of interest in investing in design excellence at the high end of the development spectrum.

Attribute 8.2

What mechanisms or processes does the capital city strategic planning system have in place to encourage world-class urban design from the city level to a precinct level?

Response 8.2Given that determining what world-class urban design is could be up for debate, the ACT’s city planning system seeks to engage in improved design through establishing the principles for development at an early stage in the planning process.

Much of this is undertaken through the cascade of structure plans through to estate development plans in the case of Greenfield developments, or with master planning and planning studies for infill or public domain projects.

These principles are not necessarily prescriptive, but take the form of place making guides, so that at the City scale for instance, the Canberra Spatial Plan seeks to ensure a more compact city. This is motivated by a desire to ensure that Canberra is designed in a fashion that:

responds to a set of environmental imperatives;

achieves an improved social economy that will depend on better connectivity to services;

facilitates the development of effective relationships to public open space and transport; and

improves the design of buildings to provide for enhanced solar access, as an example.

By virtue of the ACT Government controlling land supply from its initial planning through to release and development, it has other mechanisms such as development contracts and deeds of agreement to achieve certain design outcomes, which are then subsequently assessed through the lease administration and development assessment processes.

In the ACT, the National Capital Authority also has a capability in certain locations, to require a range of design outcomes. This can be both spatial and at a development level, most specifically through development control plans that are then administered by ACTPLA.

Attribute 8.3What mechanisms or processes does the capital city strategic planning system have in place to encourage world-class urban design and architecture for appropriate locations?

Response 8.3In some circumstances, such as the City Centre, detailed design requirements for lighting through to urban furniture have been established to facilitate a distinctive and cohesive finish to the public domain. This has been undertaken in conjunction with removing prescriptive elements of the Territory Plan that restricted innovation in building design and the use of materials and colours, best exemplified by what is now occurring in City West and the ANU ExChange project.


In the case of Kingston Foreshore, the LDA has prepared a master plan that has in turn had features of its design requirements either built into the Territory Plan or applied through contracts of sale.

A preferred approach, however, under the new structure of the Territory Plan, is to achieve these more specific requirements for a location, by way of a Precinct Code, informed by a master plan or equivalent exercise that has undergone engagement with the community and industry. Some recent examples include in the established Dickson and Kingston Group Centres.

Alternatively, at a larger scale, place-making principles can be established through guideline documents that are available to coordinate outcomes between public and private sector developers.

Where the private sector is the owner of land and initiating redevelopment, a similar expectation for comprehensive planning documents that feature design outcomes is encouraged both for the Territory Plan Variation process or development assessment, as can be seen in the case of Woden Green and Macquarie Hostel.

8.3 Other commentsExemplary design is not easily incorporated into planning systems, particularly at the development assessment level, because the analysis of the design of individual development proposals can be very subjective and does not lend itself well to prescriptive measures. On the other hand, the trend to rule or Code based assessment has the potential to lead to mediocrity in design as a result of encouraging an approach based on the lowest common denominator.

This can weaken the case for higher density and infill development, particularly when there may be limited community support for such development, further eroded in the face of poor design outcomes.

Effective city planning systems can nonetheless facilitate good development outcomes through providing an environment:

conducive to design excellence, through principles such as those that might be found in an urban design protocol or within master plans for defined locations;

through leadership, particularly by public sector projects and incentives; and

rewarding best-practice within the private sector.


Chapter 9 Criterion Nine: Governance and Implementation

9.1 Context The ACT Government’s strategic planning system is effective because it takes an integrated view of the entire management cycle, not just planning, but delivery, reporting and evaluation. This breadth supports clarity of direction, coordinated and effective implementation, transparent governance and performance reporting, and a focus on continuous improvement.

While the ACT Government already has a robust performance and accountability framework, it appreciates the dynamic nature of public administration, and the need for continuous improvement. Accordingly, the Government has recently reviewed its performance and accountability arrangements, and committed to a program of improvement. This includes implementation of an ACT Government Evaluation Policy, refining the suite of government performance indicators, and developing best-practice guidelines for strategic service planning.

The ACT Government recognises the importance of ongoing engagement with the community. It has invested in a review of whole of government consultation and how this could be improved. The Government also recently engaged the Canberra community in a ‘conversation’ on the ‘Canberra we need in 2030’.

The consultation process canvassed how Canberra could respond to emerging capital city strategic planning issues identified by COAG.


Capital city strategic planning systems should provide effective implementation arrangements and supporting mechanisms, including:

clear accountabilities, timelines and appropriate performance measures,

coordination between all three levels of government, with opportunities for Commonwealth and Local Government input, and linked, streamlined and efficient approval processes including under the Commonwealth Environment Protection and Biodiversity Conservation Act 1999,

evaluation and review cycles that support the need for balance between flexibility and certainty, including trigger points that identify the need for change in policy settings, and

appropriate consultation and engagement with external stakeholders, experts and the wider community.


9.1.1.1 Integration within and across governments (criterion one)Accountability and implementation mechanisms encourage an integrated, across-government approach to service delivery.


Attribute 9.1How does the capital city strategic planning system assign responsibility for the implementation of plans, policies, projects and/or initiatives? Does this provide a clear basis for accountability?

Response 9.1Mechanisms by which the ACT Government assigns responsibilities for its plans, policies, projects and initiative, include:

Legislation ─ For example spatial planning roles and responsibilities are in place under the Planning and Development Act 2007. In addition, Ministerial and Departmental responsibilities are detailed in Administrative Arrangement Orders.

Cabinet Decisions ─ Cabinet agrees implementation responsibilities when it considers its policies and plans.

The annual priority setting process ─ Government priorities are assigned to Ministers, which then flows to Chief Executives.

Formal agreements between agencies, and contracts with external parties.

Inter-departmental Committees ─ these committees discuss and assign operational responsibilities both within departments and across-government.

Together, these mechanisms provide a sound basis for accountability. During the recent review of performance and accountability arrangements, the ACT Government identified the opportunity to strengthen processes for assigning responsibility where plans and priorities rely on co-operation across government. To address this opportunity, the Government agreed to developing a formal framework for working across government. This work will commence in 2011.

Attribute 9.2What mechanisms of accountability does the capital city strategic planning system have in place to ensure assigned responsibilities are being met?

Response 9.2Accountability mechanisms include:

Legislative Assembly review of annual reports and the budget papers;


Governance and implementation – selfassessment Capital city strategic planning systems should provide effective implementation arrangements and supporting mechanisms, including (a) clear accountabilities, timelines and appropriate performance measures.

independent audit of financial statements, accountability indicators in the budget papers, and government performance;

regular implementation reporting to Cabinet;

central agency monitoring of implementation;

public reporting, including annual reports, and progress reports against key plans, such as the Canberra Plan; and

performance agreements, between Chief Executives and Ministers, Senior Executives and Chief Executives, and agency officers and managers.

These mechanisms span the range of accountability, of the Assembly to the Public, the executive to the Assembly, Chief Executives to Ministers, accountability within departments, and across government.

As stated in its Performance and Accountability Framework, the Government expects that suitable accountability arrangements will be applied to all government activities.

Characteristics of sound accountability arrangements include:

specific and clear objectives and responsibilities;

balanced accountability for outcomes and processes;

provide flexibility to manage and adapt to changing circumstances; and

no perverse incentives.

Attribute 9.3Does the capital city strategic planning system designate timelines for the implementation of plans, policies, projects and/or initiatives?

Are these timelines publicly available?

Response 9.3Yes ─ Responsible agencies develop detailed implementation plans for ACT Government plans, policies, projects and initiatives. These plans designate timelines.

Timelines for implementation are generally made public, within the policies and plans themselves, in the annual budget papers, and in media announcements.

An example of this is the release of a 4-year Indicative Residential Land Release Program each year.

Attribute 9.4Does the capital city strategic planning system employ performance indicators/measures to track the rate and effectiveness of implementation and report these publicly? Please outline what these are as well as any associated reporting, review and adaptation mechanisms for the system.

Response 9.4Yes ─ The ACT Government employs a range of performance indicators to track the effectiveness and efficiency of government activity. Indicators cover the spectrum of performance from the long-term progress of Canberra, to the achievements of the ACT Government, the contribution of each agency, and agency operational performance.


At the highest level, the Measuring our Progress website tracks the progress of Canberra as a society, against 28 long-term progress indicators. The website is aligned with the Government’s seven strategic objectives stated in the Canberra Plan. The indicators include nationally significant policy issues such as greenhouse gas emissions, educational benchmarks and social inclusion.

ACT Government policies and plans specify performance indicators which are reported in periodic progress reports.

Agencies are required to identify strategic and accountability indicators in the annual budget papers. Strategic indicators relate to the outcomes agencies are working towards. Accountability indicators focus more on operational performance – the quantity and quality of agency outputs and services. Progress against these indicators must be reported in annual reports. In addition, accountability indicators are audited by the ACT Auditor General.

Strategic and accountability indicators are reviewed annually as part of the budget process, with the assistance and guidance of ACT Treasury.

A number of opportunities to improve performance indicators across government were identified as part of a recent review of the ACT Government’s Performance and Accountability Framework. This included improving the integration between indicators, alignment with external reporting requirements, and consistency across time and between agencies.

To address these opportunities ACT Treasury is currently updating its guidelines for developing appropriate performance indicators. In addition, the Chief Minister’s Department is undertaking a comprehensive review of strategic indicators, to ensure the set of indicators are balanced and efficient, are aligned with Government objectives and are consistent.

Attribute 9.5How does the capital city strategic planning system’s goals and objectives align with the goals of other levels of government?

Response 9.5a) Local Government

Not applicable as the ACT Government is responsible for both Territory and municipal government functions.

b) Commonwealth Government

Section 11(2) of the Australian Capital Territory (Planning and Land Management) Act states that the Commonwealth, a Commonwealth authority, the Territory or a Territory authority shall not do any act that is inconsistent with the National Capital Plan.


Capital city strategic planning systems should provide effective implementation arrangements and supporting mechanisms, including (b) coordination between all three levels of government, with opportunities for Commonwealth and Local Government input, and linked, streamlined and efficient approval processes including under the Commonwealth Environment Protection and Biodiversity Conservation Act 1999.

The National Capital Plan provides an overarching framework for the planning and development of Canberra, particularly in the context of its national capital significance and the ACT's planning framework sits beneath this without being inconsistent.

c) Cross-border issues if applicable

See Chapter 5 for further discussion in relation to the surrounding region.

Attribute 9.6Explain the mechanisms used by the capital city strategic planning system to engage other levels of government in the preparation and implementation of plans, policies, projects and/or initiatives.




The Commonwealth Government, particularly the National Capital Authority, is considered a key stakeholder in policy and project development and are consulted as a matter of course.

In some instances, such as draft variations to the Territory Plan, the Planning and Development Act (at section 61b(i)) explicitly requires that the National Capital Authority be consulted in relation to the proposed variation.

c) Cross border issues if applicable

See Chapter 5 for discussion in relation to the surrounding region.

Attribute 9.7How does the capital city strategic planning system manage the impact of the activities of other levels of government and their responsibilities within the city?




The designation of land under the National Capital Plan clearly identifies where the National Capital Authority has administrative responsibility for land. The balance of land remains the administrative responsibility of the Territory.

This division of responsibility is established in the Australian Capital Territory (Planning and Land Management) Act and reinforced in the National Capital Plan and the Territory Plan.

Both governments have a responsibility to consult with the other as a key stakeholder in relevant policies and projects.

c) Cross border issues if applicable

See Chapter 5 for discussion in relation to the surrounding region.


Attribute 9.8Explain how the capital city strategic planning system provides for a streamlined and efficient approvals process including development approval processes, and processes under the Commonwealth Environment Protection and Biodiversity Conservation Act 1999.

What aspects of the system make the approval process streamlined and efficient?

Response 9.8The planning approvals system of the Australian Capital Territory is track-based in accordance with the Development Assessment Forum’s Leading Practice Model for Development Assessment. The system provides five (5) tracks: prohibited; exempt; code; merit; and impact.

The ACT provides for a considerable level of exempt development, as well as rules and criteria for merit Development Applications. Where a proponent complies with a rule, the extent of third party appeal is limited.

For impact track Development Applications the ACT has entered into a Bilateral Agreement with the Commonwealth so that, in certain circumstances, a proponent need only prepare one EIS that covers both local and national matters.

Refer to Response 4.1 for more information on the Bilateral Agreement.

Attribute 9.9Explain what mechanisms the capital city strategic planning system employs to evaluate and review the impact of plans, policies, projects and/or initiatives (this may include the identification of trigger points to undertake review).

What are the formal review mechanisms used by the capital city strategic planning system to adjust policy settings?

Response 9.9The ACT Government is committed to regular review and revision of its plans and supporting activities, to ensure they are effective and efficient, and to account for emerging issues. The main elements of the ACT’s framework for review and evaluation are:

policy and program evaluation by agencies;

whole-of-government evaluation of policy and expenditure;

feedback from the community; and

external review by the Legislative Assembly and Auditor-General.

Agency Evaluation


Capital city strategic planning systems should provide effective implementation arrangements and supporting mechanisms, including...(c) evaluation and review cycles that support the need for balance between flexibility and certainty, including trigger points that identify the need for change in policy setting.

Self-evaluation is a fundamental requirement for continuous improvement. For this reason, agencies are expected to critically evaluate their own activities on an ongoing basis.

This is guided by the Government’s Evaluation Policy and Guidelines discussed in Case Study 17 following.

Whole-of-Government Evaluation In general, the central agencies, Treasury and CMD, are responsible for coordinating and monitoring evaluation activity across government. More specifically, the Chief Executives of Treasury and CMD Chair an Expenditure Review and Evaluation Committee. The role of this Committee is to:

examine the appropriateness, effectiveness, and, in particular, the efficiency of agency programs, functions and activities;

identify possible cost savings, more effective service delivery methods, and opportunities for better co-ordination of activities; and

report these findings to the Government for consideration in developing the annual budget.


Case Study Seventeen: ACT Evaluation Policy and Guidelines

To strengthen evaluation activity across government, the ACT Government has developed and

recently released ACT Evaluation Policy and Guidelines (the Evaluation Policy).

The Evaluation Policy requires that all agencies prepare an annual Agency Evaluation Plan,

which includes strategies to build agency evaluation maturity and a schedule of planned

evaluations. The first Plans will be prepared in 2011.

The Government expects agencies to take an holistic approach to evaluation, aiming to build

evaluation maturity over time by:

fostering a culture of evaluation;

building evaluation capability and developing the expertise, systems and structures to conduct

evaluations;

planning to evaluate, by embedding evaluation into policies and programs, and coordinating

evaluation activity;

evaluating strategically, by prioritising and scaling evaluation activity in accordance with an

assessment of materiality, risk and complexity;

conducting evaluations to a high standard, and from an overall perspective of sustainability; and

making evaluation count by communicating results and acting on recommendations.

http://www.cmd.act.gov.au/__data/assets/pdf_file/0004/175432/ACT-Evaluation-Policy-Guidelines.pdf

Community FeedbackThe views of the community guide the ACT Government in reviewing, refining, and reprioritising services. Accordingly, agencies are expected to remain engaged with their target clients, and the broader community, particularly through evaluation processes. Methods of engagement include:

satisfaction surveys;

live feedback mechanisms, such as telephone hotlines or email; and

community consultation forums.

External ReviewGovernment activities are also subject to external review by a range of bodies. These include:

the Legislative Assembly;

the Independent Auditor General; and

Australian Government bodies such as the Productivity Commission.

The Government takes these processes very seriously. This is the foundation of Government accountability and the findings and recommendations of the Assembly and Auditor-General, for example, provide another perspective on possible ways to improve Government performance.

Attribute 9.10How does the capital city strategic planning system ensure ongoing processes of consultation and engagement with external stakeholders, industry, experts and the wider community, in plan-making, implementation and review?

How is this consultation incorporated into plan-making, implementation and review?

Response 9.10Community ConsultationThe ACT Government is committed to engaging the Canberra community in the development and delivery of government policies, programs, public works and services.

Guidelines for planning, conducting, using and evaluating community engagement are set out in the ACT Government Community Engagement Manual. A key principle of this Manual is that there is not a one-size-fits-all approach to community engagement. Rather the appropriate approach will depend on the size of the issue, the level and diversity of community interest, and the resources and time available. The ACT Manual is currently being updated to reflect developments in this field.

The ACT Government maintains a Community Engagement website to help inform the community about engagement processes and ensure participation. The website includes links to the ACT Government Community Engagement Manual, current community engagement processes, and development applications.


Capital city strategic planning systems should provide effective implementation arrangements and supporting mechanisms, including (d) appropriate consultation and engagement with external stakeholders, experts and the wider community.

Statutory PlanningUnder its legislation – the Planning and Development Act - one of the ACT Planning and Land Authority’s (ACTPLA) statutory functions is to provide opportunities for community consultation about planning decisions. It is also required, under the Act, “to educate people and promote understanding of the planning process”.

In relation to its consultation processes, ACTPLA has published a specific community engagement guide – A guide to Community Engagement and Consultation.

In brief, ACTPLA consults with a wide range of stakeholders. As well as the general public, ACTPLA regularly consults ACT community councils; industry groups such as the Master Builders Association, Housing Industry Association and Property Council of Australia; professional groups such as the Royal Australian Institute of Architects and the Planning Institute of Australia; ACT Government and Commonwealth agencies; other


Case Study Eighteen: Canberra 2030: Time to Talk

Canberra 2030: Time to Talk is a major community engagement program the ACT Government

has just completed. The focus of the engagement was discussing the significance of a growing

population, identifying the impacts, trade-offs, potential opportunities, and through this, the

priorities for urban development policies.

The objective of the program is to inform government policy and ensure integration between

land use, transport and environmental planning. Key issues for discussion included:

urban form;

housing choice and affordability;

the transport network – its cost and the importance of accessibility for social equity;

water security;

environmental responsibility;

liveability – social diversity and safety; and

infrastructure – including the level of social services, and the cost of creating and rehabilitating

civil and built infrastructure.

This engagement program is a key element of the ACT Government’s evaluation of the

Canberra Spatial Plan. This evaluation, in turn, is pivotal in setting out how the ACT will

achieve COAG’s agreed strategic planning principles.

Further details on the engagement program, which is now closed, are available at

www.Canberra2030.org.au. A report on the outcomes of the consultation will be available in

midJanuary 2011.


interest groups, such as those with environmental or social interests, for example the Conservation Council ACT Region and Canberra; and the ACT Council of Social Service.

ACTPLA also convenes an Industry Monitoring Group, which comprises the Master Builders Association, Housing Industry Association and Property Council of Australia as well as relevant ACT Government agencies to discuss emerging policies relevant to industry.

The consultation is incorporated into plan-making, implementation and review in a number of ways. Matters for consultation include:

Development Application notification (statutory requirement);

Variations to the Territory Plan (statutory requirement);

Technical Amendments to the Territory Plan (statutory requirement);

Environmental Impact Statement consultation (statutory requirement);

development and review of planning policies and strategies (in accordance with community engagement protocols); and

development of Structure plans and Concept plans (statutory requirement).



Conclusion

The ACT Government has a sound strategic planning framework. It is a framework that:

has been developed and refined over time in line with principles of strategic planning best-practice;

is designed to address the unique challenges of planning for the national capital within a dual planning system;

continues to successfully deliver high-quality services to the ACT community;

has evolved in response to emerging intergovernmental, administrative, demographic, and policy issues; and

is aligned with the national criteria for capital city strategic planning systems.

An overview of the ACT Strategic Planning Framework is at Appendix B.

Notwithstanding the strength of the ACT’s strategic planning framework, the Government recognises that such frameworks must not be static. Rather these frameworks must evolve and be refined, particularly given the dynamic environment of public administration.

The ACT Government is committed to such evolution and continuous improvement. It has clearly demonstrated this commitment through the recent review of the ACT performance and accountability framework, and the program of reforms flowing from this review. Improvements to date include:

launch of the Measuring Our Progress website, which tracks the progress of Canberra using 28 indicators;

enhanced infrastructure planning processes, including release of the first ACT Infrastructure Plan in 2010; and

the release of the ACT Government Evaluation Policy and Guidelines as part of the Government’s reviewed Performance and Accountability Framework in late 2010.

Future priorities to further strengthen the ACT’s strategic planning framework include:

Developing a best-practice strategic service planning framework for the ACT. This will involve agencies preparing Strategic Service Plans, which will help align agency services with Government priorities and long-term objectives, and outline service delivery standards and delivery options, changes in demand, emerging challenges and opportunities, and risk management strategies.

Implementing an enhanced strategic asset management framework. This will involve agencies preparing Strategic Asset Management Plans which will help align asset management with service delivery objectives and Strategic Service Plans, and outline strategies to improve the planning, delivery, management, and disposal of assets. Service plans and Strategic Asset Management Plans will also be designed to feed into longer-term infrastructure planning.

Strengthening the Government’s annual priority setting process.

Completing the evaluation and update of the Spatial Plan.


Implementing outcomes of Canberra 2030: Time to Talk through the Chief Executives’ Strategic Planning Committee. This will involve strategy and coordination of policy development across areas such as the evaluation of the Spatial Plan, integrated transport and climate change initiatives.

The ACT will continue to critically review and improve its strategic planning framework, to ensure it can deliver better services to the community and achieve its vision for the ACT.

The Government sees the CRC review of capital city strategic planning as an opportunity to re-assess our own planning, and to reinforce and help guide the ACT’s existing program of improvement.

Accordingly, the ACT Government looks forward to working with the CRC as it develops its report and recommendations.


Further Reading & References The Canberra Plan: Towards our Second Century

http://www.cmd.act.gov.au/policystrategic/canberraplan

The Territory Plan 2008

http://www.legislation.act.gov.au/ni/2008-27/current/default.asp

The Canberra Spatial Plan

http://apps.actpla.act.gov.au/spatialplan/introductory/index.htm

The Sustainable Transport Plan

http://www.tams.act.gov.au/move/sustainable_transport/sustainable_transport_plan_actions

ACT Planning Strategy

http://www.actpla.act.gov.au/tools_resources/legislation_plans_registers/plans/planning_strategy

Capital Development: Towards our Second Century

http://www.cmd.act.gov.au/__data/assets/pdf_file/0005/119723/capital-development.pdf

Building our Community: Canberra Social Plan

http://www.cmd.act.gov.au/policystrategic/socialplan

The ACT Government Infrastructure Plan 2010

http://www.cmd.act.gov.au/__data/assets/pdf_file/0019/133165/act-govt-infrastructure-plan.pdf

Implementation Report on The Canberra Plan: Towards Our Second Century, June 2010

http://www.cmd.act.gov.au/__data/assets/pdf_file/0009/154566/ar2010.pdf


http://www.cmd.act.gov.au/__data/assets/pdf_file/0009/154566/ar2010.pdf



http://www.cmd.act.gov.au/policystrategic/socialplan

http://www.cmd.act.gov.au/__data/assets/pdf_file/0005/119723/capital-development.pdf





http://apps.actpla.act.gov.au/spatialplan/introductory/index.htm

http://www.legislation.act.gov.au/ni/2008-27/current/default.asp

http://www.cmd.act.gov.au/policystrategic/canberraplan

The Integrated Transport Framework

http://www.tams.act.gov.au/move/sustainable_transport/integrated_transport_framework

The National Capital Plan

http://www.nationalcapital.gov.au/index.php?option=com_content&view=article&id=372&Itemid=260

Weathering the Change: The ACT Climate Change Strategy 2007 – 2025

http://www.environment.act.gov.au/climate_change/weathering_the_change

A Light Rail System for the ACT

http://www.tams.act.gov.au/move/light_rail

2010-11 Infrastructure Investment Program

http://www.treasury.act.gov.au/budget/budget_2010/files/paper3/15capwor.pdf

Quarterly Infrastructure Program Progress Reporting

http://www.treasury.act.gov.au/documents/Capital%20Works%20Program/2009-10%20Capital%20Works%20Program%20-%20June%20Outcome%20Report.pdf

ACT Indicative Land Release Programs 2010-11 to 2013-14

http://www.laps.act.gov.au/__data/assets/pdf_file/0009/135486/Indicative_Land_Release_Program_2010-11_to_2013-14.pdf

Planning Minister’s Statement of Intent 2010

http://www.actpla.act.gov.au/__data/assets/pdf_file/0020/16850/SOPI_2010_web.pdf

ACT Sustainable Future Program

http://www.actpla.act.gov.au/topics/significant_projects /change/sustainable_future


http://www.actpla.act.gov.au/topics/significant_projects%20/change/sustainable_future

http://www.actpla.act.gov.au/__data/assets/pdf_file/0020/16850/SOPI_2010_web.pdf





http://www.treasury.act.gov.au/budget/budget_2010/files/paper3/15capwor.pdf

http://www.tams.act.gov.au/move/light_rail

http://www.environment.act.gov.au/climate_change/weathering_the_change



http://www.tams.act.gov.au/move/sustainable_transport/integrated_transport_framework

ACT Information Development Plan 2008 – 2011

http://www.cmd.act.gov.au/__data/assets/pdf_file/0007/114856/act-idp.pdf

ACT Skills Future

http://www.cmd.act.gov.au/__data/assets/pdf_file/0003/119721/ACTskills-future.pdf

See Your Business in Canberra – Australia’s Capital

http://www.business.act.gov.au/__data/assets/pdf_file/0003/197067/See_Your_Business_in_Canberra_English_lores.pdf

Canberra 2030: Time to Talk

www.Canberra2030.org.au

ACTmapi


ACT Triple-Bottom-Line Assessment Tool

http://www.cmd.act.gov.au/__data/assets/pdf_file/0008/119735/TBL_annualrpt.pdf

ACT Population Projections: 2007-2056

http://www.cmd.act.gov.au/__data/assets/pdf_file/0010/119719/act-population-projections-2007-2056.pdf

ACT Population Projections for Suburbs and Districts: 2007-2019

http://www.cmd.act.gov.au/__data/assets/pdf_file/0007/119734/suburb-population-projection.pdf

Measuring our Progress website

http://www.measuringourprogress.act.gov.au/


http://www.measuringourprogress.act.gov.au/





http://www.cmd.act.gov.au/__data/assets/pdf_file/0008/119735/TBL_annualrpt.pdf





http://www.cmd.act.gov.au/__data/assets/pdf_file/0003/119721/ACTskills-future.pdf

http://www.cmd.act.gov.au/__data/assets/pdf_file/0007/114856/act-idp.pdf

ACT Budget Papers

http://www.treasury.act.gov.au/budget/index.shtml

Planning and Development Act 2007

http://www.legislation.act.gov.au/a/2007-24/default.asp

Australian Capital Territory (Planning and Land Management) Act 1988

http://www.austlii.edu.au/au/legis/cth/consol_act/actalma1988526/index.html

ACT Affordable Housing

http://www.actaffordablehousing.com.au/

7th Legislative Assembly for the ACT: Mid-Term Report

http://www.chiefminister.act.gov.au/uploads/ot/Mid%20Term%20report_final.pdf

ACT Community Engagement

http://www.communityengagement.act.gov.au/

ACT Planning and Land Authority: A Guide to Community Engagement and Consultation

http://www.actpla.act.gov.au/__data/assets/pdf_file/0007/12589/Community_engagement_guide.pdf




http://www.communityengagement.act.gov.au/

http://www.chiefminister.act.gov.au/uploads/ot/Mid%20Term%20report_final.pdf

http://www.actaffordablehousing.com.au/

http://www.austlii.edu.au/au/legis/cth/consol_act/actalma1988526/index.html

http://www.legislation.act.gov.au/a/2007-24/default.asp

http://www.treasury.act.gov.au/budget/index.shtml

List of AppendicesAppendix A

Urban Form Analysis: Canberra’s Sustainability Performance

Appendix B

An Overview of the ACT Strategic Planning System



Documents

ACT Government Submission - COAG Reform Council … · Web viewAttribute 2.4 Detailed project plans Please explain the nature and basis of the ‘appropriately detailed project plans’