careful management Direction 9 - Planning

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9.1 Achieve better planning decisions

9.2 Speed up resolution of appeals

9.3 Keep Melbourne 2030 up to date

9.4 Develop a strong partnership with localgovernment

9.5 Implement Melbourne 2030 in an integratedway that involves the community

Better planning decisions,careful management

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Planning for sustainable growth Page 161

Page 162 Melbourne 2030

POLICY 9.1

Achieve better planningdecisions

To achieve the vision and directions

of Melbourne 2030, the planning

system must be clearly focused.

Planning schemes and policies must

clearly express their intentions.

Planning processes must be effective

and efficient. At present, the planning

system is under stress because of high

expectations, scarce resources and

heavy workloads.

Melbourne 2030 includes commitments toimprove planning outcomes throughinitiatives such as clear identification of rolesand responsibilities, clearer planning rules,improvements to planning processes andbetter guidelines for decision-makers (such asguidelines for structure planning aroundactivity centres and the adoption ofNeighbourhood Principles).

Changes to the Victoria Planning Provisionswill clarify State policy and reduce the needfor planning permits where there is no clearcommunity benefit. Where planningpermission is required, the considerations andexpected outcomes will be clearly expressed.Effective administrative processes, appropriatelevels of resourcing and the application ofperformance standards will be promoted.

The planning system must be focused to improve outcomes

Initiatives9.1.1 Work with councils, educational

institutions and other stakeholdersto build a larger planning work-force and provide more training anddevelopment opportunities forpeople involved in applying thedevelopment approval system

9.1.2 Improve the quality of planningapplications by providing training toindustry about applicationrequirements, and promoting theuse of pre-application certificationof applications by private planners

9.1.3 Reduce the number of matters thatneed planning approval, simplifyprocedures and clarify rules, andprovide more specific decisionguidelines and performancestandards by amending the VictoriaPlanning Provisions andplanning schemes

9.1.4 Develop online applicationmanagement systems throughthe Land Exchange initiative,and encourage councils toimplement electronic applicationmanagement systems to increaseadministrative efficiency in dealingwith applications

Direction 9

Victoria's planning system is being challengedby enhanced economic activity that is leadingto record building applications andapprovals. The system allows the views of allstakeholders to be considered. However, thenumber of disputed planning permitdecisions is growing. And these are takinglonger to resolve by the Victorian Civil andAdministrative Tribunal (VCAT).

The likelihood of disputed decisions can bereduced by working to:

• improve the quality of planningapplications

• inform and consult people in the bestpossible way about land-use proposals

• clarify the processes that lead toplanning decisions.

A range of measures will be introduced to reduce delays and streamline the appeals process.


Initiatives9.2.1 Develop guidelines for best practice

methodologies for communityengagement and consultationabout land-use planning issues, inorder to reduce the need fordispute resolution at the end of theprocess

9.2.2 Reduce the likelihood of disputes byimproving the procedural anddecision-making processes in theplanning system that relate to

– use and interpretation of localpolicy

– the amendment of plans after aplanning permit application hasbeen lodged

POLICY 9.2

Speed up resolution of appeals

9.2.3 Provide more resources to theVictorian Civil and AdministrativeTribunal (VCAT) in order to:

– increase the number of tribunalsthat can sit

– support VCAT in achieving itsobjective of increasing theproportion of cases that are heardby panels of two members ratherthan by a single member

– assist VCAT to significantly reducethe time taken to deal withplanning appeals


POLICY 9.3

Keep Melbourne 2030 up to date

Melbourne 2030 is a long-term

document that also needs to be

dynamic and responsive. To gain the

understanding and support of

business and the community, the

Government will undertake a process

of community-based implementation

and review (see ‘Encouraging public

participation and scrutiny’). This will

feature continued consultation,

regular reporting and formal reviews.

Consultation Melbourne 2030 contains issues that willtake time to implement and details that willneed to be discussed. There will be ongoingconsultation with all those affected by itsinitiatives, including groups that are hard toreach. The Strategy sets out broad principlesand planning approaches but it is not astraightjacket. The planning system willrespond innovatively to issues that arise atany level, from local to Statewide.

ReportingAn annual Community Update report will beproduced to communicate progress. Multipleformats and media will be used so that it isaccessible to as wide an audience aspossible, including people with sensorydisabilities or from non-English-speakingbackgrounds.

ReviewsMelbourne 2030 must be assessed againstnew or emerging trends. Minor changes to itmay occur at any time, while formal reviews– with full community involvement – will becarried out at five-year intervals to assimilatethese minor changes and to check whethermajor change is needed.

Melbourne 2030 will be reviewed within five years

Direction 9

Initiatives9.3.1 Establish processes for regular

consultation with major stakeholdergroups on the overall progress inimplementing Melbourne 2030

9.3.2 Produce an annual CommunityUpdate report that highlightsprogress with implementation andthe emergence of new trends

9.3.3 Establish a web site with progressreports, data, trends and otherinformation to aid in understandingand applying Melbourne 2030

9.3.4 Set up a formal process toreview Melbourne 2030 at leastonce every five years

9.3.5 Establish community liaisonmechanisms to help prepare forformal reviews and to ensure broadpublic participation

Encouraging publicparticipation andscrutinyAs part of its Best Value approach, theGovernment encourages consultation andengagement between local governments andthe community. Community Consultation –Resource Guide, a cooperative venturebetween the Victorian Local GovernanceAssociation and the Government, provides amethodology for local government to usewhen consulting with its communities.A similar consultative approach will be used toensure transparent and accountableimplementation of Melbourne 2030.

Best Value principles are:

• local accountability

• whole-of-organisation response

• consultation on performance

• best value outcomes

• benefits, not costs

• encouragement of innovation.

Consultation and good governance include:

• good governance aims to betterunderstand the aspirations ofcommunities and to involve them indirection and setting priorities

• effective consultation will enhanceoutput delivery

• good consultation will meanimproved management and betterresults for everyone.



POLICY 9.4

Develop a strongpartnership with localgovernment

Informed involvement from local

government is critical to successfully

implementing Melbourne 2030 and

achieving its potential. The

Government and local councils will

need to establish and maintain an

ongoing partnership.

Councils will be asked to work with theGovernment in deciding how best toapproach the variety of policy andimplementation areas covered byMelbourne 2030.

Regular two-way communication withcouncils will occur as the implementationprogram evolves. Forums will be held withappropriate groupings of councils to discusskey issues and information will be madeavailable on new concepts such asNeighbourhood Principles. All informationwill be in an easily accessible format.

Councils will be asked to contribute to theregular formal and informal reviews ofMelbourne 2030 and of its progress.

Initiatives9.4.1 Hold cross-government forums to

discuss the implementation ofMelbourne 2030 and emergingissues

9.4.2 Develop an ‘extranet’ specialistplanning web site for use by localcouncils and other agencies withinformation, advice and tools tohelp with the implementation ofMelbourne 2030

9.4.3 Provide clear guidance about therequirements and expectations forthe implementation of Melbourne2030, in particular the roles andresponsibilities of local and Stategovernments and arrangements foreffective relations and coordinationbetween levels of government

The Government and local councilswill need to establish and maintain

an ongoing partnership

Direction 9

Implementation of initiatives will

require a cross-disciplinary approach

that involves a wide range of

stakeholders. Problems are rarely

one-dimensional, while a single-issue

response ignores the complexity

of the way a city works and its

‘people’ element.

Taking a place management approach toimplementing Melbourne 2030 will deliverwhole-of-government economic, social andenvironmental objectives. Broad cross-sectoral involvement will encourageindividuals, organisations and communitiesto work singly and together to foster andsustain positive community change.Community involvement in decision-makingwill ensure public confidence in Melbourne2030 and will ensure that it continues toreflect community aspirations and values (see‘Place management’).

Initiatives9.5.1 Provide support for meaningful

local participation in governmentprojects, thus contributing tocommunity building

9.5.2 Use a place managementapproach in all significantgovernment development projects


POLICY 9.5

Implement Melbourne 2030in an integrated way thatinvolves the community

Community involvement in decision-making will ensure Melbourne 2030

continues to reflect communityaspirations and values


POLICY 9.5

Place management This approach focuses on results rather thancontributions. It is particularly suitable whereinterwoven issues and problems in a particularplace – whether it be large or smallgeographically – need a multifaceted approachthat can address all factors together.

Models of place management can rangefrom simple coordination of the activities ofa number of functional agencies to a situationwhere the authority to determine outcomes,set policy and spend money is granted to aperson or organisation looking after a place.

Place management can encourageindividuals, organisations and communitiesto develop their capacity to work separatelyand together in order to foster and sustainpositive change. It can also help to delivermore responsive governance. Achievingsuccessful outcomes from the perspective ofthe people who live and work in a placerequires local knowledge that the localcommunity can provide. Traditionalboundaries need to be crossed, therefore,not only in government but also across localcommunity and business sectors.

Place management is defined as includingsome or all of the following:

• authority vested in a person ororganisation to determine desiredoutcomes and spend resources inmanaging a targeted place

• policy and service delivery that crossestraditional, sectoral and programboundaries, and that helps achievecoordinated efforts by all agenciesinvolved in the targeted place

• collaboration between governments,business, local communities andvoluntary and philanthropic sectors,recognising that no single partner canachieve the optimal outcomes

• a holistic view of the factors impactingon a place

• ‘bottom-up’ initiatives shaped by thecommunity, harnessing communityenergy and resources to design andimplement local responses and actions.

Documents

careful management Direction 9 - Planning