COMMUNITY INFRASTRUCTURE IMPLEMENTATION FRAMEWORK… · 2015-11-16 · Community Infrastructure Implementation Framework Melbourne is a fast-growing city. It is an exciting time for

F U T U R E M E L B O U R N E ( P E O P L E A N D C R E A T I V E C I T Y ) C O M M I T T E E R E P O R T

Agenda Item 5.6

COMMUNITY INFRASTRUCTURE IMPLEMENTATION FRAMEWORK: PROGRESS REPORT AND UPDATE

5 July 2011

Presenter: Ian Hicks, Manager Community Strengthening

Purpose and background

1. On 24 June 2010 Council adopted the Community Infrastructure Implementation Framework (CIIF) and resolved that officers provide six monthly progress reports.

2. This report outlines the progress of projects in year one (2010-11) and indicates those projects to be delivered during year two (2011-12).

Key issues

3. The CIIF provides a framework for the strategic planning and strategic delivery of community infrastructure. The CIIF incorporates a policy, a plan and a process.

4. The CIIF has been updated to reflect the most recent demographic data, current growth area information and changes to project priorities. The updated CIIF includes a revision history which summarises the significant changes to the document (refer Attachment 2).

5. A range of process improvements have occurred in the past 12 months including:

5.1. establishment of the Major Projects Advisory Committee to review the progress on delivery of key projects, including major community infrastructure projects;

5.2. establishment of cross organisational working groups to coordinate service delivery, operations, engagement and design/construction activities in the delivery of key community infrastructure; and

5.3. improved internal reporting on projects contained within Council’s 2010-11 Key Strategic Activities (KSA 9 Community Infrastructure).

6. Refer to Attachment 3 for details of the progress on projects. The Docklands library and community centre has been delayed due to constraints with the original site. This has required the City of Melbourne to pursue other options and the process of identifying an appropriate site is now well progressed.

7. In 2011-12, $22.79 million has been allocated in the draft budget to progress a range of community infrastructure projects (detailed in KSA 9 Community Infrastructure).

Recommendation from management

8. That the Future Melbourne Committee:

8.1. endorses the updated Community Infrastructure Implementation Framework (Attachment 2); and

8.2. notes the following community infrastructure projects are proceeding to tender and/or construction stage during 2011-12: and,

8.2.1. Southbank library and community centre (Boyd School);

8.2.2. Carlton Baths/Family Resource Centre redevelopment;

8.2.3. Kensington Town Hall (structural and accessibility works);

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Attachments: 2 1. Supporting Attachment 2. Updated Community Infrastructure Implementation Framework 3. Progress Report on 2010-11 Community Infrastructure Projects

8.2.4. Docklands library and community centre;

8.2.5. Drill Hall community centre;

8.2.6. Police Pod at Queensberry Square;

8.2.7. JJ Holland Park sports pavilion refurbishment; and

8.2.8. Minor building works on the following facilities:

8.2.8.1. Multicultural Hub;

8.2.8.2. North Melbourne (Buncle St) Community Centre;

8.2.8.3. Abbotsford Street Maternal and Child Health Centre, North Melbourne;

8.2.8.4. North Melbourne Library;

8.2.8.5. East Melbourne Library; and

8.2.8.6. Artplay.

8.3. notes that during 2011-12 the scoping and/or detailed design of the Kensington Town Hall health and aged services hub will be undertaken as will detailed community infrastructure analyses for Docklands, Carlton and Kensington/North Melbourne.

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1

SUPPORTING ATTACHMENT

Legal

1. There are no direct legal issues arising from the recommendations from management.

Finance

2. The short term projects identified in the CIIF are included in the Draft 2011-12 capital works and operational budgets. Management has recently been informed that the previous State Government’s capital commitment of $1million to make the Kensington Town Hall accessible has been reduced to $920,000. Council’s capital works budget has been adjusted accordingly.

3. Any projects that may require additional funding as a result of changes in scope will require Council approval. Capital and operational expenditure required in 2012-13 will be subject to the annual budget approval process.

Conflict of interest

4. No member of Council staff, or other person engaged under a contract, involved in advising on or preparing this report has declared a direct or indirect interest in relation to the matter of the report.

Stakeholder consultation

5. External stakeholder consultation has occurred in all community infrastructure projects listed within Attachment 2 and has resulted in service delivery and funding opportunities and community input into design options.

6. Integrated community engagement and communications plans are in place for the Southbank library and community centre (Boyd School) and the Carlton Baths and Family Resource Centre redevelopment.

Relation to Council policy

7. The recommendations are consistent with the Community Infrastructure Implementation Framework endorsed by Council on 24 June 2010 to:

7.1. “seek six monthly progress reports on each of the community infrastructure projects in 2.2, 2.3,2.4 and 2.5 and note that management recommendations for community infrastructure planning will be brought to Council in the 2010-11, 2011-12 and 2012-13 financial years”.

Environmental sustainability

8. The Community Infrastructure Implementation Framework allows Council to make decisions and develop plans for the construction of community infrastructure which are environmentally sustainable. The detailed designs for projects which have been completed in 2010-11 all incorporate environmentally sustainable design solutions.

Attachment 1Agenda Item 5.6

Future Melbourne Committee5 July 2011

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CommunityInfrastructure

ImplementationFramework

Updated May 2011

DRAFT

Attachment 2 Agenda Item 5.6

Future Melbourne Committee 5 July 2011

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Update History

Significant changes include:1. 40% (up from 30%) increase in population by 2020 in Carlton/Parkville, primarily in southern

parts of Carlton, but also on the Carlton Housing Redevelopment (incl. aged accommodation).

2. Resident population in the central city is estimated to be 20,000 (up from 18,000), and the expected growth of 35% by 2020 is expected to result in more younger (under 12) and older (over 55) residents. Numbers of homeless people living in the municipality has also been added to the CBD Neighbourhood Profile.

3. North/West Melbourne has 15,000 (up from 14,000) residents. Specific residential development anticipated as part of the urban renewal of the Arden Macauley Precinct has been incorporated.

4. The anticipated population profile of Docklands in 2020 now reflects more households with dependants (157% growth in children under 12) and approx. 1200 older adults living there.

5. The Southbank population of 18,750 (up from 16,700). 70% of these people live alone or asa couple (mostly older adults and students), with community services needing to reflect this.

6. Kensington has 10,400 (up from 10,000) residents. Residential growth is expected to result in a 20% increase in children under 12.

Significant changes include:1. Carlton/Parkville: provision of aged and disability services has moved from a long term to a

medium term priority.

Significant changes include:1. Carlton/Parkville: 480 Lygon St is no longer a potential development site, although other

opportunities may exist as part of the Carlton Housing Redevelopment (Office of Housing).

2. Capacity issues remain at City Library, and will only be partially alleviated by additional services in Docklands.

Significant changes include the following additional short term projects:• Police Pod at Queensberry Square • Carlton Gardens Tennis Club (pavilion and club rooms)• Rear 69 Bourke St (Salvation Army accommodation facility)• North Melbourne Community Centre feasibility• Holland Park Pavilion (community and club rooms)

Removal/changes to short term projects:• Docklands Recreation Centre: changes in project scope.

Inclusion of a range of minor building works which will increase service capacity at thefollowing facilities:• Multicultural Hub• North Melbourne (Buncle St) Community Centre• Abbotsford St MCH Centre, North Melbourne• North Melbourne Library• East Melbourne Library• Artplay

May 2011Summary of Updates Reference

p. 13

p. 17

p. 25

p. 29

p. 33

p. 37

p.14

p. 15

p. 31

p. 12

and NeighbourhoodSummaries

UpdatedNeighbourhoodProfiles

Updated Service Priorities

UpdatedStrategic Issues

Updated Short TermProjectsand Project Options

from Community Infrastructure Implementation Framework July 2010

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Community Infrastructure Implementation Framework

Challenges, content, purpose, community needs research and analysis 2

Background 4•Diverse audience, growth and change,

greater expectations, infrastructure challenges, principles, influencing factors 5

•The roles of government 7

Practical tools 8•Decision-making, assessment criteria,

decision-making filter 8

Applying the Community InfrastructureImplementation Framework 10

Neighbourhood summaries 11•Carlton and Parkville 13•Central City 17•East Melbourne and Jolimont 21•North and West Melbourne 25•Docklands 29•Southbank, South Yarra, St Kilda Road 33•Kensington and Flemington 37

Glossary of terms and abbreviations 43

Contents

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Melbourne is a fast-growing city. It is an exciting timefor the people who live, study and work here, and forthose who come to visit. It is also a challenging timefor the City of Melbourne, as it is our responsibility tomake sure the community infrastructure is in place toaccommodate this rapid expansion, now and in thefuture.

The Challenge

This Community Infrastructure ImplementationFramework:

• presents the current context for community infrastructure provision

• identifies the challenges and opportunities

• explains the City of Melbourne's approach

• describes the City of Melbourne's role in providing, delivering and managing community infrastructure.

This Framework gives an overview of short (2010-2012),medium (2012-2016) and long term (2016-2020)timeframes, corresponding to the Council Plan cycle,for community infrastructure projects in neighbourhoodsacross the municipality, together with the likely fundingrequirements and partnership opportunities.

Content

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Purpose

This Framework acts as a functional tool,which will guide how the City of Melbourneplans, assesses and decides upon futureinfrastructure projects. It builds on adetailed body of work, which has beencompiled over several years, in particularthe Community Infrastructure Plan (2007-2017).

In planning for community infrastructure,Council's objective is to coordinate the:

• provision of, and planning for, community facilities which incorporate City of Melbourne organisational goals, including environmental sustainability, access and equity, and economic prosperity.

• efficient management of community facilities by ensuring operational and governance guidelines.

Community infrastructure planning involvesthe allocation of resources and support toensure sustainable management, operationand maintenance of facilities and services.Specifically, the City of Melbourne has akey role to play in:

• carrying out feasibility studies• service planning and development• building and operating facilities• community strengthening• leadership and advocacy• partnership and coordination.

Community needs research and analysis

A three-stage process lies behind this report:

Community infrastructure policy review

• The City of Melbourne Community Infrastructure Policy went through a detailed revision process.

• Reference was made to relevant policy and strategic documents.

Community needs analysis

• Audits of community services in all neighbourhoods were compiled.

• Individual neighbourhood profiles were produced based on demographic projections for 2010-2020, forecasting anticipated levels of service demand.

• Community services needs in each neighbourhood were prioritised.

• A number of planning 'triggers' were reviewed and further devices developed.

Asset capacity analysis

In addition, an asset capacity analysis wascarried out, which looked at the buildingsthe City of Melbourne owns and uses todeliver community services, and theircapacity to meet current and futurerequirements. Mapping this against theCity of Melbourne's property assetsprovides Council with information aboutwhere facilities should be located in thefuture and which buildings might benefitfrom redevelopment.

What is Community infrastructure?

'Community infrastructure' is the term usedto describe facilities which accommodateservices that support, contribute andrespond to the needs of people living,working, and studying in Melbourne, aswell as to the needs of those who arevisiting.

'Community infrastructure includes libraries,meeting places, educational facilities andcentres for childcare, recreation, arts andculture and community health.

'These spaces are all designed to enhanceindividual, family and community well-being.'

Community Infrastructure plans

Social Infrastructure Planning Tool:Developing an Integrated Approach 2005

Carlton Community Infrastructure Plan 2006(with Office of Housing)

City of Melbourne Community InfrastructurePlan 2007-2017

Docklands Community Infrastructure Plan2008 (with VicUrban)

Other City of Melbourne strategy documents

Melbourne Planning Scheme and MunicipalStrategic Statement

Future Melbourne Plan

Council Plan (2009-2013)

Southbank Structure Plan 2010

Melbourne Library Service Strategic Plan(2008-2018)

Arts Strategy (2010-2013)

Lifelong Melbourne Plan Aged Care Plan(2006-2016)

Active Melbourne Strategy (2006-2016)

Childrens Plan (2010-2013)

Pathways-City of Melbourne HomelessnessStrategy (2011-2013)

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Background

A diverse audience Melbourne's population is made up ofpeople from many different cultures. Thecity is used by relatively wealthy people aswell as by those who are homeless andmarginalised. It has a rich Indigenousculture and history and is considered asignificant gathering place for Aboriginaland Torres Strait Islander people.

Community infrastructure serves not onlyresidents, but also students and workerswho commute into the city from otherareas, and visitors to the city.

Greater expectations Melbourne has become a 24-hour city andthis adds a further degree of complexity,with changes in the types of facilities

people need and the times at which theywant to access them.

Growth and change Melbourne's population is growing quicklyand expanding into new areas, for exampleDocklands. At the same time, increasedpopulation density in existing suburbs isputting additional pressure on communityinfrastructure.

The city is experiencing major shifts in itsdemographic make-up. For example, thereare more families taking up residence in theCentral City and Carlton is looking forwardto a significant increase in the number ofstudents living in the neighbourhood by2020.

Limitations of existing facilities Council recognised that current facilitieswithin the City of Melbourne do not meetthe needs of the existing population.Service delivery and functions vary acrossthe municipality, sometimes creating equityissues. Some community facilities, built adecade or more ago, are now under-utilised (in particular with the decline inmembership of some clubs and groups),while others are bursting at the seams (e.g City Library).

Specific challenges lie around thesefacilities:

• meeting modern standards, especially access for disabled people

• being situated in the right location• being easy to access• having the appropriate capacity• offering opening hours that suit the

community.

Community hubs model

The City of Melbourne CommunityInfrastructure Plan 2007-17 developed anapproach to community infrastructureprovision which embraces the “communityhubs” model.

Community hubs may be a single buildingor several buildings within close proximitythat can form an accessible service andactivity network linked to other majoractivity areas in order to share resources,audiences and target groups.

They are facilities that are used by a varietyof community organisations, agencies andgroups on both a permanent and casualbasis.

Community hubs provide opportunities forservice delivery such as recreationservices, Maternal and Child Health, agedand disability services or libraries.

The Melbourne Multicultural Hub, oppositeQueen Victoria Market, is an example ofthe community hub in action. It providesspace for groups to meet and share theirexperiences. It is also an information pointfor community, education and governmentservices. The hub is run by AMES inpartnership with the City of Melbourne.

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Considerations

City of Melbourne goals: Within the Council Plan (2009-2013) is thecommitment by the City of Melbourne to'establish and improve communityinfrastructure'. Council also considers

environmental sustainability, access andequity, and economic prosperity, as part ofthe planning, design and procurementprocess.

Partnerships: City of Melbourne recognises the potentialof partnerships with other levels ofgovernment, community groups and theprivate sector, to reduce the cost of

building and running facilities and producea service delivery model that best meetsthe users' requirements.

Evidence-based: The City of Melbourne tracks demographictrends and bases infrastructure decisions

on population forecasts looking aheadsome 30 years.

Lifetime cost: Strategic facilities planning takes intoaccount the lifetime requirements of anycommunity building, from the early stages,through construction, to the operation,maintenance and improvement of thefacility in years to come.

Stated organisational outcomes in relationto environmental sustainability, access andequity and economic prosperity should bereflected when planning, designing andprocuring facilities.

Shared facilities: Along with the Victorian state government,The City of Melbourne favours thedevelopment of shared facilities - forexample government schools serving boththeir pupils and the general community,

maternal and child health centres co-located with childcare and other familyservices, like playgroup spaces. The'community hubs' model is one form of“shared facilities”.

Open spaces: The Community Infrastructure Plan 2007-2017 also promotes the value of locatingcommunity centres, wherever possible,adjacent to public open space, andproviding outdoor facilities, for examplechildren's play areas, within any communityhub development.

Any proposal for a community hub that wasnext to open space or parklands would berequired to ensure that there was no loss ofopen space.

Future Melbourne

Future Melbourne is the community ofMelbourne's long term plan for the futuredirection of all aspects of life. TheCommunity Infrastructure ImplementationFramework contributes to FutureMelbourne’s goals and outcomes throughthe provision of facilities and services thatcontribute to health and happiness,encourage opportunities for socialinteraction and reflect the City ofMelbourne's commitment to sustainability.

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Influencing factors

Health and well-being: Facilities such as community, recreationand health centres are critical to ensurethat everyone has equal access to healthy

life choices. Prevention and earlyintervention are key to The City ofMelbourne's approach.

Older residents: The City of Melbourne supports healthy'ageing in place' and the opportunity forolder residents to stay within their

communities. This means making sure thatthe services and facilities are in place tomeet their needs and aspirations.

Child-friendly city: The City of Melbourne is working towardsaccreditation as a UNESCO child-friendlycity.

Agenda for young people: Young people have the least access toprivate space, so their use of public spacesand facilities plays a particularly importantpart in their lives. It affects how theyconnect with friends and those aroundthem, and their general identity and

purpose. Young people should have theopportunity too contribute to decisionmaking about public spaces and facilitieswhich are youth-specific as well as for thegeneral community.

Innovation: By creating community infrastructure, TheCity of Melbourne contributes to the city'scomparative advantage.

Technology: Community access to the internet can helpbridge the digital divide - for example, a wifispot in a public area, or PCs in the library.

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The role of government in delivering community infrastructure

While the City of Melbourne has the primaryresponsibility for local governmentinfrastructure, State and FederalGovernment also play a part.

The Federal Government • Policy coordination: The Federal government provides an approach to planning and infrastructure in major cities, in particular via the newly created Major Cities Unit, and the drafting of a national urban policy.

• Funding: the federal Government gives specific community infrastructure grants such as the Regional and Local Community Infrastructure Program.

The State Government • Service planning and development:The State Government is responsible forthe infrastructure it owns or funds e.g. schools.

• Advocacy and leadership: The State Government provides research and analysis, including the recent Auditor-General's paper on Use of Development Contributions by Local Government (Dec. 2009), and the Victorian Competition and Efficiency Commission report, Getting it Together: An Inquiry into the Sharing of Government and Community Facilities (March 2010).

• Funding: State Government funding programs include the Building Community Infrastructure Program (DPCD).

• Partnership and coordination:The State Government ensures that community infrastructure features in major projects e.g. VicUrban developments.

State government strategic initiatives whichhave an impact on communityinfrastructure provision in the City ofMelbourne include:

Melbourne 2030, and the subsequentMelbourne@5Million (2008)

Blueprint for Early Childhood Developmentand School Reform (2008)

A Fairer Victoria: Standing together throughtough times (2009)

Victoria Planning Provisions - Planning andEnvironment Act (1987)

The City of Melbourne • Building and Operating: Construction and development of facilities and directly providing Council services, or providing services through funding/service agreements/contracts.

• Planning and service development:Planning the types and location of community infrastructure through strategic, statutory and service planning.

• Feasibility: Feasibility of sites, buildings,and land development opportunities.

• Advocacy and leadership: Providing leadership and leveraging influence to proceed on a project by working with, and engaging developers, government and community members in decision making, including utilising advisory committees, working groups and peak bodies.

• Partnership and coordination:Developing partnerships that attract and/or contribute funding, and support government and community service providers to identify integrated and efficient service and delivery models.

• Community strengthening: Engaging in community development activities, sponsoring organisations and networks that demonstrate capacity building and providing customer service, information and stakeholder engagement.

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Practical Tools

Decision-making Council will consider making decisions topurchase or invest in communityinfrastructure based on the principlesoutlined in the City of MelbourneCommunity Infrastructure Policy.

Key tools in this process are theassessment criteria and decision-makingfilter shown on the following pages.

Using information contained in theCommunity Infrastructure Planning: NeedsAnalysis, the Asset Capacity Analysis and

project specific feasibility studies, Councilwill identify, develop and prioritise projectproposals.

Council will review the status of projects onan annual basis to ensure the project:• still meets community needs• is consistent with recent Council

resolutions• is integrated into capital works and

business planning cycles (diagram page10)

InputsInformation required to understand need andopportunities

Assessment CriteriaCouncil decisions based onpolicy directions

OutputsDocuments updated annuallyto assist Council decisionmaking for each project

Proposals Municipal wide projectsidentified throughengagement

Decision making filter

Demographic data

Policy and strategic direction

Community consultation

Location data

SEIFA scores

Service requirements

Clusters of identified needs

Assets assessment

Service delivery constraints

Site opportunities

Partnership opportunities

Funding opportunities


Community service need

Accessibility

Effective governanceand management

Financial responsiblity

Community Needs Analysis

Asset Capacity Analysis

Project feasibility studies

Community

Infrastructure

Project options

ShortTerm

Projects

Projects Projectsprioritised fordetailedplanning and development

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Locational attributes for communityinfrastructure

• Clustered along main or circulation street frontage, in activity centres

• Accessible by public transport 'nodes' and connected by pedestrian and cycle network (within 400 metres) day or night

• Located to minimise the distance of the nearest catchment population or identifiedclusters of need (within 400 metres)

• Located near other services that users visit regularly and provide the opportunity for cross referral amongst service providers

• Service highly visible from road or surroundings or appropriate access signage well defined

• Able to accommodate bus, car parking for disability requirements and safe loading zones, where appropriate for intended use within the site.

Sources:Sustainable Community: the Potential for Eco-neighbourhoods 2000 - Hugh Barton Redlands Social Infrastructure Plan 2009 ( Technical Paper 1) Andrea Young PlanningConsultants + Elliott Whitening P/L City of Melbourne Community Infrastructure Plan2006-2016 - Beca Pty Ltd & Collaborations

Community infrastructure projects willdemonstrate sustainable outcomes for thecommunity, and will be assessed againstthe following attributes:

• Does the project reflect the 'community hubs' model, where co-located activities and linkages between related service types can occur?

• Can a diverse range of services and groups be accommodated, including Council and not-for-profit community groups or services?

• Can the project improve integrated service delivery to the community through all of an individuals life stages?

• Do strong partnerships exist that can produce sustainable and innovative project outcomes (both physical and operational) for the community?

• Does the facility design reflect Environmentally Sustainable Design (ESD) principles?

• Does the project demonstrate a clear strategic value to the region, neighbourhood or community, which is linked to evidence of community service needs?

• Does the project address disadvantaged communities by reducing inequity, improving social capital and contributing towards community strengthening?

• To what extent can the project design and construction be flexible, and be designed to meet future uses?

• Is the project site located within or close to a focal point of the community?

• Is the project site close to public transport or connected by a pedestrian and cycle network that is highly visible, safe and accessible for all?

• Is the project located near other community services accessed by identified user groups?

• Does the project address Indigenous, multicultural and intercultural needs?

• Does the project comply with legislative requirements such as the Disability Discrimination Act (DDA), Equal Opportunity and Human Rights obligations?

• Does the facility design and location reflect safety principles including Crime Preventionthrough Environmental Design (CPTED) principles?

• Does the facility governance model reflect service and user group requirements?

• Does the facility governance model enable effective facility operation and shared use?

• To what extent will the project achieve maximum outputs for the City of Melbourne's financial contribution?

• Can the project attract external funding, including government, developer, community or commercial service provider contributions?

• Have operational costs been budgeted for when capital investment decisions are made?

• Have costs been budgeted for when service delivery model management decisions aremade? (eg. direct service provision, service agreements or lease and/or contract arrangements)


Community service need

Accessibility

Effective governance andmanagement

Financial responsibility

Assessment criteria

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10

Applying the Community Infrastructure Implementation Framework

This document, underpinned by arobust body of evidence, forms thebasis for community infrastructureplanning and investment by theCity of Melbourne in the short,medium and long-term.

Various projects and initiatives havebeen identified within this report,but it does not mean that this is astatic document. As Melbourne'spopulation grows and changes,flexibility is needed to adapt tomeet the demands of the newenvironment.

The City of Melbourne's annualprocess of monitoring, reviewingand revising the communityinfrastructure plans will ensure thatprojects remain aligned with theevolving demands on the city'sbuildings and services.

Annual monitoring, review and revision cycle

January - MarchCapital works

approval process

Identify projectactivities and initatives

for business plan

April - JuneBusiness planning

and budget process

Preparation of detailedproject plans

October - DecemberReport to Council:

project priorities for thenext financial year

Project proposals forcapital works bids

July - SeptemberReview and analyse

community service needs

Project scoping anddevelopment

ActionProject design

andconstruction

MonitorProject

evaluation

ReviewPotential for

redevelopment

StakeholderEngagement

Planning and Feasibility Design and Construct

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NeighbourhoodSummaries


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Short Term projects

Neighbourhood Project option Possible Functions ActionsCarlton/Parkville Carlton Baths and Family

Resource Centre • Recreation services• Family and Children's services• Community meeting space

Building and operating

Kathleen Syme Centre • Aged and disability services• Community meeting space• Additional service delivery for

family and children's services

Partnership and coordinationBuilding and operating

Central City Community Centre as part ofDrill Hall

• Community hall/function space• Community health services

for homeless people

Partnership and coordination FeasibilityPlanning and service development

Multicultural Hub (minor works) • Playgroup space Building and operating

Southbank, South Yarraand St. Kilda Road

Southbank Library andCommunity Centre

• Library and lifelong education services

• Customer Service Access Point• Family and children's services,• Artists studio spaces• Multi-purpose community

spaces including “24/7” lounge/study space

Building and operatingCommunity strengthening

Kensington Town Hall Healthand Aged Services Hub

• Community health services• Aged and disability services• Community meeting space

Feasibility Building and operatingPartnership and coordination

East Melbourne andJolimont

East Melbourne Library (minorworks)

• Improve environmental conditions within building

Building

North and WestMelbourne

North Melbourne Town Hallprecinct analysis

• Community hub network of closely located and co-located services

Feasibility

Docklands Docklands Library andCommunity Centre

• Library services • Community education • Community information• Community office space• Meeting spaces

FeasibilityPartnerships and coordinationCommunity strengthening

ArtPlay (minor works) • Increase space for ArtPlay programs

Building

Police Pod at QueensbridgeSquare

• Provision of space for police operations

Partnership and coordination(Victoria Police)

Abbotsford Street MCH Centre(minor works)

• New MCH consulting suite Building and operating

North Melbourne Library (minorworks)

• Additional meeting room spaces


North Melbourne CommunityCentre feasibility study

• Family and children's services• Youth services• Community meeting spaces• Spaces for arts programs • Recreation services

Feasibility

Holland Park Pavilionrefurbishment

• Community and sports club rooms and associated facilities


Carlton Gardens Tennis Club • Sports and community clubs rooms


Rear of 69 Bourke StreetSalvation Army

• Facility to accommodate homeless and vulnerable people

FeasibiltyPartnership and coordination

Kensington Kensington Town Hallrefurbishment

• Community meeting space• Events and arts space• Community office space


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Carlton/Parkville

The Carlton and Parkville neighbourhood is characterisedby a range of uses, services and activities includingtertiary, research and health institutions. Housing, retail,entertainment, leisure and cultural activities make up alarge part of the neighbourhood. Gardens and parklandsare also a strong feature of the area.

Carlton and Parkville has the largest resident population inthe municipality, of around 19,000 people. The populationis young, with 45 per cent aged between 12 and 24 years,and residents under the age of twelve make up about 20per cent of the population. More than 7,300 residents arestudents enrolled in higher education, seeking theadvantage of proximity to tertiary institutions. Nearly half ofthese students were born overseas, mostly coming fromChina, Malaysia, Singapore and Hong Kong. A significantSomali population in Carlton contributes to the diversity oflanguages spoken; the most common non-Englishlanguages spoken at home are Mandarin, Cantonese,Somali and Arabic.

Many Carlton and Parkville residents are relativelyadvantaged, however at the same time, significantnumbers experience high levels of disadvantage. Thesedisadvantaged areas are primarily concentrated in theOffice of Housing estates, with residents experiencing lackof opportunities for community connectedness, educationand employment. In addition, the neighbourhood has thesecond highest proportion of lone-parent households withdependent children in the municipality. Rental is the mostcommon form of tenure in this neighbourhood, where, onaverage, residents earn the lowest individual weeklyincomes ($280) compared with the wider municipality.

A third of Melbourne's student apartment development inthe next five years is expected to occur in the Carlton area.With a 40 per cent population increase expected by 2020,the central area of growth will be in the southern part ofCarlton, in the mixed use zone including the former CUBsite area. Student accommodation will make up much ofthis development. In addition, the Carlton HousingRedevelopment will bring in the majority of the growth inresidents in Carlton.

Neighbourhood Profile

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Royal Park

MelbourneCemetary

PrincesPark

Park Street

Flemington Road

Victoria Street

Nic

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treet

Service Priorities

The Community

are disadvantaged

have low disposable income

have low education/occupational skills

- 465 - 1353

- 206 - 464

- 74 - 205

- 1 - 73

Residential Density(Number of Dwellings)

Disadvantage measuredby SEIFA scoreHigh numbers of residents who:

Short term

• Early years services (childcare and Maternal Child Health (MCH)).

• Community education.

Medium term

• Youth services.• Art programs and artist spaces. • Community health services.• Library services.• Community office space.• Community meeting space.• Kindergarten.• Site for Primary School.• Aged and disability services.

Long term

• Accommodation and homelessness services.

The Community Needs Analysis identified that additional demand is likely for these service areas. This information is considered in Council's overall decision making for community infrastructure project options.

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Royal Park

MelbourneCemetary

PrincesPark

Park Street

Flemington Road

Victoria Street

Nic

hols

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treet

Assets Assessment

• Carlton Baths and Carlton Family Resource Centre operating at capacity, and experiencing service constraints within inadequate facility.

• Current facilities used to provide City of Melbourne aged and disability services require upgrades and refurbishment.

• Leased facility used by Carlton Senior Citizens centre inadequate for current service provision.


• Large community service providers in Carlton currently operating from inadequate or 'at capacity' facilities include Drummond Street Relationship Centre, Carlton Neighbourhood House and North Yarra Community Health Centre (NYCH).

Strategic opportunities

• Potential for Health and Aged Services Hub at Carlton Housing Redevelopment site (Office of Housing).

• Carlton Primary School potential site for Children and Family Services Hub.

• Carlton Baths / Carlton Family Resource Centre to be developed as an integratedservice.

• Provision of space within the Carlton United Breweries (CUB) development.

• Redevelopment of the former Royal Women's Hospital site, in particular the Kathleen Syme Centre building.

Strategic Issues

Accessibility and Sustainability

- City of Melbourne Owned & Operated Asset- City of Melbourne Leased & Operated Asset- External Operator / Agency / Service Provider Asset

- Residential Areas (Res Zone 1 & 2)

- Mixed Use Zoning (including Residential)

- Key Activity Area (Business Zone 1 & 2)

- Special Use Zoning (including Health & Educational and Precinct Zones)

- Industrial Zoning

- Areas of Change

- Train Station

- Tram Route

- Bus Route

Legend

Assets

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16

Royal Park

MelbourneCemetary

PrincesPark

Park Street

Flemington Road

Victoria Street

Nic

hols

on S

treet

Project Options Note: Short term projects not ranked in priority order

Project Opportunities

Project option Possible Functions Actions Timing Carlton Baths and FamilyResource Centre

• Recreation services• Family and Children's

services• Community meeting space

Building and operating Short term project

Carlton Gardens Tennis Club • Sports and community clubs rooms


Princes Park tennis and golffacilities

• Sports club rooms• Community meeting spaces

FeasibilityBuilding and operating

Medium term project

Kathleen Syme Centre • Aged and disability services

• Community meeting space• Additional service delivery

for family and children's services

Partnership and coordinationBuilding and operating

Short - medium term project

Carlton Community Centre • Library• Community meeting spaces

(with focus on student population)

• Possible childcare options

Planning and servicedevelopmentPartnership and coordination

Medium term project

1

1

2

Parkville Gardens • Community meeting space Feasibility Medium term project

Royal Park Sporting Pavilions • Upgrade to pavilion• Sports Club rooms

Building and operating Medium - long term project

3

2

3

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Central City

The Central City, with a high concentration of business,commercial and education activity, is a focus foremployment, business, retail, finance, tourism,entertainment and cultural uses. Around 599,000 peopleeach day visit, live, study and work in this 24-hour city.

The number of residents in the Central City is growingand is currently around 20,000, with half of thepopulation being born overseas. The residentpopulation is young, with a large number of students,73 per cent of whom come from overseas. Nearly halfof Central City residents speak a language other thanEnglish, the most common being Mandarin,Cantonese and Indonesian.

A third of Central City households are lone-personhouseholds, and there are low numbers of householdswith dependent children. The Central City has thelowest numbers of zero to four year-olds, but a steadilygrowing population of five to eleven year-olds(although still relatively small in number). About onethird of Central City residents earn less than $250 perweek and a relatively small proportion of residents (18per cent) earn more than $1000 per week.

General growth around the Central City is expected tolead to a population increase of approximately 35 percent by 2020, to around 30,000 people. This willincrease the demand in Family and Childrens’Services. The increase in residents over 55 years ofage will raise mobility and accessability issues in theCentral City. This growth will focus on the west ofElizabeth Street towards Docklands.

There are more than 1300 people experiencingdegrees of homelessness in Melbourne, includeapproximately 100 people who sleep rough in themunicipality, many of them within the Central City.


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18

Victoria Street

Spring Street

Swanston Street

Spencer Street

Yarra River

The Community

are disadvantaged



- 465 - 1353

- 206 - 464

- 74 - 205

- 1 - 73



Service Priorities

Short term

• Early years services - MCH and childcare.

• General community support services (including youth services).

• Access to community information.• Accommodation and homeless services.

Medium term

• Community education.• Community meeting space/offices.• Community health services.

Long term

• Aged and disability services.


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Victoria Street

Spring Street

Spencer Street

Yarra River

Swanston Street

Assets Assessment

• City of Melbourne archive building (602 Bourke St.), has potential for a community facility, but is in poor condition.

• Drill Hall has limited service capacity within existing building due to heritage constraints.


• City Library currently operates at capacity and continues to experience growth in usage.

• Role as 'capital city' and continued growth is raising demand for a range of general and support services including services for homeless people.


• The community centre (ground floor) at the Drill Hall will be available for community purposes after redevelopment of the entire site.

• City of Melbourne archive building (602 Bourke St.) is currently under-utilized.

• Master-planning for Queen Victoria Market site offers opportunities for inclusion of community facilities.

Strategic Issues







- Industrial Zoning

- Areas of Change

- Train Station

- Tram Route

- Bus Route

Legend

Assets

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20

Victoria Street

Spring Street

Spencer Street

Yarra River

Swanston Street



Project option Possible Functions Actions Timing Community Centre as part ofDrill Hall

• Community hall/function space

• Community health services for homeless people

Partnership and coordination FeasibilityPlanning and service development

Short term project

Rear of 69 Bourke Street,Salvation Army

• Facility to accommodate homeless and vulnerable people

FeasibiltyPartnership and coordination


1

4

1

2 Multicultural Hub (minor works) • Playgroup space Building and operating Short term project

4

Upgrade works at ArtPlay • Increase capacity for ArtPlay program

Building Short term project3

2

3

Traditional Owner CulturalCentre

• Arts and cultural services FeasibilityPartnership and coordination

Long term project

Melbourne City BathsRecreation Centre

• Recreation services• Community meeting space

FeasibilityBuilding and operating

Medium term project

Family and Children's ServicesHub

• Community health services• Youth services• Family and children's services

(including MCH & kindergarten)

FeasibilityAdvocacy and leadershipPartnership and coordination

Medium - long term project

Aged and Disability ServicesHub

• Aged & disability services• Community meeting space• Space for Programmed

Activity Groups

Feasibility Long term project

Riverslide skate park upgrade • Skate park associated facilities

Building and operating Medium term project

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East Melbourneand Jolimont

East Melbourne and Jolimont retains the form andcharacter of Melbourne's early settlement historythrough its houses, buildings, gardens and openspaces, and a range of some of Melbourne's landmarkbuilding and civic spaces. Government and medicalinstitutions make up a large part of the activity in EastMelbourne. The residential profile is relatively stable atapproximately 5100 and the residential land areashave limited capacity for growth.

East Melbourne and Jolimont is one of the mostadvantaged and oldest resident populations in themunicipality. 77 per cent of the households are lone orcouple dwellings without dependents. There are veryfew residents who speak a language other thanEnglish.

Limited growth (approximately 15 per cent increase) isprojected for East Melbourne and Jolimont by 2020,and although it is estimated that 80 more children willreside in the area, it will continue to have one of theoldest resident populations. New low-scale residentialand office development in Jolimont will complementthe heritage nature of this neighbourhood.


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22

FitzroyGardens

Victoria Parade

Spring Street

Hod

dle

Stre

et

The Community

are disadvantaged



- 465 - 1353

- 206 - 464

- 74 - 205

- 1 - 73



Service Priorities

Short term

• Neighbourhood house services.

Medium term

• Community meeting space.• Community information.• Childcare services.

Long term

• Aged and disability services.


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FitzroyGardens

Victoria Parade

Spring Street

Hod

dle

Stre

et

Assets Assessment

• The East Melbourne Library and Community Centre has capacity to improve reliability of service delivery if building works that produce better environmental outputs are made.


• Opportunities exist to provide some short and medium term service needs from existing facilities, such as the East Melbourne Library and Community Centre.

• Some medium and long term needs may be able to be met within re-zoned areas in the vicinity of Melbourne Park and Jolimont Rail Yards.

Strategic Issues







- Industrial Zoning

- Areas of Change

- Train Station

- Tram Route

- Bus Route

Legend

Assets

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24

FitzroyGardens

Victoria Parade

Spring Street

Hod

dle

Stre

et



Project option Possible Functions Actions Timing East Melbourne Library (minorworks)

• Improve environmental conditions within building

Building Short term project1

1

Investigate opportunities toprovide additional servicesfrom current facilities (East Melbourne Library)

• Neighbourhood house programs

• Community meeting space• Community information

Feasibility Medium term project

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North and WestMelbourne

The suburbs of North and West Melbourne have astrong residential base of established and newdwellings, as well as business, commercial andindustrial land uses.

North and West Melbourne together have more than15,000 residents and the second highest proportion ofolder residents (60-plus years) in the municipality. Thisneighbourhood has high numbers of families and thehighest number of school-aged children comparedwith the rest of the municipality.

Many residents in North Melbourne experience higherdisadvantage than West Melbourne residents, mostlyconcentrated in the housing estates. Almost a third ofNorth Melbourne residents earn under $250 per weekand rental is the most common form of tenure in thisneighbourhood. A third of all households are lone-person households. Nearly half the neighbourhoodpopulation were born overseas, and the diversity oflanguages in North Melbourne grew with the boundarychange in 2008. Two thirds of the residents speak alanguage other than English at home.

North and West Melbourne will support growth in themunicipality of an increase of 28 per cent residents by2020. A significant portion of this growth will happen inthe next five years.

Growth will focus on residential development in the areawest of Laurens Street, up to the E-gate development,the proposed railway station development in NorthMelbourne, and the large residential redevelopment onthe former Age building site. Social and private housingat Latrobe Close and Chetwynd Streets will alsoincrease residential capacity.

The number of seniors and children under 12 yearsage will continue to comprise a large portion of thepopulation.


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26

Arden Street

Dynon Road

Footscray Road

Flemington Road

The Community

are disadvantaged



- 465 - 1353

- 206 - 464

- 74 - 205

- 1 - 73



Service Priorities

Short term

• Early years services - MCH and childcare.

• Art programs and artists spaces.• Aged and disability services.

Medium term

• Early years services - Kindergarten.• Primary school.• Youth services.• Community health services.

Long term

• Library services. • Community meeting spaces.


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Arden Street

Dynon Road

Flemington Road

Footscray Road

Assets Assessment

• North Melbourne Community Centre (Buncle St.) is at capacity and facility is inadequate for current service provision.

• The Jean McKendry Community Centre is inadequate for current service provision.

• Flagstaff Gardens Pavilion is at capacity and inadequate for current service provision.


• Aged and disability services are at capacity.


• North Melbourne Town Hall “precinct” in Errol St.

• Opportunity to maximize the underutilizedfirst floor space at the North Melbourne Library.

• Hotham Hub, Buncle Street and Jean McKendry have co - location advantage for 'community hub' model.

• Lady Huntingfield Centre has some limited expansion potential.

• Eight Day (Baptist) Church has interest to maximize current site to provide spaces for community use.

• Significant areas of North and West Melbourne have been identified as areasof change and possible residential growth. This includes potential to locate community infrastructure in activity centres.

Strategic Issues







- Industrial Zoning

- Areas of Change

- Train Station

- Tram Route

- Bus Route

Legend

Assets

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28

Arden Street

Dynon Road

Yarra River

Flemington Road

Footscray Road



Project option Possible Functions Actions Timing

North Melbourne CommunityCentre feasibility study

• Family and Children's services

• Youth services • Community meeting spaces• Spaces for arts programs• Recreation services• Co-location of community

health services

Feasibility Short term project

North Melbourne Town Hallprecinct analysis

• Community hub network of closely located and co-located services

Feasibility Short term project

Abbotsford Street MCHCentre (minor works)

• New MCH consulting suite Building and operating Short term project

North Melbourne Library(minor works)

• Additional meeting room spaces


1

1

North Melbourne Pool • Recreation and leisure centre

• Community meeting space


Flagstaff Gardens Pavilion

• Club rooms• Community meeting space

Building and operating Medium term project

2

3

4

2

3

4

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Docklands

Docklands is Victoria's largest urban waterfront renewalproject, providing housing, offices, and industrial uses.Its focus on business and innovation is expressedthrough the architecture. The open and recreationalspaces include public, private and commercial;sporting, marina and entertainment activities.Docklands has a residential population ofapproximately 6,000 and 20,000 daily workers.

Docklands is a “vertical community” with 90 per centof residents in high rise apartments. Docklandsresidents are predominantly young; half the populationis aged 18-34. Docklands has the second smallestpopulation of older adults within the City of Melbourne.Docklands residents generally experience high levelsof advantage, where a third of residents earn over$1000 per week.

Over a third of Docklands residents were bornoverseas, mostly from the United Kingdom, China,New Zealand and Malaysia. Docklands has very lownumbers of children living in the neighbourhood and athird of households are couples with no dependents.

On completion in 2020, Docklands' population willhave increased by 60 per cent in terms of residentsand 70 per cent in terms of workers. It is anticipatedthat more households will have dependents with 157per cent growth of children under 12 years old. 1200older people are projected to reside in Docklands by2020, as more residents are drawn to the convenienceof inner city living. New developments will need tocontinue to encourage community and visitor activity,community development and physical and visual linkswith the rest of the central city.


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30

Footscray Road

Lorimer Street

VictoriaHarbour

Spencer Street

The Community

are disadvantaged



- 465 - 1353

- 206 - 464

- 74 - 205

- 1 - 73



Service Priorities

Short term

• Library and learning services.• Community centre/neighbourhood

house. • Adult education. • Community meeting spaces.• Office space for community

organisations.

Medium term

• Community information services.• Social and recreational services and

water activities Hub.• Site for Primary School.

Long term

• Community health services.


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Footscray Road

Lorimer Street

VictoriaHarbour

Spencer Street

Capacity Assessment

• The Hub@Docklands, a temporary building, is at capacity and is not able tomeet immediate needs and/or projectedresidential and visitor growth.

Service Delivery Constraints

• Space is inadequate for playgroups and other family services at the Harbour Children's centre.


• A Docklands Library would partially alleviate capacity issues being experienced at City Library.

• VicUrban is currently undertaking an Urban School Project and has identified a service model for a primary school in Docklands. Project delivery options are currently being investigated.

• The Community Learning and EducationCentre (CLEC) site (site of the current Hub@Docklands) offers potential for community infrastructure provision.

• E Gate, immediately adjacent to Docklands, and with links to the North-West Melbourne neighbourhood, has potential to provide some community infrastructure which may not be able to be provided in Docklands due to space constraints (e.g. district secondary school).

• Opportunities exist to co-locate a site along the harbour linked to open space, recreation and water activities.

Strategic Issues







- Industrial Zoning

- Areas of Change

- Train Station

- Tram Route

- Bus Route

Legend

Assets

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32

Footscray Road

Lorimer Street

VictoriaHarbour

Spencer Street



Project option Possible Functions Actions Timing Docklands Library andCommunity Centre

• Library services • Community education • Community information• Community office space• Meeting spaces

FeasibilityPartnerships and coordinationCommunity strengthening

Short term project

Docklands community watersports facility

• Community waters sports facility

FeasibilityPartnership and coordination


Docklands urban school • Primary school• Opportunities for co-located

community services (e.g. community health services and community office space)

Advocacy and leadership(State Government)

Medium term project

1

1

Docklands Social andRecreation Hub

• Recreation services and co-located community services (possibly providedas a regional service)


Long term project

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Southbank, South Yarraand St. Kilda Road

Southbank is rapidly growing as a residential area. Ithas evolved as a cluster area for Victoria's arts andcultural life including major performance, gallery andarts education centres. South Yarra and St Kilda Roadareas of this neighbourhood have high densityresidential and office uses, including internationallyrecognised medical and research centres.

The growing Southbank population (currently 18,750residents) is marked by relatively high levels of youngpeople (aged 12 to 24-years-old). Half of Southbankresidents were born overseas, and there are 3,888residents enrolled as international students in highereducation. The student resident population is diverse,with large numbers of Indonesian, Malaysian andChinese students.

Across St. Kilda Road, South Yarra is one of the mosthomogenous areas in the municipality, and almost halfthe residents are older adults living alone. Thecombination of adults living alone and the high studentpopulation accounts for the 70 per cent of householdsin the area as lone or couple dwellings.

The median household income in Southbank, SouthYarra, and St Kilda Road area is one the highest in themunicipality. A third of the residents earn over $1000per week.

A significant population growth of 27 per cent moreresidents by 2020 is expected to occur in the mediumto high-density dwellings around the arts cluster areaof the neighbourhood. This combined with thesignificance of lone or couple dwellings suggestscommunity services will need to address thiscommunity appropriately.


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34

RoyalBotanicGardens

FawknerPark

Dorcas Street

Kings Way

Pun

t Roa

d

St Kilda R

oad

The Community

are disadvantaged



- 465 - 1353

- 206 - 464

- 74 - 205

- 1 - 73



Service Priorities

Short term

• General community support and information.

• Office space for community organisations and activities.

• Community health services.• Neighbourhood House and community

education services.

Medium term

• Library.• Early years services - MCH, childcare.• Youth services.• Art programs and artists space.

Long term

• Accommodation and homeless services.• Aged and disability services.• Site for Primary and Secondary school.


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RoyalBotanicGardens

FawknerPark

Dorcas Street

Kings Way

Pun

t Roa

d

St Kilda R

oad


Assets Assessment

• Fawkner Park facilities do not meet the requirements of aged and disability services or children's and families services.

• Boyd School Redevelopment will meet significant community service needs anddemands, but is not appropriate for childcare services.

• The Southbank currently has low quality access (roads, bicycle and pedestrian access) causing site constraints for service provision.


• Current aged and disability services are at capacity.


• The Southbank Structure Plan has identified potential sites for neighbourhood activity centres around Southbank Boulevard and Sturt Street. These sites will be opportunities to co-locate community infrastructure.

Strategic Issues






- Industrial Zoning

- Areas of Change

- Train Station

- Tram Route

- Bus Route

Legend

Assets

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36

RoyalBotanicGardens

FawknerPark

Dorcas Street

Kings Way

Pun

t Roa

d

St Kilda R

oad



Project option Possible Functions Actions Timing Southbank Library andCommunity Centre

• Library and lifelong education services

• Customer service access point

• Family and children's services,including M&CH services

• Artists studio spaces• Multi-purpose community

spaces including “24/7” lounge/study space

Building and operatingCommunity strengthening

Short term project

Southbank neighbourhoodcommunity hub

• Family and children's servicesincluding private childcare

• Community meeting space• Aged and disability services

Feasibility Long term project

Fawkner Park Tennis Club • Upgrade of surfaces• Club rooms • Community space

Partnership and coordination(Tennis Australia)


Site for schools in Southbankneighbourhood

• School (Primary and Secondary)

• Co-located family and children's services



1

1

2

2

Police Pod at QueensbridgeSquare

• Provision of space for police operations

Partnership and coordination(Victoria Police)

Short term project

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Kensington

The Kensington and Flemington neighbourhood is astable residential area which includes the FlemingtonRacecourse (the only part of the Flemington suburbincluded in the municipality). There are significantheritage areas intact that reflect Kensington's history asan industrial working class suburb of the 19th Century.

Kensington and Flemington has 10,400 residents, withfamilies being the predominant type of household.Kensington and Flemington has the highest number ofchildren under 12 years old in the municipality,although only slightly higher than North Melbourne andCarlton. Kensington has the second highest proportionof lone-parent households, after North Melbourne andjust over one quarter of residents were born overseas.

Pockets of disadvantage occur around the publichousing estates; however many Kensington andFlemington residents earn significantly higher incomesof more than $1000 per week.

While Kensington and Flemington will have limitedpopulation growth in the immediate future, there ispotential for major development of residential andcommercial use in the area around Macaulay Roadprecinct towards 2020. While birth rates in Kensingtonand Flemington will not change, the residential growthwill result in 20 per cent increase in children under 12years old.


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38

FlemingtonRacecourse

JJ HollandPark

Racecourse Road

Macaulay Road

The Community

are disadvantaged



- 465 - 1353

- 206 - 464

- 74 - 205

- 1 - 73



Service Priorities

Short term

• Early years services - MCH.• Accommodation and homeless services.

Medium term

• Early years services - childcare, Kindergarten.

• Art programs and artist spaces.• Community health services.• Community meeting spaces, (adult

education and community information).

Long term

• Aged and disability services.• Site for district Primary School

(Kensington / Flemington).


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JJ HollandPark

Racecourse Road

Macaulay Road


Assets Assessment

• Kensington Town Hall as a facility is inadequate for current service provision, in poor condition and structurally unsound.

• Kensington Community Recreation Centre buildings are in reasonable condition and there is potential for redevelopment.

Capacity Assessment

• Facilities for aged and disability servicesand community health services are not meeting demands.


• Kensington Town Hall site has potential to provide for a range of services.

• Doutta Galla Community Health Servicesis operating in constrained conditions and the service has identified the need to ideally operate from one site, rather than the current multiple sites.

Strategic Issues






- Industrial Zoning

- Areas of Change

- Train Station

- Tram Route

- Bus Route

Legend

Assets

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JJ HollandPark

Racecourse Road

Macaulay Road



Project option Possible Functions Actions Timing

Kensington FlemingtonBowling Club

• Club rooms• Community meeting space


Site for primary school inKensington and Flemington

• Primary school• Opportunities to co-locate

family and children's services


Long term project

1

1

Kensington early years /recreation hub (Macaulay Road precinct)

• Family and Children's services(including kindergarten private childcare)

• Recreation services


Medium - Long term project

Kensington Town Hallrefurbishment

• Community meeting space• Events and arts space• Community office space


Holland Park Pavilionrefurbishment

• Community and sports clubrooms and associated facilities

Building and operating Short term project2

Kensington Community andRecreation Centre

• Recreation services• Family and Children's services• Youth services• Arts spaces • Community meeting spaces

Building and operatingPartnership and coordination

Medium term project

2

Kensington Town Hall Healthand Aged Services Hub

• Community health services• Aged and disability services• Community meeting space

Facilitation Building and operatingPartnership and coordination

Short - medium term project3

3

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Glossary of terms and abbreviations

Advocate Promote and leverage influence.

AMES Adult Migrant Education Service.

Areas of Change Areas which may have changed uses in the future, including zoning changes. These areas have potential for residential growth.

Assets Buildings and property.

Capacity Assessment Evaluation to determine the maximum amount (eg. Clients, programs or floorspace), the an asset can contain for its intended purpose.

CoM City of Melbourne

Community Infrastructure Facilities that that accommodate services which:• Support individuals, families, groups and communities to meet their life stages

and specific needs; and/or• Fulfil a generic function that provides community benefits.

Developer Organisation or individual who invests in real estate then redevelops site into buildingsor homes to sell.

DEECD Department of Education and Early Childhood Development

DPCD Department of Planning and Community Development

Facility governance Method of managing the operation of a facility.

Funder Organisation or individual who provides resources for a project.

M &CH Maternal and Child Health services.

Operational costs Costs associated with running and operating a facility.

Partner Organisation or individual who contributes financial and in-kind support to a project.

Project planning Feasibility, investigation, development of timeframes and assessment of a project.

Precinct analysis / site investigation Assessment of a location for potential redevelopment/project.

SEIFA (Socio Economic Index for Areas) score A score developed by the Australian Bureau of Statistics (ABS) using information in a population group to measure socio-economic status (including wealth, income, education and occupational skills, age and access to infrastructure).

Service model Method of delivering a type of community service.

Site feasibility Process of understanding how a site is capable of being redeveloped.

UNESCO United Nations Educational, Scientific and Cultural Organisation.

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Phone: 03 9658 9658

TTY: 03 9658 9461

Online: www.melbourne.vic.gov.au/contactus

Fax: 03 9654 4854

Mail: City of MelbourneGPO Box 1603Melbourne VIC 3001Australia

In person: Melbourne Town Hall120 Swanston StreetMelbourne

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PROGRESS REPORT ON 2010-11 COMMUNITY INFRASTRUCTURE PROJECTS

DM 6472463 1/8

Attachment 3 Agenda Item 5.6

Future Melbourne Committee 5 July 2011

PROJECT SCOPE AND PROGRESS

TO DATE FUNCTIONS / SERVICES

TO BE PROVIDED KEY ISSUES / NEXT STEPS

ON TRACK

DESIGN AND/OR CONSTRUCTION PROJECTS FOR 2010-2011 FINANCIAL YEAR

1. Southbank library and community centre (Boyd School)

2010-11 Budget: $5 million.

The project is progressing well and is expected to be ready for operation in the second quarter of 2012.

The heritage building on the Boyd School site is being redeveloped to provide for the Southbank community as part of a longer-term redevelopment of the entire site.

The design and documentation of the library and community centre to be accommodated in the heritage building has been completed.

An early works contract was let and preliminary site works are now complete.

Tenders for construction were reported to Council in December 2010, the major contract works commenced in March.

The completed facility will provide:

a neighbourhood library that includes collections, reading and technology spaces for children, young people and adults;

Maternal and Child Health services;

a variety of family services;

community meeting spaces;

artists studios;

Council customer services point; and

small public outdoor space, which includes activity space for playgroups and outdoor reading area attached to the library.

The Southbank library and community centre is an innovative “community hubs” model, where co-located activities and linkages between related service types can occur. An operational plan being developed for the centre aims to allow “community ownership” of the facility, rather than the provision of another “Council building”.

A community engagement plan has been developed and includes processes to inform the community about building progress and to involve the community in future services to be provided from the site, including the make-up of the library collection.

A concept landscape design has been produced for client/stakeholder comment and will be refined and documented prior to 30 June 2011.

Construction of the library is scheduled for completion in March 2012.

Green

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DM 6472463 2/8




ON TRACK

2. Drill Hall community centre

Budget: $1.25 million (Council Capital Grant), including $600,000 in 2010-11 budget and a further $650,000 in 2011-12

As part of this affordable housing project a Council contribution was made (to Housing Choices Australia) to provide a community centre as part of the ground floor redevelopment. The community centre will be leased back to CoM at a peppercorn rent.

Agreement has been reached with Housing Choices Australia (HCA) on the scope of works for the community centre.

Grant monies of $600,000 have been made available to HCA.

Building works continue on the site and are scheduled for completion late 2011.

In addition to the affordable housing component of the project, which will provide 59 units for affordable housing, the completed community centre will provide:

a large hall for use by the community; and

a range of small offices and meeting spaces.

Feasibility of providing a specialised central city community health service for homeless people within the Drill Hall community centre is being investigated (refer Project 7).

A detailed business case for the operation of a specialised community health centre from the site is being developed for Council consideration in July 2011.

Consultation with interested parties has begun with the view to put in place management arrangements for the community hall.

An additional $625,000 will be made available to HCA in 2011-12 on completion of building works.

Green

3. Kensington Town Hall (KTH)

2010-11 Budget: $800,000

This project is to undertake substantial structural works and refurbishment to make the town hall safe and suitable for community use.

Stage 1 (underpinning works) has been completed.

Plans and documentation has been completed for a further phase of work

When completed, this project will provide within the KTH:

a hall, available for CoM service provision as well as general community uses; and

a range of small and large activity/meeting spaces.

Completion of structural works is on track.

A State Government grant of $920,000 has been confirmed as a contribution toward the refurbishment to ensure community access to the KTH.

This grant will enable a range of other works to be completed to ensure compliance with building

Green

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DM 6472463 3/8




ON TRACK

within the current budget allocation, including repairs to the building fabric and facade. A contract for these works should be tendered in July 2011.

Feasibility of providing a Health and Aged Services Hub on the broader site, and incorporating the KTH spaces is currently being investigated (refer Project 5)

codes and to make the ground floor of the building accessible (eg compliance with Disability Discrimination Act)

PLANNING AND FEASIBILITY PROJECTS FOR 2010/11 FINANCIAL YEAR

4. Docklands library and community centre

2010-11 Budget: $2.5 million

The Docklands library and community centre is significantly delayed and design and documentation is not expected to be completed by 30 June 2011.

During 2010 a suite of design options were developed for the CLEC site, where the current Hub@Docklands is located.

In February 2011, Council resolved to consider other sites and procurement strategies hence expressions of interest were sought from organisations and developers in the precinct to develop a library and community centre in Docklands.

Submissions from developers were presented to the Future Melbourne Committee in confidential session on 17 May 2011 and Council on 31 May 2011.

VicUrban have made a commitment of


a library that includes collections, reading and technology spaces for children, young people and adults

space for a range of community services and community meeting spaces.

With the Council resolution on the developer submissions (31 May 2011), a development agreement can get underway to negotiate delivery of a library and community centre by 2013

$2 million has been allocated in Councils 2011-12 Draft Budget to ensure construction of the library and community centre has commenced. This includes a $1 million contribution from VicUrban.

The key issue for Council is the inherent inefficiencies and construction costs associated with building in Docklands.

Management is of the opinion that the existing Hub@Docklands building is in poor condition, and has limited capacity to deliver services in its current state. A small maintenance allocation of $110,000

Red

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DM 6472463 4/8




ON TRACK

$4.5 million toward development and construction of the facility.

is in the draft 2011 – 2012 budget for urgent works.

5. Kensington Town Hall (KTH) health and aged services hub

This project involves the scoping and concept planning for a Health and Aged Services Hub on the entire KTH site.

Responsibility for the scoping is currently with the Department of Health. An initial feasibility study was prepared in 2010, prior to the Victorian state election.

More detailed site options are now being developed including an integrated hub model which considers the entire KTH site:

o a new facility to accommodate Doutta Galla Community Health Services (DGCHS);

o relocation of the existing CoM Aged Services;

o the integration of other identified CoM service needs; and

o the incorporation of the existing historic buildings into the larger hub development.

If feasible, the services to be provided from a Health and Aged Services Hub are likely to include:

Doutta Galla Community Health Services, including;

o primary and community health

o medical

o dental

o mental health

o health promotion

CoM Aged and Disability Services, including Senior Citizens Programmed Activity Groups and meals services;

a hall, available for CoM service provision as well as general community uses; and

a range of small and large activity/meeting spaces.

Detailed project scoping and concept planning for a Health and Aged Services Hub in Kensington will continue during 2011. This is being undertaken in partnership between the Department of Health (funder of community health services), CoM (property owner/ funder/ service provider) and DGCHS (service provider).

The Department of Health is currently preparing a high level strategic assessment of the proposed project in preparation for the State Government 2012-13 budget cycle.

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6. Redevelopment of the Carlton Baths / Carlton Family Resource Centre site

2010-11 Budget: $400,000

This project will upgrade and extend the buildings and provide better integration between the Carlton Baths and the Carlton Family Resource Centre (CFRC).

A project governance structure has been operating.

Consultancies for external project management and architectural services were appointed.

A functional design brief was developed, detailing the spatial requirements and joint use of some spaces. A joint reception area is being designed to enable more efficient and potentially more integrated service provision.

More than 200 people have been involved in community engagement activities, including four community information sessions, project email and phone line, and written feedback forms. A significant number of meetings have also been held with individuals/groups with specific inquires.

Detailed design and documentation continues with input from community engagement activities.


Upgraded recreation facilities and amenities

Community rooms

Additional Maternal and Child Health consulting spaces

Additional and upgraded spaces for family services such as playgroups, parenting and counselling.

Joint reception area for both recreation and CFRC services, offering information and the potential for better service integration.

Design documentation of building works is being finalised.

An expression of interest for contractors was advertised on Saturday 28 May 2011 with tenders being called in early August.

There will be no service delivery from the site during construction. Alternate service provision arrangements are being finalised for both the CFRC services and the Carlton Baths.

Operational planning, involving Community Services branch, Recreation Services and the YMCA (contractor at Carlton Baths) will also ensure better service integration on the site when the new facility opens.

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A planning application has been lodged and five objections received.

7. Central city community health and day services centre for homeless people

2010-11 Budget: $100,000 (Operational)

This project has investigated the option of providing a central city community health service and day services centre as part of the Drill Hall community centre.

From July to September 2010 discussions and negotiations occurred between Doutta Galla Community Health Service (DGCHS), Housing Choices Australia and City of Melbourne on the proposal to develop a specialised community health service from this site for people who are (or are at risk of being) homeless.

In November 2010 Future Melbourne Committee resolved to develop a business case with DGCHS into the feasibility and costs of operating a specialised community health facility from this site.

There are two proposed options for services that could be provided by DGCHS (subject to the findings of the business case) which are:

Option 1: centre management, reception, administration and intake, community, mental health and outreach nurses, general medical, youth transition services, and a range of outreach such as dietician, podiatry and a women’s centre.

Option 2: centre management, reception, administration and housing intake, community, mental health, dental, brokerage and outreach nurses, general medical, drug and alcohol, counselling/psychologist services and a women’s centre.

Expanded outreach services would include dietician, mental health, and podiatry. Some programming would include community connections, youth transition and recreational activities.

The business case being developed between DGCHS and City of Melbourne is examining the range of services that are feasible and the additional funding and expenditure requirements to provide those services.

A process to consider options for the provision of day shelter services from other sites is also being pursued by Management (for example, day shelter services for homeless people may be able to be provided as part of the Salvation Army’s redevelopment at the rear of 69 Bourke St).

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8. Carlton: provision of additional family,

2010-11 Budget: $200,000

Planning for the provision of additional facilities for family, children’s and aged

The “Carlton Services Model”, if feasible, may provide:

Discussions with the State Government regarding the Carlton Service Model have not progressed

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children’s and aged services facilities

services in Carlton has been progressed by:

Participation in a working group with possible project partners (Office of Housing, North Yarra Community Health, Drummond Street Services and City of Melbourne) to consider development of a joint service model for a health and community services hub (“the Carlton Service Model”). Discussions with the State Government on the proposed site for the Carlton Service Model (on Office of Housing property on the Lygon Street housing estate) have not progressed post the Victorian state election.

Investigation of the Kathleen Syme Centre as a site for the provision of additional family, children’s and aged services.

Community health;

Family services including counselling, early years and education and training programs; and

aged services, including senior citizens programs and programmed activity groups (provided by CoM if Kathleen Syme Centre does not eventuate).

Kathleen Syme Centre could provide:

Aged services including senior citizens programs and programmed activity groups

Some family services including an area for play groups

Community meeting and activity space

post the Victorian state election.

City of Melbourne is inspecting the Kathleen Syme Centre following confirmation from the State Government regarding the purchase price.

9. Docklands recreational facility

2010-11 Budget: $50,000

In October 2010, as part of the Second Decade of Docklands (D2) process, concepts were publicly released that proposed options regarding the future use of the Western Park area in

The types of recreation facilities are yet to be determined.

The community consultation process will be undertaken with a view to determine a preferred option for provision of recreational facilities at Western Park.

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Docklands as a recreation facility.

Recreation facilities, including a community gym provided by the ANZ, and managed by the YMCA, have recently been made available in Docklands.

10. Upgrade Princes Park bowls and tennis club facilities

Project has postponed until 2011-12.

A draft concept will be considered as part of the Princes Park master planning process.

The tennis club and bowling facilities will remain and additional changes will be dependant on community engagement, planning approval and securing capital funding.

The concept plan will be taken to community consultation as part of the 2011-12 Princes Park master planning process.

Postponed until 2011-

12

11. Police Pod on Southbank

This project was not part of the 2010-11 CIIF, but was identified as a need during the past year.

A mobile police facility (a van) has recently been trialled at Queensbridge Square on Southbank.

Data is currently being collated regarding the facility including:

o use of the mobile facility

o crime in the area surrounding the facility.

The City of Melbourne is also ensuring community feedback during the trial using intercept surveys.

The Police pod will provide a base for Police operations on Southbank.

Management are working with Victoria Police to evaluate the recent trial and will use the data to inform the placement of the planned Police Pod to be constructed at Queensbridge Square at a later date.

Work is underway to determine the preferred option for the location of the Police Pod, design, land-use and tenure arrangements.

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