URBAN DEVELOPMENT STRATEGY

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URBANDEVELOPMENTSTRATEGY

(B)

COMMERCIALAREAS

DEVELOPMENT

STRATEGY

Dubbo City Council

Environmental Services DivisionStrategic Planning Branch

November 1996


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DUBBO CITY

COMMERCIAL AREAS

DEVELOPMENT STRATEGY 1996-2015

Adoption

The Commercial Areas Development Strategy was adopted by Dubbo City Council as thecommercial areas policy component of the Urban Development Strategy by Dubbo City

Council at its meeting held on 16 December 1996 (refer clause 96/95 Works and ServicesCommittee meeting held 10 December 1996). The Orana Mall components included in thisdocument were subsequently adopted by Council at its meeting of 28 April 1997 (refer clause97/28 Works and Services Committee meeting).

Appl ication

The plan applies to all land within the Central District as shown on page 15 of the FutureDirections Document of the Urban Development Strategy dated December 1996. TheCommercial Areas Development Strategy shall be the basis for Councils future decisions oncommercial development and use of commercial land.

Relationship to Other Plans

The Commercial Areas Development Strategy is designed to implement Councilsresponsibilities under the Environmental Planning and Assessment Act, 1979. Councilsurban regulatory instruments will act as mechanisms to further implement the concepts anddirection of the Urban Development Strategy.

Review:

This document will be subject to a comprehensive review on a five yearly basis.Reassessment of any element of the Strategy may be undertaken at any time but theoutcomes must be reconciled with and integrated into the rest of the Urban DevelopmentStrategy document to ensure the consistency and credibility of any resultant policy changes.


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TABLE OF CONTENTS

Page

INTRODUCTION......................................................................................................................8Dubbo 21 Plan and Commercial Development ....................................................................9Commercial Areas..............................................................................................................15

Purpose ..........................................................................................................................15Commercial Structure.....................................................................................................16

COMMERCIAL CENTRES - OBJECTIVES AND ACTION PLANS .......................................19Overview ............................................................................................................................19CBD Strategy .....................................................................................................................21

The Retail Core ..............................................................................................................28The Supplementary Retail Precinct ................................................................................32The Civic Precinct...........................................................................................................36Leisure Precinct..............................................................................................................40Mixed Commercial Area .................................................................................................44

Orana Mall Strategy ...........................................................................................................50Neighbourhood Shopping Centres Strategy.......................................................................53

Victoria Street (East) ......................................................................................................54Myall Street.....................................................................................................................59

Boundary Road...............................................................................................................62Tamworth Street.............................................................................................................65Bourke Street..................................................................................................................68Minore Road...................................................................................................................70Websdale Drive ..............................................................................................................72Keswick ..........................................................................................................................73

COMMERCIAL STRIPS - OBJECTIVES AND ACTION PLANS ...........................................75Commercial Strip Strategy ................................................................................................. 75

Cobra Street ...................................................................................................................75Victoria Street.................................................................................................................75Bourke Street..................................................................................................................75Erskine Street.................................................................................................................76

Windsor Parade..............................................................................................................76

TOURIST PRECINCTS - OBJECTIVES AND ACTION PLANS ............................................92Introduction.........................................................................................................................92

Cobra/Whylandra Street Precinct .................................................................................101

SINGLE USE COMMERCIAL SITES...................................................................................110Introduction.......................................................................................................................110

Dubbo Showground......................................................................................................110Recreational Clubs .......................................................................................................114Racing Venues .............................................................................................................117


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SUPPORTING DOCUMENTS

Urban Development StrategyFuture Directions & Structure Plans (DCC) Dec 1996

Dubbo CBD Structure Plan 1994Planning Principles Report (Ratio)Exhibited Structure Plan (Ratio)

Dubbo 21 Plan (D Gibb & Partners, 1993)

Dubbo Rural Area Development Strategy- Central District (DCC, Sept 1995)

Dubbo Retail/Commercial Strategy (Purdon Hirst Hallam Sanlorenzo,March 1987)

Dubbo City Centre ExtensionsLocal Environmental Study (DCC, July 1990)

Road Hierarchy and Traffic Management Study (F Genouii, 1993, 1994)

Orana Mall Extensions

Development Application 91/315 (Restifa & Partners & PlanningWorkshop, Nov 1991)

Dubbo Tourist RailwayFeasibility Study (Draft) (Symond Travers Morgan 1996)

Middleton Park/RAAF Cultural Common (Woodhead Firth Lee 1996)100,000 Plan (Crooks, Michell, Peacock Stewart

1970)

Dubbo Environmental Study (Cameron McNamara 1985)

ABBREVIATIONS USED/DEFINITIONS

CDB Central Business District

DA Development Application

DCC Dubbo City Council

DCDC Dubbo City Development Council

DCP Development Control Plan

DUAP Department of Urban Affairs and Planning

LEP Local Environmental Plan

ROW Right of Way

DDS Discount Department Store

LGA Local Government Area

SYNERGY Increased attractive power when commercial activities cluster together


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STRATEGIC PLANNING REPORTS

RURAL LEP 1990 REVIEW

RURAL DEVELOPMENT STRATEGY

Central District

LEP (interim)

Rural Area LEP 1996

URBAN LEP

URBAN DEVELO

STRUCTURE PLA

(A)

RESIDENTIAL

AREAS

STRATEGY

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COMM

AR

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(D)

INSTITUTIONAL

AREAS STRATEGY

Urban Ar


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Urban Development Strategy - Commercial Areas Page 8

O:\Strategic\Strategies\Urban Development Strategy\Commercial Areas B\Commercial B.doc

COMMERCIAL AREAS - DEVELOPMENT STRATEGY

INTRODUCTION

Amongst the most distinctive features of any town or city are its commercial areas thatprovide the goods, services, facilities and much of the employment for its population. Inparticular, the commercial core known as the Central Business District (CDB), is often the

historic origin of the area, the natural focal point for the community and key source of growthand prosperity of the town or city.

In larger towns and cities the CBD may be supplemented by a number of other commercialareas; shopping centres, neighbourhood shops, warehouse retailers and other specialistcommercial enterprises such as motels, franchise restaurants, tourist attractions, golf andother clubs and so forth.

Dubbo City features all of these types of commercial enterprises and more. The large scaleand range of commercial areas in the City reflects Dubbos size, its large tourist market and,perhaps most importantly, its function as the commercial hub for the largest geographicregion in NSW.

These differing enterprises mesh together into a complex interrelated commercial network.This Commercial Areas Development Strategy is designed to protect the entire network andpromote improvement which will further its economic efficiency and improve the image ofcommerce and of the city as a whole.

Dubbo 21 Plan

The Dubbo 21 Plan provides the economic strategy for sustaining Dubbos growth. Thefollowing extracts from the Dubbo 21 Plan place commercial development into context.


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Dubbo 21 Plan and Commercial Development

STRATEGY 6 - Dubbo attracts investors and residents through the provision ofattractive and economic inf rastructure

By way of:

Planning the CBD for an expanded population; Facilitating appropriate development of retail precincts of the CBD;

Maintaining retail/wholesale workforce of 25%; and

Increasing business services workforce to 10%.

STRATEGY 5 - Dubbo is recognised as a tourist destination by bu ilding attractionsand services based on market needs

By way of:

Facilitating increased length of stay;

Providing high quality facilities and management for special events; and

Understanding the tourist market and better meeting its needs.

ie (Conclusions and Recommendations)

1. The thrust of the tourism strategy for Dubbo is to increase the length of stay of currenttransit tourists and to develop Dubbo as tourist destination. Ecotourism andexperiential tourism may provide opportunities for attracting people to stay longer inDubbo. The overall objectives are to utilise existing tourist accommodation, toencourage further investment and to increase profitability of the industry, thusgenerating employment in a labour intensive industry.

2. The growing significance of inbound tourism to Australia is heightened by the OlympicGames being held in Sydney in the year 2000. There is the opportunity now to develop

and market Dubbo-based attractions, activities and experiences that encapsulateforeign visitors ideas of Australias outback. The establishment of new tourismservices and packages will require development of alliances and agreements foroffshore promotion and sales of Dubbo tourism products.

3. In the long term, the strategy will aim to expand tourism so that it is profitable during itsgrowth phase and recognised by Dubbo residents as an important new industry that isa welcome addition to the employment and economy of Dubbo. As many visitors toDubbo come from the visiting friends and relatives segment it will be important toboost tourism awareness and increase product knowledge of residents and to developpride and professionalism through training and motivation.

4. The foundation of this growth lies in a market driven plan. A successful tourism plan

will require co-operative local market research coupled with industry intelligence that isongoing, tracking the success of campaigns while identifying and acting on new trends.Resources must be applied to developing and maintaining a positive image of Dubbo inthe tourist market place.

5. An accessible, central location in Australia has supplied Dubbo with a continual flow ofState and national events. Whilst convention business has been pursued actively, thecurrent facilities limit the capacity of Dubbo to attract major conventions. Thedevelopment of a commercial convention centre, with facilities for permanent andoccasional cultural activities, and the development of the Dubbo Showground wouldestablish Dubbo as one of the top venues for special events and conventions.


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6. The Dubbo City Development Corporation will have a central role in creating acohesive approach to assisting and attracting investment which provides fordiversification of accommodation and attractions. Also, it can provide a focal point forfacilitating special events, providing the organising and management capability throughits own staff working with local or national interest groups for whom the events will beconducted.

STRATEGY 4 Dubbo is the centre of communi ty and cultural services west of theGreat Dividing Range

By way of:

Establishing new regional government offices to service the Orana and WesternRegion.

ie (Conclusions & Recommendations)

The centring of medical and aged services on Dubbo also argues for the governmentservices to be brought over the mountains to serve inland NSW through offices located inDubbo.

Carefully developing an image of Dubbo as a major centre in eastern Australia, offeringan attractive city image.


The capacity to attract and retain high quality professional, managerial and service staffdepends on making Dubbo attractive to their families as a place to be able to enjoycultural facilities comparable with those of the capital cities.

STRATEGY 1 - Dubbo develops its agricultural processing base so that it provides10% of all employment in Dubbo

By way of:

Fostering and promoting recognition of Dubbo Showground as a regional breed salescentre.


The strong agricultural base should assist in establishing Dubbo as a centre of expandedsales of livestock and to become recognised more as a centre of breed sales thus attractingmore trade.


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Urban Development Strategy - Commercial Areas


DUBBO 21

DUBBO IS RECOGNISED AS A TOURIST DESTINATION BYBUILDING ATTRACTIONS AND SERVICES BASED ON MARKETNEEDS

5

STRATEGIES ACTIONS

DUBBO DEVELOPS ITSATTRACTIONS TO CATER FOR

IDENTIFIED TOURIST NEEDS

DUBBO DEVELOPSPROFESSIONAL SUPPORT

ORGANISATIONS AND TOURIST

MANAGEMENT STURCTURES

THE PROMOTION ANDMARKETING OF TOURISM IS

WELL RESEARCHED,SUPPORTS EXISTING MARKETSEGMENTS AND ENCOURAGES

HIGH YIELD MARKETS

Identify and classify inventory of existing attractions in terms of market segments and needs

Develop river based water attractions as prelude to artificial take feasibility study

Commence conference marketing

Develop Conference and Cultural facility to cater for 800-1200 people

Develop diversity in minor attractions to add value to existing attractions, eg horse riding, farm stay, amusementpark, river cruises, canoeing

Facilitate increased use of existing sport and recreation facilities, eg Apex Oval, Swimming Pool, Showground

Encourage the activities of special interest groups

Establish the capability and expertise to facilitate special events in Dubbo

Establish tourism education program for operators, staff and residents.

DTA Support for networking activities

Chamber of Commerce support

Dubbo City Council support for Special Events

Sporting and Cultural bodies support

Collate existing market research information

Conduct market research of current retailing and tourism operations to identify visitor demographics and spendingpatterns

Develop a theme for long term promotion of a Dubbo image Use research results and attractions inventory to develop tourism packages matched to market needs

Seek Tourism NSW funding through co-operative promotion with Mudgee/Wellington

Saturation of market with permanent list of things to do and see circulated widely


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DUBBO 21

DUBBO DEVELOPS ITS AGRICULTURAL PROCESSING BASE, SOTHAT IT PROVIDES 10% OF ALL EMPLOYMENT IN DUBBO

1

STRATEGIES ACTIONS

ESTABLISH DUBBO AS THECENTRE FOR LIVESTOCKBREED SALES EASTERN

AUSTRALIA

ESTABLISH AN INTEGRATEDBEEF FEEDLOT AND ABATTOIR

IN DUBBO

DEVELOP DUBBO AS A MAJORFOOD PROCESSING CENTRE

POSITION DUBBO AS ACENTRE FOR AGRICULTURE

BASED MANUFACTURING

Develop an action plan with Showground Trustees

Contact all Breed Societies

Plan update of Showground facilities for f lexible and demountable displays

Involve local retailers in displays and stands

Supportive Showground Trust

Supportive local retailers

Target major beef exporters

Assure availability of feed lot license Identify feasible location in surrounding areas

Investigate feasibility of beef abattoir in Yarrandale or adjacent areas

EPA approval of beef feedlot

DCC support (land allocation and services)

Assist local flour milling industry to expand product range

Approach Grain R& D Corp. with view to establishing Dubbo based research projects

Establish local supply systems to feed lot

Approach State Government (NIES) for export marketing assistance

Target city based food processors to relocate

Expand irrigation potential of Macquarie River

Support from CSIRO/GRDC for research

Support from NES for export development

Establish links with major agriculture research institutions (CSIRO, MRC, WRC, GRDC etc)

Encourage local farmers, businesses and TAFE to volunteer sites for research

Monitor and report on developments in wool processing and encourage pilot projects

Seek oint venture research ro ects with overseas market re resentatives

Support from research Institutions

Support from local producers

Access to potential export markets


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Commercial Areas

This Commercial Areas Development Strategy is concerned with the commercial areas of theCity. It is part of the overall Urban Development Strategy for Dubbo City and so should beread in conjunction with the Future Directions and Structure Plan document of the UrbanDevelopment Strategy.

A commercial areais:

Any area of the City where commercial/business activities predominate (ie supply of anitem or service, but not manufacture) and so includes retailing, wholesaling,professional and financial services and areas involved in tourism and entertainment;

Primarily an urban land use;

An employment and income generator;

Often a community focal point;

Usually a mixture of synergistic activities and may include some non-commercial useswhere these complement the function, efficiency and amenity of the particularcommercial area eg government administration, cultural facilities and some recreationalfacilities; and

Not necessarily confined to those, or correlates with, those lands that have a

commercial or business rezoning.

The scope of the Commercial Areas Development Strategyis potentially:

All land use aspects of CBD development;

Development of all other retailing centres, within the framework of a commercialcentres hierarchy;

Commercial strips which are primarily warehousing and retail of bulky goods andrelated services;

Tourism facilities and related commercial development;

Major single use commercial sites; and

Relevant infrastructure.

Purpose

Councils Commercial Areas Development Strategy must recognise the roles and needs of(and relationships between) the many individual commercial areas of the city.

This strategy must ensure that the system of commercial areas works efficiently in the longterm within the larger spatial framework of the city. It must provide for the growth andchange of each centre over time and provide scope for new styles of commercialdevelopment within the existing urban fabric.

The effect of this strategy should be to:

Anticipate levels of demand for commercial services; Ensure the system of commercial areas will encompass the widest range of

commercial activities that the region needs and can support;

Recognise the hierarchical relationships between and the complementary roles of theCitys commercial areas;

Facilitate and promote their further logical growth and improvement, centred on astrong and diverse Central Business District;

Protect land required for future commercial development from incompatibledevelopment or facilitate its conversion to commercial use where appropriate;

Maximise the economic benefits and long term efficiency of existing and potentialcapital investment in commercial areas;


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Identify the specific issues and needs of the various commercial areas in the city andassist in addressing them; and

Maintain employment strength in the commercial sector of the Dubbo City economy.

Commercial Areas Development Strategy Goal

A health, diverse and adaptable commercial sector in Dubbo able to effectively service the

commercial needs of the city and region.

Commercial Structure

The commercial areas in Dubbo can be split into four sub-categories:

1. Commercial centres;2. Commercial strips;3. Tourist precincts; and4. Single-use commercial sites.

See diagrams 2 and 3 and pages 17 and 18.


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Diagram 2 - Types of Commercial Areas

Section 2.0 Section 3.0 Section 4.0 COMMERCIAL CENTRES COMMERCIAL STRIPS TOURISM PRECINCTS SINGLE

Clusters of commercialactivities. Principally definedby their retail functions andtypically exist as part of ahierarchy of centres. Typesrange from the full fledged CBDwith a wide range of retail andbusiness services to thetraditional main street, to themore recent undercovershopping mall and theneighbourhood clusters ofshops serving local residents.

Commercial development thattypically seeks to locate alongarterial routes and are primarilyB/V Semi-Detached Dwelling-industrial, specialising in thesale (rather than themanufacture) of bulkycomparison goods or ofservices to these markets.They tend to be ribbondevelopments.

Groupings of tourist attractionsand related activities thatspecialise in providing goodsand services specificallyrequired by the travelling publiceg accommodation,entertainment and fast food.

Specific unique that doeother cat

CBD, Orana Mall, VictoriaStreet east, Boundary Road,Tamworth Street, Myall Street,Bourke Street and proposedCentres of Websdale, MinoreRoad and Keswick

Erskine Street, Victoria Streetwest, Cobra Street east,Bourke Street

Camp Road Precinct, CobraStreet - Whylandra StreetPrecinct

Includes recreatiovenues.


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COMMERCIAL CENTRES - OBJECTIVES AND ACTION PLANS

Overview

Dubbo Commercial Centre Hierarchy

The effective commercial centre hierarchy in Dubbo reflects the size of the city's local and

regional catchment populations. It is a relatively simple hierarchy and one which, even with adoubling of the City's urban population, would not be expected to change significantly due tothe following factors:

Higher order functions will continue to be able to be absorbed into what is, in land area,a large CBD with plenty of capacity to expand through redevelopment;

Doubling Dubbo's urban population only means a 30% increase in its regionalcatchment;

Population of the catchment outside Dubbo will probably remain stable or may evendecrease in the same period;

There is a relatively high vacancy rate of floor space indicating an excess supply or aneed to upgrade or redevelop some retail and office building stocks; and

The simple hierarchy would remain a valid system for Dubbo in this scenario. Given

that some additional neighbourhood shopping centres are already planned,construction of another major free standing centre in the city would not be justifiableand would further erode the CBD.

The effective commercial centre hierarchy of Dubbo therefore has 4 levels - CBD (ieregional) functions, Orana Mall (ie sub-regional), Neighbourhood centre functions and cornerstores.

First Level - CBD (Regional)

Dubbo has a well established CBD which is focussed on the Macquarie and TalbragarStreet retail precincts and which has a strong regional catchment. (It is not tenable topropose that Dubbo support two CBD's). Dubbo CBD's retail function is under stress

and requires decisive policies from Council to reinforce its role in the City and region.

Second Level - Oran Mall - (Sub-regional)

Orana Mall is a well established modern undercover suburban shopping centre basedon 2 large supermarkets and DDS as its major attractors. Orana Mall's success hasseen it capture regional level markets though its appropriate position in the hierarchyshould continue to define it at the sub-regional level.

Third Level - Neighbourhood Shopping Centres - (Local)

There are five existing and three proposed neighbourhood shopping centres in Dubbo.

These typically comprise four or more small shops, including a mini market, groupedtogether to serve the local neighbourhood with convenience goods and services.

Such centres provide a more convenient alternative to the CBD for day to dayconvenience goods and services such as groceries, basic household necessities,videos, newspapers, takeaway food, hair dressers etc.

The neighbourhood shopping centres are nominated as:

Victoria Street (East End), Myall Street, Boundary Road, Tamworth Street, BourkeStreet and potentially, Websdale Drive, Keswick and Minore Road.


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Fourth Level - Corner Stores

Although it is necessary to identify them as part of the commercial centre hierarchy thecorner stores play a minor role in the commercial system. They are essentially anadjunct to the residential amenity of their locality. For these reasons they will beassumed to be part of the normal residential fabric of the neighbourhood and will noteach be given specific treatment in this strategy. Nevertheless some basic principlesand policies should apply to ensure that this role is maintained and these are detailedat the end of this section.

Note - The centres at the top of the hierarchy may also include the functions of thesmaller commercial centres, eg convenience goods in the CBD.

Principles for Commercial Centres

A 'Commercial Centre' is primarily a retailing/shopping centre but may also providesome services and ancillary uses;

The size and location of commercial centres will reflect their location in the citystructure, and to a lesser degree, growth trends;

The businesses in each centre should reflect the centre's level in the hierarchy and the

functions that are appropriate to that level. In Dubbo this involves relatively simpledecisions about whether a particular enterprise is a regional (or CBD) function, aspecialty retail or service (an ancillary CBD function), or a local (neighbourhood) retailor service function;

Expansion pressures for each centre should be assessed against its level in thehierarchy and the particular needs of is catchment (which determine its 'role');

Centres should be compact and impose minimal impact on adjoining non-commercialareas;

Road networks should be managed so as to ensure adequate and appropriate parkingand safe traffic movement at commercial centres;

Ready access by public transport to commercial centres should be a priority;

Centres should be linked safely into pedestrian and cycling networks;

Centre design should satisfy basic public security needs and encourage goodpresentation; and

Centres should provide the core and focus for other aspects of community life (egrecreation, entertainment, education etc but exclude 'Restricted Premises').

Key Issues for Commercial Centres

Ultimate physical size of each centre;

Definition of boundaries of each centre;

Containment, expansion and speculation - problems associated with expansion ofcommercial activities into adjoining areas;

Maintaining amenity and efficiency of adjoining land uses;

Parking provision and reconciling pedestrian and vehicular traffic;

Identifying genuine ancillary uses; Presentation and comfort factors such as provision of summer shade areas;

Defining and enhancing a unique identity for each centre; and

Managing competition between centres.

Benefits of Maintaining a Hierarchy

Creation of distinct shopping precincts and a logical shopping network for customers;

Opportunities for like businesses to cluster together and benefit from combined drawingpower (synergy);

Security of market for each centre and protection of status in the hierarchy;


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Protection of the efficiency and amenity of adjoining uses;

Coherent, safe and efficient traffic management;

Greater certainty for new businesses and reduced speculative pressure on Council andlandowners;

Contributes to employment opportunities; and

Contributes to 'sense of place', civic awareness and community spirit.

Objective for Commercial Centres:

Protect and enhance the existing network of retailing centres, the distinctive functions ofeach level in the hierarchy and the particular role of each centre.

CBD Strategy

Definition

The key characteristics of a Central Business District are:

The CBD is the focal point of the largest retail catchment of the town or city;

The CBD is a compact cluster of the majority of the highest order shopping facilities of

the city; The CBD is the focus of a range of office, administrative and entertainment activities;

The CBD is in a centrally located, readily accessible and often historically significantarea; and

The CBD is usually the largest shopping area in a town or city with the widest array ofservices and facilities.

Function

The function of Dubbo's Central Business District is to meet the retailing and servicing needsof the region and maintain its primacy over all other commercial areas within that region.

Propositions

A city the size of Dubbo can only support one major business district if it is to beeffective;

Dubbo's CBD has a retail core which serves a regional catchment that extends overmuch of the north west portion of NSW;

Dubbo's CBD fulfils a wide range of other roles - business, recreation, entertainment,legal and civic - many of which are at a regional level. The greater the number ofregional roles the greater the potential of Dubbo to be seen as an effective regionalcentre;

The level of success of the CBD depends upon the level of synergy (combinedattractive power of a number of activities) which can be developed within the CBD.The location of major developments crucially affects this principle;

In recognition of historic factors, existing investment and infrastructure (egbeautification) the focus of retailing should continue to emphasise a relationship to thestreet front ie not be unduly internalised within centres;

The CBD as a whole should continue to be highly accessible by vehicles driven byusers, residents and tourists;

The viability of the CBD will be influenced by its quality (amenity) - it is vital to provide a'pedestrian friendly' environment in the CBD (eg, shade, all weather protection, seating,toilets etc) similar to climate controlled internalised retailing such as Orana Mall; and

Urban design and landscaping should reflect the nature of the activities in the area egpedestrian v's vehicular focus.


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Liabilities

Liabilities are the disadvantages that the CBD suffers that cannot readily be turned around:

Hot, dry and often unpleasant summer climate;

The flood hazard that constrains much of the western half of the CBD;

Continued competition from Orana Mall;

The existing Macquarie - Talbragar elongated 'L-shape' and the fact that retailing in theCBD is polarised works against developing one, strong and central retail core;

The redevelopment limitations of some sites prevents rebalance of the retail centre toGrace Bros;

The availability of undifferentiated commercial land within such a large area around thecore undermines incentives to redevelop or intensify activity on core sites; and

Perceived business apathy.

Key Issues

These matters are often a public concern and may affect the viability and efficiency of theCBD and if addressed can make the CBD more attractive and customer friendly:

Efficient traffic management - reconciling the needs of private/service vehicles, publictransport, differing car parking needs, pedestrians;

Safety & amenity (presentation and provision of summer shade areas, security) forcustomers and investors;

The potential impact of extending trading hours for both customers and retailers;

Delineation of building limits over floodplain and providing certainty for landowners oftheir ultimate development potential;

Defining the function and extent of residential uses in commercial areas so as tominimise conflict with commercial uses; and

Maintaining a compact CBD for efficient servicing and for pedestrian convenience.

Opportunities

To reinforce the traditional street front retailing theme that still exists in Dubbo byrequiring new developments to 'face' the street - this helps consolidate existingdevelopment and investment, links new attractors into the rest of the centre and invitespassing trade by ensuring an open, vibrant and bustling image;

To enhance the diversity of the CBD - especially its cultural role - with a cultural centre;

To aid pedestrian convenience and add value to key landuses by reinforcing distinctiveand appropriately developed land use precincts;

To accommodate and support another major retailer in the long term;

To improve amenity in the CBD - shade, seating, better aesthetics, sheltered andconvenient car parking; and

To better incorporate the recreational and visual asset of the river corridor.

Benefits of a strong Central Business District

Maximise efficient use of existing building stock and investment;

Further consolidation and promotion of the regional status of Dubbo City;

Facilitates increases in local employment and growth;

Allows for greater diversification of Dubbos' economic base - wider range of functionsand facilities enhances economic stability; and

Long term spin-offs of high occupancy and better aesthetics will encourage furtherinvestment, increase land values and contribute to a higher quality of life for residents.


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Objective

Reinforce the existing role of the CBD in Dubbo and its primacy over other commercialcentres in Dubbo and the Region.

Management Princip les for the CBD

Guide the future development of the CBD to enhance the use of existing investment ininfrastructure and building stock;

Improve the competitive edge of Dubbo's CBD against other centres in NSW;

Provide a more distinctive and attractive Central Business District;

Strengthen and focus the retail precinct of the CBD;

Improve pedestrian amenity and shopper comfort;

Provide a high quality shopping environment to assist CBD to compete head to headwith Orana Mall;

Ensure there is sufficient car parking capacity to meet the needs of the shopper/workerpopulation of the CBD within acceptable walking distance of the precinct focus;

Broaden the range of activities the CBD provides and the variety of users;

Add to the life cycle of the CBD ie enhance its 24 hour role;

Minimise conflicts between different commercial uses; and

Institute an efficient integrated traffic/parking/landscaping/urban design program andco-ordinate with other strategies.

Approach

The CBD is at a critical stage. It now needs a recognised structure plan to guide its futuredevelopment. The structure plan must illustrate what can be achieved with the CBD, andmust be accompanied by a series of policies that are designed to ensure the CBD developsconsistent with the intent of the structure plan.

The policies contained in this strategy reflect Council's different roles as regulator, facilitatorand provider. The most common and perhaps the most effective means of influencing thedevelopment of the CBD is through Councils' planning regulations such as the LEP, DCP'sand policies. It is important that these planning controls directly reflect the intent of thestrategy. Some changes to the existing controls may be necessary in this regard and theseare outlined under the 'control' heading in the Action Plan. Council can also act as afacilitator and these types of proposals are referred to under the heading 'encourage'. Thelast and most proactive role for Council is as provider whether that be of funds, infrastructureor advice. These policies are listed under the 'assist' heading.

The single greatest long term threat to maintaining the role and trading strength of the CBDis an indecisive policy by Council on the question of whether, within the time frame of thecurrent strategy, Council would approve the development of another shopping mall outsidethe CBD. There has been ample evidence and experience of the adverse effect of suchdecisions, or such a policy vacuum, in Australia and elsewhere. Consistent advice to Council

through the 80's and 90's has highlighted the need to maintain a clear and public policy ofrestraint in this regard, which must be reflected in Council's statutory instruments to bemeaningful. Such a policy would remain valid in Dubbo until population exceeds 60,000 oruntil such time that Dubbo could be shown to be able to support another centre withoutcompromising the Central Business District.

Interested Parties

Council does not act alone in guiding the development of the CBD: the plans for the CBDmust be developed and implemented in partnership with other interested parties:


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Landowners and tenants;

Chamber of Commerce;

DCDC;

Department of Fair Trading;

Traders You Can Trust;

Main Street Committee;

Talbragar Street Promotion Group; and

Users; Residents and Tourists

Action Plans for the CBD

The policies developed for the CBD fall into four main categories as follows:

A. Support Strategies - city wide initiatives;B. Urban Design - general principles for the different areas of the CBD;C. Precincts - specific policies for the different areas of the CBD; andD. Traffic Management - policies for an efficient traffic system that interacts well with land

uses.

Action Plan A - Support St rategies

(Policies mainly directed at the interaction of other areas with the CBD).

Encourage

Encourage residential development to the west in the medium to long term to maintainthe CBD at the centroid of the urban system; and

Actively promote the development of tourist transportation links between the CBD withthe Zoo and Dundullimal;

Control

Ensure any additional major retailers, or expansion/relocations of existing attractors,locate in the CBD;

Prohibit brothels and related development from the CBD area;

Encourage manufacturers/bulky goods retailing to locate in the strips or the industrialareas;

Discourage medical facilities other than Doctors surgeries etc from the CBD; and

Permit tourist developments in the retailing and leisure areas of the CBD.

Assist

Improve the landscaping on the main approaches to the CBD - the Newell and Mitchellhighways and Cobborah Road to be presented as tree lined Boulevards within theurban area;

Consider vehicular accessibility into and around the CBD to the north by reopening the

railway crossing on Brisbane Street, as part of the current traffic management study; Relocate railyards to the Boothenba/Yarrandale area;

Provide a northern bypass for heavy vehicles;

Re-route the Newell Highway north of Erskine Street;

Consider centre median treatment for Cobra Street to enhance pedestrian safety;

Consider assisting the development of a tourist rail to link the CBD with the Zoo andDundullimal by provision of infrastructure and in operation costs;

Develop the River corridor and Victoria Park as high quality landscaped passive areasand incorporate as part of a city wide open space system (see recreation strategy);

Maximise pedestrian accessibility to the river especially from the retail core area tousers of the CBD, residents and to tourists;


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Provide a pedestrian link between the Riverside Park and Victoria Park along ChurchStreet;

Reserve the Whylandra Caravan Park site in the long term for a use of regionalimportance;

Consider provision of a quality pedestrian link across the River off the end of ChurchStreet to the Beni Street area;

Encourage/facilitate first floor residential development except in the potentially noisy

'entertainment' areas of the secondary core and the leisure precinct; Permit existing ground floor residential uses to continue as existing uses/protect the

residential pocked in Carrington Street (near Cobra);

Develop a traffic system that minimises through heavy and speeding traffic in the CBD;and

Ensure/reserve parking for residents and their visitors within the CBD.

Action Plan B - Urban Design (Policies mainly concerned with the design quality of the CBD environment)

Encourage

Institute a landscaping masterplan which will help define and reinforce major elements

of the Structure Plan; and Encourage a pattern of development and high quality landscape design which is in

harmony with the existing scale of the built environment of the Dubbo CBD.

Control

Contribute to an attractive and amenable environment through appropriate landscapingand urban design management;

Set new DCP standards to ensure soundproofing, privacy and security and a highphysical standard for new residential buildings; and

Continue to protect heritage items of the CBD subject to occasional review.

Action Plan C - Precincts

Dubbo's CBD is quite large - it includes more than eight city blocks and extends over akilometre from the north to south. This area is not developed uniformly: there aredifferences in the development density, the building style and age and whether there is avehicular or pedestrian focus. The most telling differences are in the land uses - somesections are dominated by high profile retailers while other sections are characterised byoffices, government administration or a comparatively diverse mixture of commercial, B/VSemi-detached Dwelling-industrial and residential uses.

There are benefits in further developing these different precincts within the CBD. Thecreation of a logical and readily identifiable structure helps potential customers locate whatthey are looking for. Precincts based on related and complementary land uses provide

opportunities for greater synergy for the businesses that locate there and facilitate thedevelopment of a physical environment that reflects the needs of the predominant uses ineach precinct (eg parking needs, streetscape requirements, avoiding potentially conflictingland uses from locating together etc).

It is appropriate to recognise and develop five distinct precincts within Dubbo's CBD:

Retail Core - Macquarie Street

Contains the region's major retailers and high profile speciality stores.


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Supplementary Retail - Talbragar Street

Lower profile specialties and convenience products.

Civic - Church Street Area

Contains major administrative and professional offices, religious functions, memorials

and other sites of historical significance.

Leisure Precinct - includes the RSL node and Macquarie Street South

Contains the key entertainment/accommodation nodes and provides a link between theCobra Street tourist area and the core of the CBD.

Mixed Commercial Area - SE section of the CBD

Other commercial functions

Special analyses and policies for each precinct are provided later in the document.

Note - The function of the precinct concept is to focus activities. They are designed to beflexible. There are no 'hard boundaries' to them and they are not intended to be explicitlyacknowledge by the business themselves. Rather, they are considered a management toolfor Council that allows Council to recognise the patterns formed by existing development inthe CBD. In the event of new developments, the distinctive positive characteristics that arealready established by existing development can be recognised and even enhanced. At themost extreme application, the precincts can help direct new development towards a preferredarea within the CBD.


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CBD Precints


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The Retail Core

Description

This precinct is focussed on the section of Macquarie Street between Church and BultjeStreets as shown on the attached plan. It is the main focus of the Central Business District.It contains two of the three major department stores that exist in the Orana region - ie GraceBros and Target (the third being Big W at Orana Mall). It also includes well known specialtystores; many of which rely on capturing trade from passing pedestrians and customers drawnby the major stores. The precinct contains two supermarkets, a number of take-a-ways,some government offices and real estate agents among other enterprises. There are somemulti storey sites where the less accessible upper storey tends to be used for offices.

The area has a long commercial history which is reflected in the many different eras andstyles of the buildings. This continued investment over the years has resulted in a relativelycompact but not well articulated commercial core. It functions as a social meeting point forpeople and a focus for tourists. These factors denote the area as being essentially apedestrian dominant area. This, as well as the historic significance and the potential toimprove the physical appeal of the precinct has recently been reinforced by the MacquarieStreet beautification.

Precinct Role

The role of the retail core is to reinforce the regional retailing role of the CBD by capturing thehighest level retail functions which the region is capable of supporting ie major retailattractors and higher order comparison speciality shops and some ancillary officedevelopment.

Issues

Aesthetics of building stock especially to the rear of sites on the west side of MacquarieStreet;

Retention of history whilst allowing for some redevelopment and beautification;

Pedestrian Amenity Shade and shelter, seating; Adequate and accessible car parking (users expectations, where realistic, should be

met); and

Competition and erosion of the retail role of the core with other commercial areas.

Liabilities

Flood hazard;

Redevelopment limitations of heritage sites Westpac Bank, Western Stores (GB),Dubbo Museum, Commercial Union Building, Fishers Corner Faade; and

Existing ground floor government offices at the SE corner of Wingewarra Street takingup prime retailing space.

Opportunities

Consolidation of parking areas east of Macquarie Street (behind Grace Bros) subject tomaintaining pedestrian access through to Macquarie Street;

A major retail attractor to Taylors site opposite Grace Bros with through pedestrianaccess to rear parking area and the river corridor;

Consolidation and upgrading of parking areas west of Macquarie Street;

A major attractor to Macquarie Street opposite Dubbo City Centre, behind andadjoining the Dubbo Museum;

Provision of an additional off street parking area within the Macquarie-Bultje-Brisbane-Wingewarra block in conjunction with a major retail development; and


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Dual-orientation of businesses west of Macquarie Street to exploit the views of the rivercorridor.

Benefits of managing the area as a separate precinct

Recognises and safeguards existing development and investment;

Potential increases in custom due to the synergy and convenience of like businesses

locating together; Provides a distinct heart for the city for residents and tourists and enhances ones

sense of place the focus of first impressions;

More diverse shopping opportunities for workers in the CBD;

Provides opportunities to retain and effectively use the built aspects of Dubbos history.

A distinct, upmarket and competitive retailing environment helps maintain goodpresentation and aesthetics in the heart of the city; and

Other major attractions in the core would reinforce its role.

Precinct Objective

To reinforce the regional retailing role of the CBD

Management Principles for the Precinct

Reinforce retailing at street frontage and discourage additional internalised retailingthat does not open out to the street, & where possible, the river;

Major retail attractors to locate in this precinct;

Minimise further expansion southward;

Encourage exposure to river edge;

Maintain a high standard of street presentation;

Improve pedestrian and customer amenity;

Minimise impact of, and deter, through traffic;

Strive for a balance of parking behind shops to both east and west; and

Protect the efficiency of the feeder roads into the parking areas.

Action Plan C.1 - The Retail Core

Encourage

Encourage developments which improve:(a) Pedestrian access throughout the precinct, in particular all-weather linkages to off

street car parks; and(b) The range and type of all-weather pedestrian spaces.

Encourage a consistent design theme and scale;

Encourage other precincts to develop a distinct character that complements rather thanundermines the role of the retail core;

Encourage the development of an arcade style development through to the west of

Macquarie Street; and Encourage east-west pedestrian links between parking areas, shops and the river.

Control

Zone separately from other CBD precincts ie as a sub-zone of the commercial zoneeither via a DCP or the LEP;

Zone primarily for major retail attractors and retail speciality shops especially those witha regional market;

Allow for some small-scale non-government offices on upper storeys or on the groundfloor where associated with retailing;


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Resist the establishment Medical uses from the retail core;

Resist additional government offices in the retail core;

Resist further internalised retailing wherever other options are available;

Consider providing incentives to businesses west of Macquarie Street to reorient (orextend) their premises to the west to improve their view to the rear and capitalise onthe river corridor whilst not turning their back on the main street;

Consider limiting parking times in the core and providing long term parking for

employees further afield to prevent further loss of convenience for customer parking; Allow zero building setbacks in the retail core;

Allow buildings of up to 3 storeys in the retail core; and

Develop a floodplain policy for the core area.

Assist

Continue to provide and maintain quality lighting, urban design treatments andlandscaping themes in the core area and in parking areas that reflect the retail role andprovide shade and shelter from the weather;

In conjunction with the DCDC prepare a development strategy for an additional retailattractor in Macquarie Street in the long term;

Provide a shopping directory at a key point within the core (eg rotunda); and

Consider provision of a child minding facility and public toilets within the retail core.


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Precinct Plan - Retail Core (Conceptual)


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The Supplementary Retail Precinct

Description

This precinct is focussed on the Talbragar Street-Macquarie Street intersection and includesTalbragar-Street and the section of Macquarie Street south to Church Street. It is perhapsthe most complex area because it is quite large and although it has a strong commercialhistory this precinct is struggling to combat the drawing power of the bigger and newercomplexes in the retail core that have pulled the centre of gravity further south.

This precinct includes the Riverdale Supermarket complex, manchester and homewaresstores, the Post Office, a number of banks and hotels, food outlets and a diverse mixture ofother enterprises such as Dry Cleaners, the Telstra Exchange, the Old Dubbo Gaol touristcomplex, electrical retailers, a number of photographic stores and two newsagencies. So,whilst it is still a retailing area this precinct does not have the same high level specialityretailing character or the big attractors of the primary retailing core and so is referred to asthe Supplementary Retail Precinct.

This precinct appears to be reacting to the growing status of the retail core in the windingdown, relocation and renovation of sites (eg Forty Winks, Rosies, Booth Brown Samuels &

Olney, Snares, Post Office and potentially Riverdale). Rather than continue to compete thisprecinct seems to be carving itself a new role that complements the retail core by offeringconvenience and weekly shopping and other supplementary services on its fringe. Thiscould be diversified into entertainment and leisure facilities. The shuffling of existingbusinesses suggests a new structure is being developed within the precinct that provides agradual transition from core retailing activities to other lower rent/turnover enterprises on theouter edge.

Like the retail core this precinct also has a long commercial history that is mirrored in thebuilding style. Council has again sought to enhance the appearance of the streetscape andto reinforce the pedestrian dominant status of Macquarie Street section through itsbeautification and by encouraging vehicular traffic to use alternative routes. HoweverTalbragar Street is likely to continue both as a vehicular and pedestrian route as it is a key

element in the proposed distributor network around the CBD (see vehicular/pedestrianmovements section).

Precinct Role

The role of the supplementary retail precinct is to add depth to the retailing role of the CBDby ensuring scope for convenience shopping and 24 hour usage throughleisure/entertainment facilities and ancillary office development.

Issues

Traffic conflict - pedestrians and vehicles;

Adequate and close short term on-street parking;

Safe after-hours environment; and Aesthetics that reflect the function of the precinct.

Liabilities

Redevelopment limitations imposed by the Gaol complex and other heritage sites ofthe Colonial Mutual Building (Samuels Real Estate), National Australia Bank, Old PostOffice (Telstra), Macquarie Chambers, Castlereagh Hotel, Pastoral Hotel, (GosssBakery);

The function of Talbragar Street as a distributor road around the CBD;

Flood hazard; and


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Centre of Gravity for the CBD having migrated towards the south end of MacquarieStreet.

Opportunities

Small supermarket in Talbragar Street;

Redevelopment of Riverdale for entertainment/leisure uses or hotel;

Main street program to improve and co-ordinate presentation of business houses; Better use of car parking areas north of Talbragar Street and west of Macquarie Street;

Better exploitation of views to west over parklands and river; and

Improved pedestrian access for east to west.

Benefits

Recognisable character;

Synergy of like attractions - compact and convenient sections within CBD rather thanone long strip;

Diversity of use in CBD - basic services;

After hours life; and

Retention of small local businesses.

Precinct Objective

To supplement the role of the retail core by broadening the range of retailing activity andconvenience goods and services in the CBD.


Reinforce retailing at street frontage;

Preserve pedestrian amenity and reconcile with vehicular traffic;

Maintain a high level of on street parking and lighting;

Encourage exposure and links to the river corridor;

Encourage consolidation and redevelopment; and Allow for ancillary office development.

Action Plan C.2 - Supplementary Retail Precinct

Encourage

Encourage developments which improve:(a) pedestrian access throughout the precinct, in particular all weather linkages to off

street car parks;(b) the range and type of all weather pedestrian spaces;(c) the range of amenities for shoppers and other visitors to the CBD (eg restaurants,

seating areas);

Encourage a consistent design theme and scale;

Control

Zone separately from other CBD precincts - subset of commercial zone either via DCPor LEP;

Zone primarily for mixed retail speciality shops particularly those with a regionalcatchment and related amenities such as take aways, restaurants, etc;

Allow entertainment and leisure enterprises;

Encourage upper floor, but discourage street-level, private office development;

Discourage medical uses;


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Prevent/resist further internalised retailing wherever other options are available; and

Allow some internally lit signage and other features that could enhance the 24 hour roleof the precinct.

Assist

Provide quality lighting, urban design treatments and landscaping themes that reflect

the retail role, the convenience role and 24-hour usage and the weather; Consider options to provide additional parking behind shops to the east (Section 94

funding for land purchase etc);

Retain and upgrade (eg by shade trees) the car park on the north east corner ofTalbragar and Brisbane Streets.

Upgrade the intersections of Talbragar and Brisbane Streets to reflect the role of theseroads and distributors but still allow for pedestrian movement; and

Consider minor beautification works along Talbragar Street which maintains efficiencyof movement of through traffic and still maintains existing parking (eg extension, andlandscaping, of pedestrian bays at the pedestrian crossing).


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Precinct Plan - Supplementary Retail (Conceptual)


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The Civic Precinct

Description

The precinct is focussed on Church Street and is dominated by Government Offices andAdministration, a School, Churches, Law and Order Functions and professional offices forSolicitors, Dentists, Doctors, Surveyors and the like. Many of these enterprises operate at alarge scale and/or serve a region that extends far beyond Dubbo. Thus development isgenerally quite specialised and of high status. The precinct is arguably the employment coreof the city (ie mostly high staff levels, many professionals and relatively compact spacerequirements per staff). There is relatively little retailing. The precinct also provides a uniquecharacter - heritage and link between River and Victoria Park.

Precinct Role

The role of the Civic precinct is to provide a distinct, high quality and stately location forgovernment and professional offices that reflects the positive aspects of past, present andfuture development of the city and which reinforces the administrative role of the CBD andthe perception of Dubbo as the regions main centre of government.

Issues

Aesthetics/landscaping vs on street car parking;

Minimising impacts of through traffic;

Retention of Heritage;

Ultimate Floor space ratios;

Which uses are appropriate;

Maintaining a very high design standard;

Pedestrian corridors; and

Staff car parking.

Liabilities

The role of Darling Street in carrying through highway traffic (+ benefits too);

Through access required along Brisbane Street; and

Existing outdated buildings - multi storey investment is difficult to update additionaldevelopment on street frontage of Church sites - this additional floor space may bedifficult to relocate in order to restore the integrity of these sites.

Opportunities

Development of Church Street as a ceremonial Boulevard linking Victoria Park to theMacquarie River encompassing the War Memorial and rotunda;

Redevelopment opportunities for older building stock in Church Street - professionalsuites;

Centre Parking in Church Street opposite Council Administration Building? Upgrading faade of Civic Administration Building; and

Relocation of existing govt offices in Dubbo into the precinct.

Benefits

Innovative and high standard of design will improve Dubbos status as a city, betterassociate Dubbo with a higher standard of professionalism and enhance its role as aregional centre;

Pride;

Attracts additional investment; and


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Greening of Church Street better incorporates Victoria Park and the Riversideparklands into the CBD and provides an oasis in an otherwise aggressiveenvironment.

Precinct Objective

To develop a distinctive and stately focus within the CBD for the administrative activities ofthe city and region.


Manage the precinct to create stately and interesting streetscapes;

Cater for development of a ceremonial boulevard along Church Street;

Incorporate and manage Church Street as a major element in a city wide landscapingplan;

Protect heritage sites/buildings that can/do enhance the streetscape;

Strive for redevelopment and redesign of outdated buildings;

Ensure high quality innovative design and materials for new development;

Provide cultural venues and link to leisure areas;

Encourage relocation of existing government offices and new ones into this precinct;

Encourage subdued signage and lighting; Provide street furniture etc commensurate with status; and

Maintain a high level of on and off street parking for staff and customers.

Action Plan C.3 - The Civic Precinct

Encourage

Encourage existing government and professional offices to relocate into this precinct -DLWC, RTA, CES, DSS and new ones to come into Dubbo; and

Encourage incorporation of garden/foyers at front of new development.

Control

Zone distinctively from other CBD precincts as a commercial subzone;

Zone primarily for Office development and other civic activities;

Permit some ancillary residential development;

Introduce a DCP to encourage and facilitate high quality, sophisticated and innovativebuilding design (eg garden foyers, atriums, quality building materials, water features,sculptures etc);

Prohibit primarily retail enterprises from this precinct;

Require a building setback eg 3-7m as appropriate;

Allow only subdued, not internally lit Signage;

Provide incentives for heritage retention and enhancement;

Require new developments to provide off street car parking on site; and

Allow for multi storey development but not right at street frontage and only where theoverall design is innovative, interesting and contributes to the status of the precinct.

Assist

Provide additional public off street car parking areas to complement on street parkingand private parking areas to adequately meet staff and customer/user needs and timelimit as appropriate for the users;

Provide distinctive quality Street Signs and a Directory within the precinct;

Consider incentives to encourage innovative design - parking, floor space, higherstories etc;


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Institute program for Church Street - landscaping, paving, sculptures (Council area);and

Investigate centre parking and tree planting with appropriate traffic slowing,mechanisms in Church Street east of Brisbane Street.


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Precinct Plan - Civic (Conceptual)

*Redevelopment Opportunities for Govt Offices or the like.


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Leisure Precinct

Description

This precinct is unusual in that it has evolved as a number of focus. The main focus is theRSL/cinema complex and the associated development of coffee shops, a hotel and a gallerynear the intersection of Brisbane and Wingewarra Streets.

There is potential for the area based on Macquarie Street, from the retail core to CobraStreet, to ultimately act as a second but equivalent leisure focus for the CBD. This area hasalready developed something of a tourist/restaurant character as indicated by Caf Monet, aChinese and Indian Restaurant, Jules Crepes, Eagle Boys, a caravan park and motel.Otherwise the area is a mixture of office, some low scale retailing and semi-industrialenterprises. The precinct also includes a vehicle repairs oriented area in Bultje Street.

This strip is often the first impression of the citys CBD to tourist coming from the South westacross the bridge and is a logical extension of the Cobra Street tourist strip (eg McDonalds,Pizza Runners and a number of motels are around the corner). Development of this area asan entertainment/leisure focus could greatly enhance the first impression on the visitor andattract more tourists into the shopping area.

There is already a third minor focus at the northern end of the CBD within the Supplementaryretail precinct. There are a number of hotels clustered around the intersection of Brisbaneand Talbragar Streets and some Chinese restaurants. Development of parts of TalbragarStreet as another leisure/entertainment focus is consistent with the retailing role of the area.

There is little or no residential use in these areas.

Precinct Role

The role of the leisure precinct(s) is to provide foci for major entertainment and leisurefacilities within the CBD and to provide a gateway to the CBD from the south.

Issues

Allowing safe pedestrian access across Cobra Street whilst maintaining traffic flow;

Reconciling pedestrian traffic and after hours parking requirements with MacquarieStreets function in challenging traffic from south and north; and

Lack of access to leisure of east to west traffic - visitors who pass Brisbane Street (andnot a good intersection) are committed into going over the bridge.

Liabilities

Flood Hazard;

Limited vehicular access direct off or across Cobra Street; and

Proposed new office development on Macquarie-Cobra Street intersection.

Opportunities

Development of more entertainment, leisure facilities - cinema complex, cultural centre;

Link to River parklands;

Capture of pedestrian traffic from the accommodation strip in Cobra Street CaravanSite/Motel redevelopment;

Access into, and development of rear of, Macquarie-Brisbane Street block;

Link through BP site or potential Retail development site north of Bultje Street to theRSL Complex;


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Leisure/entertainment use of group of older style buildings in Brisbane Street oppositeRSL; and

Opportunity to lure pedestrians into retailing area.

Benefits

Encourages tourists as pedestrians from accommodation precinct in Cobra Street to

investigate CBD on foot - ie able to sight Attractions from Cobra Street; Capture of McDonalds customers into CBD;

Potential to extend the life of the CBD beyond work hours; and

Enhances the status and impression of Dubbo as an attractive and vibrant centre.

Precinct Objective

To consolidate and enhance the use of the CBD by providing venues for after hours cultural,entertainment and leisure activity.


Manage as an extension of Cobra Street;

Reinforce the links with the retail core and Cobra Street; Encourage development of a caf culture;

Encourage relocation of manufacturing and semi industrial uses to appropriate areasoutside the precinct;

Maintain a high level of street presentation - daytime caf society and good night-timestreet lighting; and

Improve customer and pedestrian amenity.

Action Plan C.4 - The Leisure Precinct (s)

Encourage

Development of Gateway landmark facilities into the precinct(s); Encourage developments that improve:

pedestrian access throughout the precinct especially all weather links to off streetcarparking;

the range and type of all weather pedestrian spaces; and the range of amenities for shoppers and other visitors to the CBD (eg restaurants,

seating areas);

Minimise impact of through traffic; and

Encourage creative design themes broadly consistent with the scale and character ofthe CBD.

Control

Zone separately from other CBD precincts - subset of commercial zone either via DCPor LEP;

Allow for a wide range of entertainment, leisure and food outlets - eg cinemas,restaurants, cafes, fast food outlets, galleries, Timezone/Tilt/Intensity etc;

Prohibit Office development, or major retailing industrial within the precinct; and

Permit internally lit signage.


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Assist

Provide quality lighting, urban design treatments and landscaping themes which reflectthe role of the precinct;

Ensure adequate car parking is provided (on and off street) in an unobtrusive manner,not fronting Macquarie Street;

New DDS to SE side of Macquarie Street between Bultje and Wingewarra - poss rear

of museum with access opposite Dubbo City Centre, only some internalised shops andcar park access off Brisbane Street - reinforce RSL and encourage expansion to a twincinema complex; and

Consider centre median and identify convenient pedestrian crossings in Cobra.


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Leisure Precinct and Foci (Conceptual)

*Redevelopment Opportunities.


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Mixed Commercial Area

Description

This precinct embodies the balance of the Central Business District. It is essentially thesouth-east corner of the CBD bounded by Darling, Cobra, Brisbane and Wingewarra Streets.It neither possesses nor requires a focus nor is it characterised by a particular type of use asit includes a very diverse mixture of uses (eg hairdressers and galleries, antique dealers, amotel, professional offices, a church, take-away food, a Chinese restaurant, retailers of carparts and repairs and other trades, and private residences). It includes some significantheritage sites as well as outdated commercial buildings and some quite modernredevelopments. There is relatively little pedestrian movement or passing trade within thisarea and most custom is from people travelling to specific sites to do business. Hence it hasdeveloped into a vehicle dominant precinct.

The sites in this precinct seem relatively large compared to those in the other precincts andthere is a lower development density. This reflects lower site values associated with the factthat these sites are at greater distance from the high exposure activity centre of the CBD.

Precinct Role

To accommodate a range of commercial uses within the Central Business District that arenot suited to other precincts.

Issues

Resisting major new developments more appropriate to other precincts but looking forshort term advantage in the lower site values;

Reconciling potential conflicts between uses - eg residential amenity and other usesand resisting creep to the East and South;

Management of existing uses that may be better suited to another CBD precinct;

Heritage retention and redevelopment; and

Potential impacts on efficiency of traffic movements along Darling and Brisbane

Streets.

Liabilities

The need to maintain efficiency along Arterials and Distributors; and

Heritage sites;

Opportunities

Act as an incubator area for new businesses;

Redevelopment opportunities - conversion of existing non-commercial sites; and

Quality development associated with existing heritage buildings.

Benefits

Reinforce regional service role;

Add to diversity of CBD;

Increase employment;

Reinforce perceived business role of the city;

Enhance potential for multi purpose trips;

Protect existing development;

Scope for incubator businesses to enter the CBD but not bear the costs associatedwith key sites;

Low scale Manufacturers can store and retail from a centrally located site; and


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Reduced conflict by encouraging the more sensitive uses to locate in appropriateprecincts.

Precinct Objective

To provide opportunities for a wide array of commercial uses that do not require the higherexposure sites of the other precincts but which are advantageous to the CBD.


Protect and enhance on street parking;

Prevent competition for land from high level retailing, leisure or major officedevelopment;

Protect the efficiency of the road network;

Protect sites of heritage significance from demolition or inappropriate redevelopment;

Resist undue subdivision of remaining large sites and protect for unique uses;

Protect the remaining residential enclave in Carrington Avenue in the interim; and

Minimal interference generally.

Action Plan C.5 - The Mixed Commercial Area

Encourage

Foster ongoing refurbishment and redevelopment as a mixedoffice/commercial/civic/medical/institutional/educational and legal precinct with onlylimited retailing.

Control

Allow for mixed commercial development in Brisbane, Darling, Wingewarra and BultjeStreets;

Maintain a high level of design - encourage creative design themes broadly consistentwith CBD scale and character;

Encourage upper floor residential development; and

Develop DCP/guidelines to maintain the integrity (inc surrounding O/S) of historicbuildings.

Assist

Investigate centre parking and traffic slowing mechanisms in Wingewarra Street westof Brisbane Street;

Improve on street landscaping eg centre median planting in Brisbane;

Ensure adequate but unobtrusive parking;

Improve on street landscaping albeit variable;

High pedestrian amenity and safety do not compromise the role of the distributor roads;

and Recognise and protect the key tourist related activities eg Gaol and Furneys Flour Mill.


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Precinct Plan - Mixed Commercial (Conceptual)


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Action Plan D - An Integrated Movement System

It is crucial to ensure easy convenient access to, in and around the CBD. The ease ofaccess to ones destination, and comfort and convenience once there, will determine howwillingly people will visit and invest in the CBD. Thus to be effective a traffic system mustrespond to the land use pattern. It should be a clear logical system that recognises structuralfactors (eg the precincts), facilitates quick and easy traffic movement, integrates withadequate parking and logical comfortable and attractive pedestrian networks.

Such a system must:

In relation to structure:

Reflect the different needs of, and the potential to further enhance, each precinct, (egwhether pedestrian and/or vehicular dominant).

In relation to vehicular circulation:

Provide a safe and effective vehicular access around the CBD;

Discourage non-CBD traffic from going through the CBD; and

Identify and promote routes that feed CBD traffic to the main parking areas.

In relation to parking:

Maximise the efficiency of use, and seek opportunities to consolidate, existing carparking areas;

Ensure that the total on and off street parking supply and distribution in the CBDreasonably meets levels of peak demand;

Seek to provide a balance of short and long term parking in the CBD that reasonably,and cost effectively, recognises the interests of both owners/employees andcustomers;

Encourage provision of consolidation areas of off street parking as close as practicableto areas of current deficiency; and

Provide parking areas that offer some shade and shelter and area easy to find, accessand navigate.

In relation to pedestrians:

Minimise and/or manage the potential conflicts between vehicles and pedestrians;

Provide greatest priority to pedestrian safety and amenity in the heart of the CBD;

Provide safe, shaded and logical pedestrians access from major car parks to retail andcivic precincts; and

Provide safe and direct pedestrian access across the distributor road network.

In relation to other forms of transport:

Provide for bus and taxi pick up and set down within easy pedestrian access of theretailing and civic precincts; and

Recognise the routes and destinations of users of alternative forms of transport suchas bicycles, public transport, service vehicles.

In relation to amenity:

Ensure traffic routes are direct, legible and comfortable and that appropriate ancillaryfacilities are provided (eg shade and shelter for footpaths, cycleways and parkingareas, attractive presentation, security and proximity of parking to the destination).


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The following is a concept of an integrated movement system for the CBD that highlights keyissues for consideration in the Traffic Management Study.

Road system- The road system could be considered as having 4 tiers:

Arterial routes for through traffic - (eg Cobra and Darling);

Main distributor route around CBD and feeders to parking areas - (eg Bligh-Bultje-Brisbane-Talbragar);

Minor distributor roads linking to highway corridors - (eg Wingewarra and remainingsections of Bultje, Brisbane, Macquarie and Bligh and Talbragar); and

Pedestrian Friendly roads - (eg Macquarie, Church and to a lesser degree TalbragarStreet)

A Pedestrian systemneeds to be incorporated into the system which could comprise or linkinto the following:

Macquarie Street retailing core;

Church Street Civic Boulevard and extension of route across the river;

Links CBD to CSU site, West Dubbo and into city wide recreation corridors andcycleways etc;

Cobra Street accommodation precinct;

Talbragar Street secondary retailing area;

East west connections between car parks and Macquarie Street; East west connections between civic and retailing precincts; and

North South connections between major car parks and side streets.

Conflict points - if such a system were developed areas where major traffic routes andpedestrian routes cross may need special attention eg:

Cnr Church and Darling Streets;

Cnr Church and Brisbane Streets;

Cnr Church and Bligh Streets;

Cnr Macquarie and Bultje Streets;

Cnr Cobra and Brisbane Streets;

Cnr Talbragar and Brisbane Streets; and

Cobra Street.

Car parking areasmust be considered. Matters to address are:

Numerous ad hoc but not linked parking areas east of Bligh Street;

Consolidation opportunities East behind Macquarie Street (GB and Libera

Documents

URBAN DEVELOPMENT STRATEGY