Features of a competent planning system Gary White Government Planner Department of State Development, Infrastructure and Planning April 2012

Four elements of a competent planning system Strategic Planning Strategic planning framework informs statutory provisions and infrastructure delivery Strategic Planning Correct Calibration Correct Calibration Alignment of levels of assessment to strategic intent and outcomes Contextualisation Contextualisation Plans are influenced by higher levels of planning. ‘Line of Sight’ Top and Tail Top and Tail Stakeholder engagement in the development of strategic vision and plan making

1. Strategic planning ... Strategic Planning Strategic planning framework addresses regional issues in the context of a particular place Strategic Planning Strategic Planning tells a story of a particular place: where its been, where it wants to be and how it will get there

... informs statutory planning and ... Strategic planning framework addresses regional issues in the context of a particular place Strategic Planning Strategic planning framework informs the statutory framework giving legitimacy to the selection of planning tools Statutory Provisions Statutory planning involves tools such as land use classifications, zones and levels of assessment

Infrastructure Delivery ... infrastructure planning Strategic planning framework addresses regional issues in the context of a particular place Strategic Planning Strategic planning framework informs the statutory framework giving legitimacy to the selection of planning tools Statutory Provisions Infrastructure Delivery Strategic planning framework informs future infrastructure needs and their timing, sequencing and delivery Infrastructure plans address the timing, sequencing and delivery of infrastructure in a spatial context

2. Notion of correct calibration That which is value adding to the stated strategic intent should by its very nature be a “low risk” or even “no risk” and therefore not be subjected to complicated assessment because of its alignment to what a plan seeks. The greater the amount of applications of this nature achieved in the shortest time therefore helps the plan materialise, which was the outcome sought.

Infrastructure Delivery Correct calibration of assessment levels to strategic outcomes Strategic planning framework addresses regional issues in the context of a particular place Strategic Planning Strategic planning framework informs the statutory framework giving legitimacy to the selection of planning tools Statutory Provisions Infrastructure Delivery Strategic planning framework informs future infrastructure needs and their timing, sequencing and delivery Correct alignment of the assessment levels in a planning scheme to outcomes sought by the strategic planning framework DA Strategic planning framework informs levels of assessment for new development and enables risk management approach FOLLOW THIS WITH THE “GET IN THE RIGHT LANE”

If a chosen scenario can be made to materialise the planning process has therefore achieved something that a community or local government had wanted, and therefore assumed to be a successful planning outcome. Logic would again assume that Delivery Platforms are put into place to enable “in” that which the strategic framework wanted achieved. In planning schemes this is achieved through the assessment framework, built around zones, codes, overlays, use etc. An important thread being to enable that which adds value to the state or intended outcome. That which is value adding to the stated strategic intent should by its very nature be a “low risk” or even “no risk” and therefore not be subjected to complicated assessment because of its alignment to what a plan seeks. The greater the amount of applications of this nature achieved in the shortest time therefore helps the plan materialise, which was the outcome sort. Again this is somewhat simplistic but nevertheless entirely logical and aligns with what the forward plan means and sets out to achieve. Delivery frameworks assessment levels should be “correctly calibrated” to enable the strategic intent of the plan..

Correct calibration can enable a “Risk management” approach to development assessment rather “Risk avoidance” Development applications which align with the strategic intent are NO RISK Strategic approach (top down) Development applications which can be made to comply with the strategic intent by conditions are LOW RISK Clear strategic intent, vision and desired outcomes Development applications which challenge the strategic intent are HIGHER RISK Alignment across national, regional, local and site context

Risk management approach to development assessment Focus the planning system on enabling development which is consistent with the strategic intent through management of risk Transition focus from stopping development on individual parcels when any risk arises. Broad overview Neighbourhood or district scale Finer grain

3. Contextualisation This is the notion or logic that acknowledges plans are prepared and influenced by other levels of planning, policy or factors. That lower levels of planning inform the requirements and frameworks at higher levels

Contextualisation (Line of Sight)

3. Contextualisation (Line of Sight) Plans are prepared and influenced by higher levels of planning or policy directions. Higher level issues are informed by lower level issues through monitoring programs

Strategic Planning Policy & ‘Line of Sight’ Global National State Strategy Monitoring, Review & Development Regional Local Strategy Development & Delivery District Neighbourhood Site

4. Top and tail focus on consultation and engagement Statutory Provisions Strategic Planning Infrastructure Delivery Strategic planning framework addresses regional issues in the context of a particular place Strategic planning framework informs the statutory framework giving legitimacy to the selection of planning tools Strategic planning framework informs future infrastructure needs and their timing, sequencing and delivery Strategic planning framework informs levels of assessment for new development and enables risk management approach Stakeholder engagement informs development of delivery platforms Engagement at the plan making rather than application stage helps to resolve issues early and build community empowerment DA

Planning pyramids under principal of “Top and Tailing” Where we are today Where we want to get to Strategy Strategy Typical Planning System Typical Planning System Development Assessment Development Assessment Nationally we are pre-occupied with development assessment “the statutory” part of planning as being the planning system as opposed to it being a correctly calibrated delivery platform.

Every situation is different from a spatial or political perspective A competent planning system relies on ... Every situation is different from a spatial or political perspective Strategic Planning These four elements offer a logical point of reference to measure competency of planning framework Correct Calibration Contextualisation Top and Tail Competent professionals Good data and monitoring Appropriate capacity and resources Share responsibilities across government Political will and community empowerment Evidence based policy and good legislative framework