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

2. 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

3. 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

4. ... 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

5. 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

6. 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.

7. 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”

8. 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..

9. 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

10. 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

11. 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

12. Contextualisation (Line of Sight)

13. 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

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

15. 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

16. 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.

17. 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