Docklands Waterways Strategic Plan 2008 - 2018

Page 1 of 29 DOCKLANDS COORDINATION Agenda Item 5.2 COMMITTEE REPORT

7 October 2008 DOCKLANDS WATERWAYS STRATEGIC PLAN 2008 - 2018

Division Design and Urban Environment

Presenter Graham Porteous, Manager Recreation and Waterways

Purpose

1. The purpose of this report is to provide the Docklands Coordination Committee with a progress report on the development of the Docklands Waterways Strategic Plan 2008 – 2018.

Recommendation from Management

2. That the Docklands Coordination Committee acknowledges the progress of the Docklands Waterways Strategic Plan 2008 – 2018.

Background

3. In September 2007, the Docklands Coordination Committee (DCC) resolved to form a Working Group consisting of the Director Economic Development, the Manager Melbourne Docklands Integration, and the Manager Recreation and Waterways from the City of Melbourne, an appropriate nominee from VicUrban, and other managers of the Waterways such as Parks Victoria and Marine Safety Victoria, to:

3.1. review the Melbourne Docklands Water Plan 2001 and the Melbourne Docklands Active Boating Draft Strategy, July 2005, whilst acknowledging the documents as being VicUrban’s, to ascertain the current relevance of the plan and strategy;

3.2. develop and present to the DCC updated versions for its consideration and recommendations to VicUrban and to Council’s Environment Committee; and

3.3. develop an infrastructure plan, in conjunction with VicUrban, which clearly identifies the civil infrastructure required to be provided by the individual developers of the various waterfront nodes, to support the plan and strategy as modified to continue to monitor the changing environment.

4. The Docklands Waterways Planning Group was established with staff from the VicUrban, Parks Victoria and City of Melbourne and met four times to determine a comprehensive consultant brief which would address the resolutions of the September 2007 DCC. The planning group established a sub-committee ‘Review Panel’ to guide the development of the Docklands Waterways Strategic Plan. The Review Panel engaged ‘Stratcorp Consulting’ in March 2008.

5. In April 2008, the DCC were provided with an update on the progress of the development of the Docklands Waterways Strategic Plan 2008 – 2018 and resolved that the plan would be developed in two stages. It was agreed that stage one of the project, development of the Draft Docklands Waterways Strategic Plan would culminate in the presentation of the draft strategy to the DCC in August 2008.

1 Page 2 of 29 6. Stage Two would commence on approval of the draft strategic plan and would include the finalisation of the previously approved strategic plan and the development of an infrastructure plan to support the plan and strategy.

7. A further update was presented to the DCC in August 2008, outlining the status and next steps for the finalisation of the strategy.

Key Issues

Stakeholder Consultation - Preparing the Draft Docklands Waterways Strategic Plan

8. A comprehensive consultation program was undertaken in the preparation of the Draft Docklands Waterways Strategic Plan 2008 – 2018. Consultations were held in the form of workshops and individual meetings, phone interviews and written submissions. A copy of the consultation program is available in Attachment 1 of this report.

9. Docklands residents were invited, by way of a letter drop, to a workshop conducted by the consultant and attended by the City of Melbourne’s Project Manager. Workshops were held for the Charter Boats/Commercial Boat Operators; Docklands Marketing Association/Docklands Chamber of Commerce and other waterways users/stakeholders.

10. The consultant also met with Docklands property developers (MIRVAC, ING Real Estate, Lend Lease and MAB), government agencies (City of Melbourne, Parks Victoria, VicUrban, Marine Safety Victoria, EPA, Port of Melbourne), key industry representatives (BIA, Yachting Victoria, Rowing Victoria) and Docklands marina managers.

11. Any stakeholders that expressed an interest in being involved in the development of the strategy but were unable to attend meetings were provided the opportunity for input either by phone interview or in the form of a written submission.

12. Advertorial was placed in the Docklands Community News and the Docklands 3008 magazine advising readers that the strategy would be available for comment in June 2008 and directing interested parties to the City of Melbourne website for further information. A web page was developed on which the strategy would be published.

13. Delays related to formatting, content and structure of the report meant that the strategy was not finalised for comment at this time and a holding statement displayed on the website. All parties that participated in a workshop were sent an email in August 2008 advising them of the delay and that the draft strategy would be available in mid-September 2008.

Public Consultation on the Draft Plan

14. As advised at the DCC meeting in August 2008, VicUrban advised that they would be meeting with Docklands developers prior to the public release of the strategy in order to ensure any likely issues impacting on the plan could be addressed at that time. Meeting with developers concluded on Tuesday 23 September.

15. The Draft Docklands Waterways Strategic Plan and supporting documentation was made available to the public in the week commencing 22 September 2008. Stakeholders were advised of the release of the waterways plan through electronic messaging (to all who had participated in the first round of consultations) and articles in Melbourne News, Docklands3008 and Docklands Community News.

16. Stakeholders (particularly residents) were invited to attend workshops at which Council officers provided presentations on the plan. Individual meetings were also established with developers and industry stakeholders.

2 Page 3 of 29 17. The public consultation period of four weeks will close on 20 October 2008. Stakeholders were invited to make written submissions on the draft strategy. A copy of the draft for public consultation is attached as Attachment 2.

Next steps

18. At the conclusion of the public consultation process the Review Panel will consider submissions and integrate them into then plan as required. The final version of the plan will be presented to the next DCC. It is proposed that following DCC approval the strategy will be presented to Council, Parks Victoria and VicUrban for their consideration and/or approval.

19. Once the strategy has been approved, work will commence on the development of an infrastructure plan to identify the civil infrastructure to support the plan. Docklands infrastructure, both on-land and on-shore, is funded and built by the developers responsible for the build of the various waterfront nodes. A management plan incorporating timelines and milestones to implement the strategic plan will also be incorporated into the strategy following consultation process.

Relation to Council Policy

20. ‘Delivering for Docklands’, the City of Melbourne’s three year strategy for Docklands (2007 – 2010), reinforces VicUrban’s and City of Melbourne’s shared vision for the Docklands which is:

20.1. “to create a vibrant and engaged community within Docklands that enhances the standing of Docklands as an international example of waterfront urban renewal and ensures the future of Docklands as a key destination with central Melbourne for people to live, work and visit.”

21. It is envisioned that by 2010, the Docklands:

19.1. “will be well underway to becoming a world class waterfront development….” and, “Docklands Waterways will attract large numbers of recreational and commercial boat users. Visitors will flock to the precinct to watch or participate in the activity on the water.”

Government Relations

22. VicUrban and Parks Victoria are funding and are key partner agencies involved in the development and delivery of the Docklands Waterways Strategic Plan 2008 – 2018.

Finance

23. The City of Melbourne, VicUrban and Parks Victoria have contributed funds to undertake the development of the Docklands Waterways Strategic Plan. The total cost of Stage One of the project is $55,000.

Legal

24. No direct legal issues arise from the recommendation from management.

Attachments: 1. Summary of Consultations – Docklands Waterways Strategic Plan 2008 – 2018 2. Draft for Public Consultation - Docklands Waterways Strategic Plan 2008 – 2018 3 Attachment 1 Page 4 of 29 Agenda Item 5.2 Docklands Coordination Committee 7 October 2008

SUMMARY OF CONSULTATIONS -

DOCKLANDS WATERWAYS STRATEGIC PLAN 2008 – 2018

Consultative Date & Time Target Group(s) Venue Technique

Monday 7 April 2008 City of Melbourne Workshop Waterways Office 10:00 am – 1:00 pm Friday VicUrban VicUrban Offices, 4 April 2008 Marcia Harkins, Michael Meeting L12, 700 Collins St 1:30 – 2:30 pm Hynes, Simon Wilson Tuesday Yachting Victoria 1 April 2008 Meeting Yachting Victoria Ross Kilborn 2:00 – 3:30 pm Thursday Parks Victoria 27 March 2008 Meeting PV’s Burnley Office Chris Hardman, Vin Wright 12:00 – 13:00 pm Tuesday Marine Safety Victoria 1 April 2008 Meeting MSV Offices Lisa Faldon, David Marsh 3:30 – 5:00 pm Monday EPA EPA Offices 31 March 2008 Andrew Cousins, Susan Meeting Southbank 1:00 – 2:30 pm Carter Friday BIA BIA Offices, 28 March 2008 Gordon Howlett, Kim Meeting Marine House 10:00 – 11:30 am Mastrowicz Friday Port of Melbourne Corporation PoMC Offices 28 March 2008 Meeting Brendon Power, Keith Gordon L4 530 Collins St 4:00 – 5:00 pm Wednesday Parks Victoria PV’s Bourke St 26 March 2008 Meeting Paul Dartnell Offices 3:00 – 4:00 pm Wednesday NewQuay Marina NewQuay Marine 26 March 2008 Meeting Nicole Cochrane Offices 1:00 – 2:00 pm

1 Page 5 of 29 Tuesday Marina YE 25 March 2008 Meeting Marina YE Offices Allan Cayzer 12:30 – 13:30 pm Thursday D’Albora Marina 14 April 2008 Meeting Pier 35 Angus Craig 10:00 – 11:00 am Wednesday Lend Lease Offices Lend Lease Development 16 April 2008 Meeting William St, Nathan Milesi, Nick Chapman 1:30 – 3:00 pm Melbourne Has not responded MAB Corporation Meeting TBC to three messages Richard Marshall Monday Mirvac Offices, Mirvac Group 14 April 2008 Meeting St Kilda Rd, Michael Edwards 1:00 – 2:00 pm Melbourne Wednesday ING Real Estate ING Offices 16 April 2008 Developments Meeting Docklands Dve 1:30 – 3:00 pm Kyle Johnston, Natalie Hallert Monday 28 April 2008 Charter Boat Operators Workshop Waterways Office 1:30 – 3:00 pm Monday 28 April 2008 Docklands Residents Workshop Waterways Office 7:00 – 8:30 pm Tuesday “Other” Businesses (i.e. 29 April 2008 helicopters, boat builders) and Workshop Waterways Office 1:30 – 3:00 pm Recreation Groups Tuesday Chamber of Commerce, 29 April 2008 Meeting Waterways Office Marketing Association 3:00 – 4:30 pm Thursday Rowing Victoria’s 17 April 2004 Rowing Victoria Meeting Offices, Commercial 11:30 am – 12:30 Rd pm

2 DRAFT FOR PUBLIC COMMENT Page 6 of 29 Docklands Waterways Strategic Plan 2008 - 2018

Attachment 2 Agenda Item 5.2 Docklands Coordination Committee 7 October 2008

Prepared for City of Melbourne, VicUrban and Parks Victoria

Prepared by Stratcorp Consulting Pty Ltd Level 1/38 Mills Street Albert Park VIC 3206 T: (03) 9521 6033 F: (03) 9521 6533 [email protected] www.stratcorp.com.au

DRAFT Docklands Waterways Strategic Plan 2008 - 2018 City of Melbourne, VicUrban, Parks Victoria Page 7 of 29

TABLE OF CONTENTS

1. INTRODUCTION...... 2 2. DOCKLANDS WATERWAYS VISION ...... 3 3. DOCKLANDS WATERWAYS MANAGEMENT...... 4 4. EXISTING SITUATION ...... 5 5. SUMMARY OF CONSULTATION ...... 6 6. KEY OBJECTIVES ...... 7 7. KEY RECOMMENDATIONS...... 8 7.1. Commuter Ferry Service...... 8 7.2. Shuttle Services ...... 8 7.3. Commercial Vessels ...... 8 7.4. Public Berthing...... 9 7.5. Private Berthing ...... 9 7.6. Events ...... 9 7.7. Recreation...... 10 7.8. Accessibility...... 10 7.9. Wayfinding and Visitor Services ...... 10 7.10. Water Quality ...... 10 7.11. Car Parking ...... 11 7.12. Public Conveniences ...... 11 7.13. Marine Precinct ...... 11 7.14. Waterways Regulatory Centre...... 11 7.15. Superyachts ...... 11 8. DEVELOPMENT PRECINCTS ...... 12 9. DEVELOPMENT OPPORTUNITIES AND OPTIONS ...... 17 Appendix One - Draft Docklands Strategic Waterways Plan 2008 – 2018Error! Bookmark not defined.

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1. INTRODUCTION

Docklands is where the city meets the water, making it an important asset – economic, social and environmental – to Melbourne and Victoria. It is one of Australia’s largest construction projects consisting of over 200 hectares of land and water. Development will be staged and is expected to be completed around 2020. When development is complete the area will offer approximately 7km of waterfront with promenades provided for general use.

The development of recreational and commercial boating facilities and infrastructure at Docklands to manage existing and future demand and to improve the appeal of Docklands as a cruising destination is identified in state government policy, specifically the Boating Coastal Action Plan for the Central Coastal Region and Melbourne 2030 – Planning for Sustainable Growth.

The proposed developments are also consistent with the following policies:

• Delivering for Docklands 2007 – 2010 (City of Melbourne)

• Docklands 2020 Project Review 2007 (VicUrban)

• Maribyrnong and Yarra Rivers Draft Water and Land Access Plan (Parks Victoria)

• Melbourne Docklands Water Plan 2001 (VicUrban)

• Melbourne Docklands Active Boating Draft Strategy 2005 (VicUrban)

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2. DOCKLANDS WATERWAYS VISION

The vision for the Docklands Waterways was developed based on the outcomes of the consultation undertaken and with the input of the project steering committee. It is proposed the following vision be adopted for the Docklands Waterways Strategic Plan 2008 – 2018:

“Docklands Waterways - Melbourne’s Gateway

Docklands is an integrated working harbour that is accessible to Melbourne and its visitors, with commercial and leisure boating opportunities and a vibrant and active events space”.

The Vision for the Docklands Waterways is built on the following four key themes:

• Active – colour, movement (ebbs and flows), aesthetic (attractive), diversity, events, working harbour.

• Accessible – public (ownership and physically), destination, community boating hub, affordable.

• Integrated – water and land, tourism, services, environment.

• Position – international standard, remarkable, World Class.

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3. DOCKLANDS WATERWAYS MANAGEMENT

The waterways management is by way of a tripartite agreement between the City of Melbourne, VicUrban and Parks Victoria.

VicUrban is responsible for administering the precinct development agreements and coordinating the overall development of Melbourne Docklands including the development and provision of future waterways infrastructure.

The City of Melbourne is responsible for place management services in Docklands, including management of the waterways, as per the requirements of transitional legislation. This involves management of the Melbourne Docklands Marine office, allocation and licensing of moorings and berths for commercial vessels, management of the Waterfront City and Yarra’s Edge marinas, Committee of Management responsibility for Victoria Harbour and the Yarra River, undertaking general maintenance and day to day operations of the waterways.

Parks Victoria is responsible for the management of recreation, leisure, tourism and water transport for all waterways land situated in the “metropolitan area” as declared under the Water Industry Act 1994, which includes Victoria Harbour and the Maribyrnong and Yarra Rivers.

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4. EXISTING SITUATION

Docklands is located at the south western end of the Melbourne CBD and has a total of 59.34 Ha of waterways. It is an approximate 30 minute journey by boat from Docklands to the mouth of the Yarra, with vessels required to traverse through waters under the Port of Melbourne Corporation’s control.

The land and waterways for Docklands are zoned DZ (Docklands Zone) under the Melbourne Planning Scheme. Developers submit their master plans for their development sites to VicUrban who in turn refer the master plan to the Minister for Planning for approval.

In whole or part, the Docklands area is subject to a number of overlays. The overlay that is applicable to this Strategic Plan is a heritage overlay (HO – 915). The effect of this overlay is that the linear perimeter wharves and central pier with wharf bollards; wharf fittings and railway tracks are registered in the Victorian Heritage Register under the Heritage Act 1995.

In addition to the City of Melbourne, VicUrban and Parks Victoria there are another four agencies / organisations that have a role in Docklands waterways. These are the Department of Planning and Community Development, EPA, Marine Safety Victoria and Port of Melbourne Corporation.

At the time of writing this report approximately one third of Docklands is developed. There is a total of 319 marina berths built and subject to market demand there is an additional 170+ berths planned for development. There is an agreement with the developers whereby for every six private berths built, one public berth will be developed.

Benchmarking of hardstand and dry stack facilities at selected locations around Port Phillip shows:

• The size of hardstand areas differs between 4,700m2 and 8,700m2.

• The size of dry stack facilities differs between approximately 14m2 and 17.4m2 per vessel. This is obviously influenced by the length and number of vessels stored.

• There is no correlation between the number of wet / dry berths available and the amount of hardstand provided. The amount of hardstand available varies significantly between 8.5m2 – 67.5m2 per berth.

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5. SUMMARY OF CONSULTATION

A comprehensive approach to community and stakeholder consultation was adopted to ensure the views of all parties were considered and a shared understanding of future facility needs determined. As a result a total of 260 persons provided input into the Docklands Draft Strategic Waterways Plan 2008 - 2018.

The following table summarises the issues and opportunities that arose from the consultation undertaken. Full details are available in the supporting documents to this plan.

Issues Opportunities

Limited “activation”. Intimacy of Victoria Harbour.

“Back of house” facilities – provisioning, Some flexibility in Developer agreements. stores, fuel, pump out, minor maintenance. Melbourne’s affinity with the water On shore support facilities – office fronts, (increased boat ownership) ticketing, car parking, proximity. Working waterfront – authenticity, water Programming – maintaining transit lanes, taxis, ferries, “off the boat” sales. “catch all” approach. Linkages - connection with Southgate, Planning – impact of future planning (i.e. Crown, Federation Square, Convention Webb Dock Rail Link), integration of current Centre, transport services, tourism. planning, number of agencies involved. Development of Central Pier – iconic On-water infrastructure – materials, “attractor” with mass appeal. standards, sustainability. Diversity of activity – activation and period, Investment – no long term investment in variable speed limits for ferries, educational maritime activity is planned. resource, maritime activity (cluster).

Development – footprint (available and Centralise charter vessel industry – leverage current), commercial priorities (maritime lease to upgrade “service offer” and industry provides limited returns). infrastructure, provision of ticketing, offices, storage, berthing. Unknown carrying capacity of Port of Melbourne waters. Develop a point of difference – define what to do and do it well. Water quality – stormwater runoff, litter, bilge and discharge. Maritime heritage – relocate Polly Woodside and Maritime Museum. Service offer – short lease tenure, quality. Programming waterways – controlled and Potential conflict with resident’s desires. managed.

Limited lease tenure for commercial / Develop a Marine Precinct. charter boat operators.

Waterways speed limits too restrictive.

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6. KEY OBJECTIVES

The initiatives for the Waterways Strategic Plan 2008 – 2018 have been prioritised following consideration of the key planning and policy documents discussed in detail in the supporting documents to this plan. The key policy outcomes identified are:

1. Support the development of new water transport.

2. Increase awareness of Docklands as a destination for Melburnians and visitors.

3. Increase tourism and repeat visitation to Docklands.

4. Activate Docklands through a diverse calendar of events.

5. Increase the level and diversity of water-based activity.

6. Maximise facility / asset utilisation and viability to deliver flexible multi-purpose assets that are designed and operated utilising best practice principles.

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7. KEY RECOMMENDATIONS

7.1. Commuter Ferry Service

• Undertake a detailed business case / feasibility study to assess the viability of a passenger ferry service.

• Pending the outcome of the feasibility study, work with government to attract a commuter ferry service that links Docklands to key locations around Port Phillip Bay.

• Maintain priority fairway, berthing and on-shore access to facilitate future large scale commuter ferry services.

7.2. Shuttle Services

• Determine the ongoing viability of a shuttle that links Docklands to the City.

• Maintain and enforce priority fairway and berthing access to facilitate shuttle services.

• Ensure on-shore facilities cater for the needs of shuttle patrons.

7.3. Commercial Vessels

• Develop long term tenure arrangements to a sustainable number of commercial vessels at allocated locations.

• Examine opportunities to streamline interactions between commercially registered vessels with waterways authorities.

• Facilitate the expansion of the commercial tourism passenger market via the creation of best practice commercial vessel precinct.

• Design on-shore commercial tourism facilities to enable multi use (i.e. large group bus pick up drop off / mini tanker access / emergency vehicle access).

• Allocate commercial tourism site to a non residential precinct to minimise residential impact.

• Ensure the appropriate mix of commercial tourism product to cater for future demand.

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7.4. Public Berthing

• Retain the marina at Waterfront City as a public marina to facilitate the diversity of uses and maximise visitation to this tourism precinct.

• Maintain the 1:6 ratio of public berths to private berths.

• Ensure public berthing allocations are able to satisfy future latent demand and are co-located at key visitor locations with appropriate on-shore facilities for boat owners.

• Explore the opportunity to have a single management body for public berthing in Docklands to ensure consistency in service offer and support the strategy that Docklands is a destination of choice for boating enthusiasts.

7.5. Private Berthing

• Ensure Docklands Marina Managers apply best practice principles to the design and management of private berthing facilities and services.

7.6. Events

• Maintain the Waterfront City Marina as a public berthing marina to ensure maximum flexibility to cater for water based events.

• Work with the organisers of signature boating/yachting events (BIA Melbourne Boating and Lifestyle Expo and Skandia Docklands Invitational) to facilitate growth for the events across Docklands, particularly in relation to provision of infrastructure to support water based events.

• Increase the number of water based/focussed events to activate the waterways and add vitality to the precinct.

• Utilise fairway system to ensure vessel access / egress at all times, particularly during events.

• Ensure that any new marine infrastructure installed at locations specified is designed with the capacity to allow provision for temporary floating infrastructure to be affixed to it.

• Ensure that events comply with Parks Victoria’s Two Rivers Event Management Framework.

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7.7. Recreation

• It is strongly recommended a risk assessment and traffic study is conducted if community boating facilities are to be provided at the entrance to Victoria Harbour.

• A risk assessment is conducted prior to the continuance of regular sailing programs in Victoria Harbour.

• Ensure that the activities of water based clubs utilising the Docklands precinct are safe and programmed at appropriate times so as to allow for the use of the waterways by shuttle services, events and leisure boating enthusiast.

• Work with developers to ensure that a Community Boating Hub or Hubs are built in Docklands and provide the appropriate infrastructure required to launch small vessels for recreation and event activity.

7.8. Accessibility

• Ensure key locations to each node are supported by public transport.

• Ensure adequate provision of short term bus parking with pick up and drop off areas adjacent to the proposed Collins Street Wharf.

• Continue to promote the use of public transport for visitors travelling to Docklands.

7.9. Wayfinding and Visitor Services

• Improve way-finding for boating visitors to highlight locations for casual berthing.

• Educate visitors on traffic management systems that apply to Docklands waterways through a comprehensive communication strategy.

• Devise and implement a dedicated marketing strategy that showcases Docklands as Melbourne’s most attractive boating destination and water events space.

• Ensure service standards are developed, operators are trained and standards are maintained.

• Provide interpretive services that engages residents and visitors alike (i.e. environmental, heritage).

7.10. Water Quality

• City of Melbourne, VicUrban and Parks Victoria continue to work with the EPA and Melbourne Water to improve the water quality within Victoria Harbour and the Yarra River.

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7.11. Car Parking

• Assess management options to address concerns regarding access to car parking.

• Additional car parking for a minimum of 60 cars is provided within close proximity to the proposed Marine Precinct.

7.12. Public Conveniences

• Provide public conveniences in accordance with the City of Melbourne’s strategy for public conveniences at Docklands.

7.13. Marine Precinct

• A small marine precinct is included in the Waterways Plan.

• Encourage the establishment of a Maritime Boating Education Centre within the marine precinct.

7.14. Waterways Regulatory Centre

• Berthing facilities are provided for some of Parks Victoria’s vessels currently located at Burnley and MFB’s proposed vessel.

7.15. Superyachts

• Undertake a feasibility study / business case to determine the viability and appropriate management model for Superyacht berthing including a permanent location for infrastructure

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8. DEVELOPMENT PRECINCTS

The following table lists the activity type, Master Plan use and the existing / planned facilities for each of the development precincts. The specified uses should be considered with the Waterways Plan in Appendix One.

NewQuay Precinct – Developed by Master Plan Uses: MAB. Victoria Harbour North Bank – East On water End • Commercial / residential short and long term Activity Type – Residential and Visitors berthing. Marina • Public berths (pick up, drop off, short term). (NQ1) On shore • On shore support facilities. • Events (e.g. boat show). • Retail Shops. • Yacht sales, brokers, etc. NewQuay Precinct – Developed by Master Plan Uses: MAB. Victoria Harbour North Bank – West On water end • Commercial / residential short and long term Activity Type – Residential and Visitors berthing. Marina • Public berthing (pick up and drop off, short (NQ 2) term) On shore • On shore support facilities. • Events (e.g. boat show). • Yacht sales, brokers, etc. • Potential component of Community Boating Hub Victoria Harbour Precinct – Master Plan Uses: Developed by VicUrban. Central Pier On water Activity Type – Public Attractor • Interim location for Super Yacht berths. (VH1) • Flexibility for events. On shore • Tourist Information.

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Victoria Harbour Precinct – Master Plan Uses: Developed by Lend Lease. Harbour Esplanade, Victoria Harbour – On water South Basin • Light show. Activity Type – Entertainment / Event Amphitheatre • Floating stage. (VH 2) • Display events. • Flexibility to add temporary marina infrastructure for annual boat shows and other promotions. On shore • Amphitheatre public seating. • On shore support facilities. Victoria Harbour Precinct – Master Plan Uses: Developed by Lend Lease. Water Plaza On water Activity Type – Transport Hub • Water shuttle stop. (VH 3) • Scheduled berthing for commercial vessels. • Temporary berthing on west side for commercial vessels. • Boat charters and cruises. On shore • On shore support facilities. • Retail shops. • Event area. Victoria Harbour Precinct – Master Plan Uses: Developed by Lend Lease. North Wharf, Harbour Side (VH 4) On water Activity Type – Boating Hub, • Short term casual berthing. Commercial, Residential and Visitors Marina • On-shore support facility. • Overnight berthing for larger commercial passenger / charter vessels. • Commercial and residential short and long term berthing. • Public berthing (pick up, drop off, short term). On shore • Retail shops (incl. Yacht sales, brokers, etc) • Events arena. • On shore support facilities (i.e. toilets/showers).

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Victoria Harbour Precinct – Master Plan Uses: Developed by Lend Lease. North Wharf – West of Knuckle On water Activity Type – Community Boating • Residential short and long term berthing. Hub, Residential and Visitors Marina • Public berthing (pick up, drop off and short (VH 5) term) • Low level pontoon to launch vessels On shore • On shore support facilities. • Community Boating hub in this precinct. Victoria Harbour Precinct – Master Plan Uses: Developed by Lend Lease. Yarra North Bank – Collins Street On water Wharf and Collins Landing • Scheduled berthing for commercial vessels. Activity Type – Commuter Ferry Terminal, Commercial Vessels and • Permanent berthing for larger commercial / Waterways Regulatory Centre passenger / charter / vessels. Will require loading and unloading of passengers. (VH 6) • Authority boats (Parks Victoria, MFB). • Water shuttle interchange stop. On shore • Shore support facilities (to include back of house facilities for commercial vessel operators). • Pump out for commercial vessels. • Secure parking area for MFB truck. • Pick up, drop off, ticketing for Port Phillip commuter and tourism ferry services. Will require loading and unloading of passengers.

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Yarra Edge Precinct – Developed by Master Plan Uses: Mirvac. Promenade – East End On water Activity Type – Residential and Visitors • Public berthing (pick up, drop off and short Marina term). (YE 1) • Commercial and residential short and long term berthing. On shore • Yacht brokerage / Boating retail. • On shore support facilities. Yarra Edge Precinct – Developed by Master Plan Uses: Mirvac. Promenade – West End On water Activity Type – Residential and Visitors • Public berthing (pick up, drop off and short Marina term). (YE 2) • Commercial and residential short and long term berthing. • Water shuttle stop. On shore • On shore support facilities. Yarra Edge Precinct – Developed by Master Plan Uses: Mirvac. Activity Type – Marine Precinct On water (YE 3) • Vessel refuelling and servicing. • Wet maintenance berths. • Repair facility. On shore • Dry stack facility for boats. • Boating Education Centre. • Potential for travel lift. • Offices for service providers (i.e. brokerage, upholsterer, mechanic). • On shore support facility. • Small heritage boats under restoration.

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Waterfront City Precinct – Developed Master Plan Uses: by ING Real Estate. Victoria Harbour North Bank – Central On water Activity Type – Events, Tourism, Visitor • Scheduled berthing for commercial vessels. berthing, Public Attraction and Transport Hub • Public berths (pick up, drop off, short term). Retain maximum flexibility for events • Water shuttle stop. and scheduled berthing for commercial • Boat rental (crewed / bare boat) pick up / drop vessels off. (WFC) • Off the boat sales. • Flexibility to add temporary marina infrastructure annual boat shows and other promotions. On shore • Events Management. • Events arena. • Waterways Office • On shore support facilities. • Localised amphitheatre public seating. • Tourist Information. • Boat charters and cruises. • Yacht sales/brokers • Retail shops.

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9. DEVELOPMENT OPPORTUNITIES AND OPTIONS

The following section contains a Multiple Bottom Line (MBL) Analysis and considers the key facility development opportunities and options for the provision of boating facilities that arose from the consultation undertaken, an assessment of demand for facilities and a review of industry trends. Key aims for this analysis are:

1. Increasing visitations across the site.

2. Maximisation of facility / asset utilisation and viability.

3. Development of flexible multi-purpose assets.

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Opportunity MBL Analysis Need / Justification Recommendation or Issue Financial Social Outcomes Leisure Environmental Outcomes Outcomes Outcomes

Water based transport Ferry service likely to Would assist in Could be developed Comparatively minimal At the time of writing A detailed business case / require significant activating Victoria as a “park and ride” built form and likely to this report there are a feasibility study would need to initial support and Harbour. initiative for patrons require minimal dredging. number of proponents be conducted to assess the contribution from attending Docklands for commuter / tourism viability of passenger ferry and Government. Services may have Stadium. Would reduce the impact ferry services on Port water shuttle services. the potential to be of private use of cars Phillip Bay (i.e. Business case should address Wyndham Harbour, the issue of potential to over- Creation of jobs linked into existing which in turn may lead to through operating public transport fees a reduction in emissions. Portarlington). cater for demand for the services and and time tables. majority of the year.

maintaining the fleet. A seasonal water shuttle service has Provision has been made for

Existing water shuttle been provided during future ferry services in order to service is subsidised the spring / summer ensure transit lanes / fairways by Parks Victoria with period. The operations are reserved and an adequate a subsidy by the City are subsidised by development footprint has been of Melbourne. Parks Victoria with a allowed for. Subject to detailed subsidy by the City of design benchmarking against Would draw visitors to Melbourne. other ferry ticketing services shows that a footprint of Docklands which in 2 turn would provide Increasing water approximately 800m is increased exposure shuttle services to an required. for existing all year round service businesses. may over-cater for demand for the

majority of the year.

Increasing cost of fuel will have a significant impact on the operating costs.

Water based transport

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Opportunity MBL Analysis Need / Justification Recommendation or Issue Financial Social Outcomes Leisure Environmental Outcomes Outcomes Outcomes (continued) Provision of increased public transport services is consistent with broader planning principles (i.e. Melbourne 2030).

Aligned with City of Melbourne ‘Delivering for Docklands’ strategy to support the development of new water transport.

Casual tie up and Would draw visitors to Enhances the Provides Small increase in built Provision of casual tie Existing ratio of 1:6 public short stay berths Docklands which in activation of the opportunities for form on water however up and short stay berths to private berths is turn would provide Docklands waterways boating enthusiasts this is offset by the active berths is consistent retained. increased exposure by catering for boating to cruise to a use of the waterways. with broader Parks for existing enthusiasts. destination and stay. Victoria and Central VicUrban continue to ensure businesses. Coastal Board planning ratio is maintained. Increased public to provide boating destinations around Nil capital cost as benefit through the City of Melbourne to ensure facilities are provided provision of more Port Phillip Bay. visitors and public drop off / by the developers. public infrastructure. pick up is provided at all Aims are consistent marinas. Comparatively small with broader City of

ongoing management Melbourne and A review of future demand for / maintenance cost. Tourism Victoria berthing facilities is undertaken

initiatives. following PoMC’s decision of its preferred option for the Based on existing and proposed Webb Dock rail link. planned facilities by the time Docklands is built out there will be Casual tie up and approximately 96+

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Opportunity MBL Analysis Need / Justification Recommendation or Issue Financial Social Outcomes Leisure Environmental Outcomes Outcomes Outcomes short stay berths public berths available. (continued) Aligned with City of Melbourne ‘Delivering for Docklands’ strategy to increase tourism and repeat visitations to Docklands.

Berths for regulatory Nil public cost as Increased public Potential these Potential for reduced fuel Parks Victoria and Provision is made along the agencies facilities are provided benefit through the vessels will act as consumption with vessels Metropolitan Fire northern bank of the Yarra with by the developers. provision of more attractors and draw located closer to call out Brigade (MFB) are 54m of berthing provided for public infrastructure. visitors to Docklands. location. seeking to berth some Parks Victoria and MFB. It is unlikely that of their vessels at regulatory agencies Increased capacity to Docklands. The payment of berthing fees will pay berthing fees respond to emergency will need to be negotiated with as the services they management the appropriate developer. provide are for public situations. benefit.

Develop a marine Development of a Enhances the Potential this precinct Opportunity to incorporate When Docklands is VicUrban negotiate with precinct small marine precinct activation of will attract boating ESD initiatives in new ‘built out’ there will be MIRVAC for the development of is consistent with Docklands waterways enthusiasts (to have development. approximately 420+ a marine precinct on the south State Government’s and is consistent with their vessels serviced berths for boat owners. side of the Yarra River adjacent aims of attracting a working harbour / refuelled) and draw Consolidation of built form. In 2005 it was / under the Bolte Bridge. investment in policy. visitors to Docklands. estimated direct maritime industry. New facility can be expenditure on boating equated to $8,600 per designed to meet EPA Potential to create boat per annum in standards for waste 1 jobs and training Victoria . Therefore management and hazards services through and spills. expenditure on boats in developing a Docklands would Develop a marine

1 Boating Coastal Action Plan, p.16, Central Coastal Board

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Opportunity MBL Analysis Need / Justification Recommendation or Issue Financial Social Outcomes Leisure Environmental Outcomes Outcomes Outcomes precinct (continued) maintenance industry. approximate $3.6M per annum.

Berthing for restaurant, Increased revenue Enhances the Draw visitors to Consolidation of berths for Addresses commercial A total of 600m of commercial charter and cruise from berth lessees. activation of Docklands wishing to commercial operators will operators concerns berthing is provided on the boats. Docklands waterways access commercial improve the aesthetics of that they do not have north bank of the Yarra and Nil public cost as and is consistent with services. the Yarra. enough berthing. within Victoria Harbour. facilities are provided a working harbour by the developers. policy. Opportunity to use Opportunity to provide longer term berths as longer term berthing for Opportunity for the a mechanism to commercial operators industry to have encourage operators which in turn will certainty for the to improve their provide them an future. service offer. opportunity to invest in their business.

Provide back of house Increased revenue Enhances the Opportunity to use Consolidation of back of Addresses commercial Back of house facilities for facilities for from berth lessees. activation of back of house house facilities will reduce operators concerns commercial operators are commercial operators. Docklands waterways facilities as a built form. regarding the lack of provided on the north bank of Nil public cost as and is consistent with mechanism to back of house facilities the Yarra and in the proposed facilities are provided a working harbour encourage operators Implementation of ‘best for them. Marine Precinct. by the developers. policy. to improve their practice’ facilities to service offer. ensure compliance with Based on an estimated 2 Opportunity for the environmental objectives. allowance of 60m per industry to have commercial operator (approx. 2 certainty for the 17) an area of 1,020m will be future. required for storage, administration and ticketing.

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DISCLAIMER OF LIABILITY

This report is a confidential document that has been prepared by Stratcorp Consulting and City of Melbourne, VicUrban and Parks Victoria. Stratcorp has undertaken this analysis in its capacity as advisor in accordance with the scope and subject to the terms associated with Stratcorp’s letter of offer. Readers should note that this report may include implicit projections about the future which by their nature are uncertain and cannot be relied upon, as they are dependent on potential events which have not yet occurred. For these reasons and others, facility development is inherently risky and frequently things do not turn out as planned. In preparing this report, Stratcorp has relied upon information supplied by third parties, City of Melbourne, VicUrban and Parks Victoria and their advisers, along with publicly available information. Stratcorp has not attempted to verify the accuracy or completeness of the information provided. Neither Stratcorp nor its officers and employees undertakes any responsibility arising in any way whatsoever to any person or organization, except City of Melbourne, VicUrban and Parks Victoria, in respect of information set out in this report, including any errors or omissions therein through negligence or otherwise however caused.

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