City Council Strategy Plan Review Background Informatio

711.4 099451 MEL:C (1985) Review copy 2 February 1984 Council· House, 200 Little Collins Street, Melbourne 3000

Box 1603M, GPO Melbourne 3001 Telephone: 63 0-121

CITY OF-MELBOURNE Cable Address: "MELCITY"

February 13'~. 198~-

Dear Sir/Madam~

This. document: contains: backgro~' material relating.~ to· the Council's·. current revi~~ of. the' 1974:. Strategy· Plan:.. For further information: on; any aspect· of· the review-please contact the· Councillors: on· the· Steering· Conmi ttee:,. myself or Mr .. J •. Floyd at: the· above number~- Yours. faithfully·,.

J'~R.MacKenzie: . Genera·! Manager.-,., Technical. Services; (Convenor.-, Strategy Plan Review . Steering:;. Comni.ttee)'

JR:NV:A04147

. -I! :i . - ~ MPE LIBRARY

CITY OF MELBOURNE

STRATEGY PLAN .ReyiEW' I \._

CONTENTS

1. The Charter

2. The· Product

3 •. · Consultative· & Coordination Conmi ttees - T.eons of Reference & Membership

4. The Study Team·

5. Strategy Plan Review WOrk Progranme

6. · Public Participation Progranme

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THE CHARTER

THE MELBOURNE CITY COUNCIL AS A STRATEGIC PLANNING AUTHORITY

1. Local Governmment and Planning

Local governmments in are constitutionally creatures of the State Government but historically came into existence ver.y much due to the strong sense of local identity of both town arrl country people.

While local governments, have waxed and waned in the number of functions carried out, arxi their degree of involvanent in services to people, there is no doubt that a significant. aspect of municipal experience in this century has been the growth of inter.est. arrl involvement in· town planning.•.

In Victoria, the· first· leg.islative thrust towards planning · .was· the Town and Country planning Act· 1944, although earlier interest in planning existed in the-Metropolitan area, as the establisi".ment of the Metropolitan Town Planning Cornnission in 1.922 bears. witness.

Like· its predecessor, the 1961 ver.sion of the Town and Country Planning Act (as amended) continues to make the preparation of "a~ planning. schemen· a: voluntary or optional power. for· local. gover.nment. to exercise·., It is- interesting to note·,. however, that· local governments. have taken· up this power.· with growing enthusiasm.

In the. main, this acceptance of a planning role has occurred for· the· reason tha.t. local governments. are area based author.ities· with a: democratically derived. obligation to administer their: areas in the· best interest of. their. constituents arrl. others who may 1 ive and, wor.k there •.

In order· to fulfill this obligation properly, and to come to grips with the problE!liS associated with increasing urbanization, local governments have assumed a significant role in the planning field, and in Strategic Planning in particular.

Strategic Planning is-essential for local governments to deal with signficant social am environmental problE!liS, transportation and traffic problems, and to manage and conserve· the resources of the areas.

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In Victoria, it has long been recognised that Strategic Planning is a voluntary but essential extension of local governments general statutory responsibilities towards their comnunities. State Government has· always delegated this role to local government: to capitalise on the democratic accountability of local government; to ensure that the views of local citizens and elected Councillors are taken into account, arrl to ensure that the State mechanisms for resolving broad conflicts are not swamped by local detail.

2.. The· City of Melbourne.

The Melbourne· City Council currently exercises development control powers:

(a.) under an Interim Development Order (outside the C.A.D.);

(b) under the· Melbourne Metropoli.tan Planning Scheme, delegated from the M.M.B.W. (outside the C.A.D.). Development control powers over development in the C.A.D. were withdrawn by the State Government in November 1982, and replaced by a Ministerial I.D.O.

Within the City of Melbourne, the. Council recognises the state-wide significance of the c .. A.D. arrl acknowledges the State Government's interest in it.

Council also acknowledges that the State Government has a

responsibility for the· operation of its many departments, ministries-, agencies and authorities for which a broad management. framework has to be developed.

However, while acknowledging these factors, the· Council considers that the Planning for the future dvelopment of the City of: Melbourne is its responsibility and that the· Council is. the. body best suited to provide this function.

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Council's. Strategy Plan will. be geared towards achieving· Council's goals for the. developnent. of the City, which in principle must accord with the broader State inteFests~or par.ts of the. City.

Other corporate strategies of the Council will attempt to. achieve Council's goals in other contexts·.

3... Rela.tionships

Given. scarce financial and human resources, it is Unperative that each level of government having a role to play in the planning of Central Melbourne be aware of the benefits to be g~ined· by· pr.operly allocating responsibility between authorities., Avoidance· of duplication of effort would: be one major· benefit·.

It· is conceded that no division of function or labour can be exclusive when dealing with a complex set of social and economic circumstances. Yet neither can there exist no frame of reference by which each government can ascertain whether primary responsibility falls. within its purview •.

The Colincil considers. that i.t is· both necessary and possible for· areas of responsbility to be clear.ly establ.ished.. For· example.,. in the: fields of· Transport, Office· Developnent and CUlturaL Activity, respective roles-might be set out· as follows:

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3. Relationships (continued)

Goal M.C.C.• Strategy Plan M.C.C. Actions

•. Improve vehicular • Identify by-pass • Local Plan traffic circulation around routes, selection control measures Central City criteria • Public Works Environmental Impact Impact abatement Assessment • Land acquisition Roads Hierarchy Developnent Controls • Reinforce use of • Identify development • Parking policies Public Transport areas supportive of • Economic development transport network • Development Control ., Identify minimum incentive · freight and. people • Pedestrianisation movements ·needed in programne support of activities

c.A.D. to be Prime Identify preferred Local Plan of C.A.D. Focus for Office office development with plot ratio Activity locations bonuses Indicate appropr.ia.te Predetermined site density and design design criteria cri.ter ia am· • Servicing poLicy servicing requirements

•. central City to be • Identify location • Chinatown Local Plan cultural centre of pa.tterns arrl. • Local Plan of C.A.D. State requir.ements with developnent· • Identify·areas for bonuses for cultural distinct design· facilities treatments •. Public Works • Tourism strategy • Historic area Multi-cultural conservation social services controls and • Heritage areas and detailed conservation standards guidelines

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4. Rights and Obligations

The Council considers that of fundamental importance to the successful planning of the Central Melbourne area is a need for mutual recognition and acceptance of both the r.ights of each level of government and the obligations which follow frcm the exercise· of those rights •..

Hence, while accepting the State Government's right to set broad goals· and objectives-, the Council expects those ends to be developed by the State Government in concert with the Council and other agencies •. I I ' Effective implementa:.tion of the State's goals and objectives requires- no less. than. this •.

Furthermore, to enhance· the prospects. of successfully implementing the State Government's urban management stra.tegy for Central Melbourne, the State. Government must recognise that the Melbourne City Council is a unique local government authority in this area; that it. has a unique role to play as a Strategic Planning authority; and that its Strategy Plan pol ic.ies. must· be· built. into the State' s· urban management strategy where, appropr:iate·•.

Nothing less than a. reciprocal recognition of the charter of the Melbourne City Council to do its vital part in the planning of Central Melbourne will fulfill the obligation of the. s:ta te· Government •·

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THE PRODUCT STATEMENT OF REVIEW OUTCOMES

1. A clear statenent of the Purpose of a Strategy· Plan, which can summarily be described as: "a set of interrelated goals, objectives, policies, strategies and actions which show in spatial and non-spatial terms COuncil's broad intentions with regard to the· future developnent of the· City." 2.•. The· Strategy Plan i.tself which contains: (a) A statement of Council's Vision of the City. (b) A set of broad goals·, objectives and policies to guide· the 1 framing and interpretation of the plan. '' (c) A clear Land Use Structure Plan for the City which sets. out Council's intent1ons with r.egard to land use location, activity, .and structure in the areas of: • residential • comnercial • industrial • institutional open space/recreation • transportation • service infrastructure • comnuni.ty ser.vices.

(d) A clear· set of Guidelines. to set the context· for the preparation of local plans. for parts of the City, which W'Ould conta-in: •. land use areas/activity patterns •. control guidelines • broad design parameters • citizen participation processes 3. A clear set of Implementation measures and devices, to include: (a) The-development of revised statutory development control instruments, e.g. planning schemes,. planning codes (b) The framing of a set of financial and capitai works strategies and the devising of new legislative authority as appropriate (c) The development of strategies and action plans to achieve specified objectives in:

. • economic development S00320

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• commercial development • civic design ., housing and comnunity services. (d) The developmant of a set of internal administrative procedures for· all concerned departments

4. A clear Review Process to establish: .•. an on-going monitoring and review pr.ocedure for the, plan • a. link with COuncil's corporate planning process

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CITY OF MELBOURNE

STRATEGY PLAN REVIEW

COMMUNITY CONSULTATIVE SUB-cOMMITTEE

Terms of Reference

1. To advise the. Study Steering Comni ttee of the concerns and actions of member organizations as they may affect the M:C. Strategy Plan Review •. ,

2.• To advise· the Study Team of matters relating to the YK>rk of I the Study Team.

3. To respond to and give comnents on dra-ft policies·, strategies, arrl actions. proposed by the Steering. Cbnmittee.

4. To assist in the· PUblic Information Prograrnne.·

5. To keep their respective organizations fully informed of the work on the Strategy Plan Review.

Membership

A. brganiza.tions:. 1. Melbourne Olamber· of Conmerce 2 •. Building· OWners arrl Managers Association 3 •. Brotherhood of St·.. Laurence 4. Shelter: 5 •. Small Business Association 6 •. R •. E.S •. I. 7 •. 8. National Trust o.f (Vic) 9. Retail Traders Assoc.iation 10. PUblic. Transport Association 11. Historic Buildings Council 12. Trades Hall Council 13. Road Transport. Federation 14. Building Industry Congress 15. Chamber of Manufacturers 16. North Melbourne Association 17. Carlton Association 18. East Melbourne Group 19. Flemington Association 20. Kensington Association 21. Melbourne-South Yarra Group 22. Parkville Association 23. West Melbourne Action Group 24. Royal Austr.al ian Planning Institute 25. Royal Australian Institute of Architects

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B. Council i 1. Chairp:rson - Cr. T. Huggard 2. Convenor~ General Manager, Technical Services Department­ Mr. J. R. MacKenzie 3 •. Study Consultant - Mr • L. Neilson

li:.

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CITY OF MELBOURNE STRATEGY PLAN REVIEW

CDVERNMENT COORDINATION SUB~OMMITTEE

Terms of Reference 1. To advise the Study Steering Committee of. the policies and actions of member agencies as they may affect the MCC Strategy Plan Review. 2. To advise the Study Team through the Study Consultant of matters relating to the work of the Study Team.

3. To respond to and give cortments on draft policies.,. strategies, aoo actions· proposed bythe Steering Comnittee.

4. To keep their respective age~cies fully informed of the work on the Strategy Plan Review.

Membership A. organizations-: 1. Ministry for Planning and Environment 2. Ministry of· Housing 3. Department of Management and Budget 4. Ministry of Transport 5 •. Department of Community. Welfare Services 6. Depar.tment· of Local Government 7. Department of Education 8. Depar.tment of Public Works 9. Deparbment of· The Premier and Cabinet 10. Ministry for The Arts 11.. Victorian Tourism Comnission 12. Federal Department of Administrative Services 13. Melbourne & Metropolitan Board of Works 14. Health Commission 15. Port of· Melbourne Authority Part Time 16. 17. City of Fitzroy 18. 19. 20. 21. 22. 23.

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24 •. 25. City of st·. Kilda

B•. Council:·

1.. Chairman - Cr. L •. Ord 2 •. Convenor. -·Gener.al-Manager Technical Services Department, Mr·. J·. R. MacKenzie 3 •. Study Consultant - Mr. L. Neilson

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THE STUDY TEAM

Staff: (Permanent)

1., Senior· PoLicy Planner R Kohut (Employment/Be~ Base/Labour Force)

2. Planner - J Hartigan * (Transportation)

3. Planner - Share Role - 0 Becroft/ 0 Palrner/L Liew (Residential/Physical Services/Design)

4. Graphic Ar.tist - H. Robbins (part time)

(Contract)

5 ~- Senior Planner - Pau,l Lucy (Par ks/Recreation/Le isur.e Services)

6~.. Social 'Planner/Demographer· - M.axine Cooper (Population/Demo/Comnuni.ty Cons\ll tation)

7. Senior Urban Designer· - Robert Adams. (Landscape/Townscape/Conservation)

Consultants-

1.. Short:-term Specialists (as required)

2. Long--term Consultants (as required)

Notes: * Staff Replacement for J Hartigan ** Addi.tional funding for Housing Study Consultants available 1984 I I I

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1. J FLOYD M.A. in Urban Design Grad. Diploma in Urban Design Bachelor of Town and Regional Planning certificate in Applied Sociology •.

Erevi:ous Exployment

1979 -· 1982 1977 - 1979 London Borough of Greenwich 1976 - 1977 Full time study 1974 - 1976 London Borough of Hounslow 1972 Bates·. Smart &. McCUtcheon Architects Exper:ience. All aspects of local government planning, urban des.ign and corporate planning •.

2. R. KOHUT B.A. (Hon) Political Studies Master of Urban and Regional Planning.

Previous Employment

1980 -· 1983 Lec.turer in Planning, RMIT, Melbourne 1976 -· 1980 Director of Planning, County of Lambton, Ontar.io, Canada 1972. -· 1975 Town· Planner, , Vic 1971 Planning Assistant, City of London, Ontario,. Canada

Experience All aspects of local and regional planning, including broad policy development and detailed development control; management of study teams and control of work programnes; public consultation programnes; co-ordination of and consultation with outside agencies.

3. J H.:;::\TIGAN B.E. (Hon) Civil Engineering Grad Dip Urban Sociology Previous Employment 1979 - 1980 Traffic Planner,

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1978 - 1979 Research Officer, Bureau of Transport Econcmics 1977 - 1978 Community Development Officer, City of Fitzroy 1975 - 1976 Engineer, Bureau of Meteorology Experience Broad spe(:.trum of transpor.t planning matters (and interaction with land-use planning) including: development of policies at regional arrl local level; socio,-economic evaluation of specific projects; development of C.B.D. traffic, parking and pedestrian strategies; local area traffic management; planning for. bicycle usage; comnunity participation; liaison with outside consultants and goverrnnent·. agencies.

4. D PALMER B. Ec. (Econcmics arrl Statistics) Previous Employment. · . Jan 1983 Consultant 1981 -· 1983 Corporate Planner, City of Caulfield 1978 -· 1980 Trainee Manager, Commercial Bank of Australia. Exper.ience· Mixture of financial and policy planning with CBA Bank, City of Caulfield and City of Melbourne mostly, emphasis on cost benefit analysis approach to existing arrl proposed services. CO-ordinated and participated in: Caulfield Housing Study Caulfield Library Study Caulfield Swlinming Pool Study Caulfield Corporate Plan Development

Caulfield Annual Budget 1 City of Melbourne Housing Study CBA Long Range Plan

5.. D BEX:ROFT Bachelor of Town and Regional Planning Previous Employment Jan- Mar 1982 Assistant Landscape Project Officer, National Trust of Australia Nov 1980 ·­ Research Assistant, Environment Mar 1982 Protection Officer

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1974 - 1976 Computer Operator, Australian Bureau of Statistics 1971 - 1973 Clerical Assistant, Australian Bureau of Statistics

Experience Expedenced in computer based data manipulation;· organising and managing floor space surveys; local planning policy developnent; information system developnent.

6. L.LIEW Diploma in Architecture Previous Employment Eight: years in the M3lbourne. City Council - City Architect's. Department City Developnent Division - City Strategic Planning Division

EXperience various; stages of' the: architectural process- ranging from schemat·ic design stage through to co-ordinating the· work of team members, and outside consultants; scheme control -· ranging. from giving the !?Ublic advice' on planning· matters to processing planning· ai?pl ications;: prei?ar.ation of developnent guidelines.

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STEPS IN THE PLAN REVIEW PROCESS

STUDY TEAM WORK PROGRAMME

PHASE/ OBJEX:TIVE WORK PERIOD TASK

PHASE ONE

1 (a') Def·in-ing the Charter for the Council Sept 15 - Oct 15 Defining the Product of the Review Cbmposing the Study Team TUnetabling the work Programme

(b) Assembling. the: Study Team Oct· 15- - Dec 15 Br:iefing the team Composing membership· of Cons. and. Coor. •. Comni.ttees/senc1ing invitations

2 Reviewing the 1974 Strategy Plan Nov 20 - Dec 30 Identifying gaps/omissions/out-of- date sections (in light of 1 (a))

3 (a) Review existing. data/information Dec L- Jan 15 Define·new,data, needs/graphics

(b) Start Public· Information programme. Jan 84- June 85

. 4 (a) First· Consu1.tative Cbrrmittee· meeting Jan 18

(b) Fir:st· Coordination Cttee. meeting Jan 25

S(a) Collecting ne\o~ data/informa·tion Jan 15 -·Feb 29

(b) PrelUninary data analysis (in light Feb 29 - Mar 15 of 2)

6 (a) First draft of Land Use Plan Feb 1 - Apr 30

(b) First draft of broad goals, Feb 1 - Apr 30 objectives, policies

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PHASE 'IWO

7 (a) Public Workshop #1 May 31

(b) Collecting new data/infonnation Mar 15 - May 31 (if required)

8 (a.) second ConsuLtative Cttee. meeting June· 6

. (b) Second Coordination Cttee •. meeting June 11

9 Public Workshop #1 - Analysis May 31 - June 15

10(a.) ':First., draft· of~ Guidel.ines for May 15 -·June. 30 Local Plans ·

(b) First draft of IInplementation- May 31 - July 31 . (part) -· revised. development contr.ol instruments- framing of a set. of financial and · capital works strategies

11 (a) Second~ draft·. cand. Use Plan June· 15 -· July 15

(b) Second draft· GOals/Objectives ~une 15 - July 15

PHASE THREE

12.(a) Public Workshop #2 Aug 30

(b) Administrative Workshop #1 Aug 31

13 (a) Third Consultative Cttee. meeting Sept 3

(b) Third Coordination Cttee·. meeting Sept 7 First draft Implementation :... July 15 - Aug 15 (Part) --development· of strategies and. action plans - development of internal administrative procedures

(b) Public Workshop #2 - Analysis Aug 30 - Sept 15

l5(a) Second draft Implementation (all) Sept 15 - Sept 30

(b) Second draft Guidelines for Local Sept 15 - Sept 30 Plans

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16 (a) Final Draft Land Use Plan sept 30 - Oct 31

(b) Final Draft Goals/Objectives Sept 30 - Oct 31

17 Administrative Workshop #2 Oct 31

18 Counc i 1 Adopts Land Use Plan Novanber/December- · - in principle

PHASE FOUR

19 PUblic Workshop #3 Nov 29 20(a:) Fourth Cons. Cttee •. meeting. Dec 5

(b) Fourth Coord •. Cttee. meeting Dec 10

21 (a) Public Workshop #3 - Analysis Nov 29 -Dec 15

(b) Third Draft Dmplementation Dec 15 - Jan 15 1985

22 (a) Third Draft Guidelines for Local Jan l - Jan 31 Plans

(b) Administrative Workshop #3 Feb 15

23 (a) Admin. Workshop #3 - Analysis Feb 15 - Feb 28

(b) Final Draft Dmplementation Feb 28 -Mar 31

24 (a) Final D~aft Guidelines for Local Mar 15 - Apr 15 Plans

(b) Statement of Vision of the City Apr 15 - Apr 30

PHASE. FIVE

25 (a) Public Workshop #4 May 15

(b) Administrative Workshop ~4 May 15

26(a) Fifth Cons. Cttee. meeting May 19

(b) Fifth Coor. Cttee. meeting May 23

27 Establish a Review and Monitor Feb 15-June 30 Process

28 Council Adopts Strategy Plan May 31 - August 1

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Notes

I. '!be Tasks listed under each phase are derived from the. document which is entitled "The Product".

2., '!be sequencing of: Tasks. follows the listing of review outcomes except for the. "Statement of Vision of the City".

This sequencing is predicated on the· assumption that the• programne is a, "review" and not a wholly new-piece of work •. The resourcing for the programme was allocated on this basis.

This assumption requires, then, that the work process proceed from the· par.ticular to the general. -· from "what is" to "what: may be". Thus the· "vision" logically. is a' final outcome of the process of review.

3 •. There is formal per.iod. of 1 data collection 1 at the start of the process -· approximately 6 weeks in Phase 1.

11 Again, as this is a "review , and given the limited project time frame, it was considered appropriate to begin by using the wealth of data already available and, very quickly, develop a first.draft of the Structure Plan to describe "what is"·•.

Following; Phase.· !,, the· work programne is, designed to refine and elaborate. on the first draft of: the Structure Plan -· to develop the "what· may be". -· and. to focus~ quickly on the· implementation problems •.

On-going data collec.tion at. this time, will focus on refining the information on cur.rently· selected issues: and. not on· raising entirely new ones for: invest·igation.

4· •. It· is: consider.ed: that: implementation was the: achilles heel of the 1974· Strategy Plan·.

This work programne devotes the bulk of the· staff effort to defining the implementation side. of policy and devising ways and means of putting words into deeds.

·Hence,. Phases 2:-5 see a greater· emphasis· on the "HOW" problem.

5. Formal par.ticipation of the· public aoo organizations of varying kinds is. built into the· progranme through the Consultative and Coordination Committees, and the Pliblic Workshops.

A great deal of time has been devoted to the formal part of the consultation process, given the limited staff resources available, the limited dmefrarne for the project, and the extent of informal consultation whiCh will inevitably occur in a project of this· nature.

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A different aspect of this programme is the amount of time allocated to internal administration consultation. This was felt to ·~ desirable and necessary to ensure that the Strategy Plan is seen by the Council administration as a document that addresses all related concerns of the Council.

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PUBLIC PA~TICI~ATION PROGRAMME

PHASE OBJOCTIVES ACTIVITIES PRODUCT

1. Data Collection To ide~tify q~q gqin 1. M2d ia ~elease (through · Oral and/or written submission and analysis understanding of mai~ issqe~ printed and ~l~tronic from interested individuals and and problems - media) to info~ public of groups. (September '83 - review to ge~e~ate inte~est April '84 infonnation gaps of p~evlous and gain sorn~ feaqpack and ~velopnent of corrmuni ty file. plan; to estaqlish. c~edibility~ - gaps in tne existipg !variety' pf ~e~v+ce~ C!llq facilities; problems w!th ~eg~rq to ~accessibility' ; effects of tqe C~ty!s 'compactness! etc.

2. Dissemination of Info~ation ~ro~qsheet.

3. Discussion~ with COmmittees made up of ~AAC il ~~presentativ~~, other government pQd~es and inte~ested PU$ine~s/ cammul)ity. group~.. .

To identify co~u~ity 4. Identification of and Listing of community groups. att~ibutes, to a~si~t written conta cts (if remainder of study anq possible) ~1tq other Further identification of participatiol) p~ogr~e. community groups ~ broad cross-section of p~ofessional h9dies, views on variety of issues. commerce a~ business, church and religious g~qups, educated bod~es, civic groups inclu,ding, if possible ~igrant groups~ I00024 22

Public Pa~ticipation P~og~amme (Cont.)

PHAS~ OBJOCTJ~ 1\CTIVITIES P~ODUCT

~ens groups e~c~ also comnunity g·~oups ~'lcluding, if possit)l~ groups/ · inqividuais ~nvolved in Comm~nity planning Groups fo~ p~evious plan.

5. Discussions w~to g~ou~s. (Jndividually !f poss1ble!)

TO ~v&l~te i~s.~e~ and 6. Seqrch confe~ences - stageq Documentation and initial p~oblems! d1scussion ~de up of 29-39 evaluations of issues and persons seleGted on basis problems. o.f discuss.ions with individ~als/gro~ps, neterogeneo4S in' Lmpo~tant respects but have strong identifiable inte~est.

1. Fu~ther identification and Gene~ation of draft nomination of comnunity alternative solutions. group representatives based on individual First draft of ~epo,rt. discussions a~ search conferences.

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;' .I ' PUblic Participation Programme (Cont.)

PHASE OBJECTIVES ACTIVITIES PRODUCT

2. Evaluation of issues To test anq evaluqte~ ~ssqes 8. Media release (through anq problems. and problems iqenti~i~ in pr1nted and el~tronic ; phase·l. rnedi~) tq as~~st in 1.) dissemination of 'f Generation of alternative solutions. inforrnatio~ rel~ting to f~nqings to qqte, the D~~ft Evaluation of altern~tives Report (L~U.P~) Advertise in light of range of goqls public ~rks~ops. arrl objectives. 9. Dissemination of Information (May '84 - July '84) Broadsheet f~lqting to findings to dqte, calling for community response.

~0. ·Public ~rkshops, Further documentation of !\dvertsed. Participants alternative solutions ~uld pe divided into through 2 way exchange of sub-groups of a-15 people; ideas. selecteq on the basis 0~ skills or specialised interest; structu~ed ses~ions to fu~ther exchange ideas especially those relating to alternative solutions, goals and objectives~· (Th~s method is a more rational system of interacting witn community groups/repres~ntatives brought toget~er for a ..... particul~r interest (e.g. recreation, traffic etc.)

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Public Partic ipation Programme (Cont.)

ACTIVI'fiES PRODOC'I' PI-lASE OBJOC1'IVES

11. Conduct of surve~ to test Report of quanti f iable dat a further issues a problems gathered through surveys. identified in phase 1. and to gain hard data to document probable effects of any proposed solution.

12. Disc~~sion with Committees. (appointed by consultative team (approxLmately 15 members) set up to provide on going advice on community views or specialist advice (barometer of the community)

13. Media release. Second draft of L.U.P.

14. Public display/exnibition.

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