CITY OF CANNING Local Commercial and Activity Centres Strategy

Final Report September 2015 DISCLAIMER

This report has been prepared for the City of Canning. The information contained in this report has been prepared with care by the authors and includes information from apparently reliable secondary data sources which the authors have relied on for completeness and accuracy. However, the authors do not guarantee the information, nor is it intended to form part of any contract. Accordingly all interested parties should make their own inquiries to verify the information and it is the responsibility of interested parties to satisfy themselves in all respects.

This report is only for the use of the party to whom it is addressed and the authors disclaim any responsibility to any third party acting upon or using the whole or part of its contents.

Document Control Document Version Description Prepared By Approved By Date Approved v 1.0 Canning LCACS Draft Suzie Turner Jason McFarlane 6 February 2015 v 2.0 Canning LCACS Draft Suzie Turner Jason McFarlane 27 March 2015 v 3.0 Canning LCACS Draft Per Sauer Jason McFarlane 16 September 2015 v 4.0 Canning LCACS Final Report Per Sauer Jason McFarlane 24 September 2015

Photography sourced from Shannon Pearse ©

PERTH: 23 Lyall Street South Perth Western Australia 6151 • t (08) 9367 1511 • f (08) 9367 4066 MELBOURNE: Cannons House Level 7, 12-20 Flinders Lane Melbourne Victoria 3000 • t (03) 9654 5775 e [email protected] • www.pracsys.com.au CONTENTS

1 EXECUTIVE SUMMARY 3 5 FRAMEWORK FOR THE FUTURE 35 1.1 Preamble 3 5.1 Framework Structure 35 1.2 Objectives 3 5.2 Vision 35 1.3 LCACS Development 3 5.3 Values 36 1.4 Vision and Values 4 5.4 Principles 37 1.5 Principles and Goals 4 5.5 Goals 37 1.6 Implementation 4 5.6 Principles and Goals 38 2 INTRODUCTION 7 6 IMPLEMENTATION 51 2.1 Need for a LCACS 7 6.1 Implementation of the LCACS 51 2.2 LCACS Purpose 8 6.2 Approach to Implementation Framework 51 2.3 Scope of the City of Canning LCACS 8 6.3 Implementation Process 53 2.4 Approach to LCACS 9 6.4 Implementation Tools 53 3 CONTEXT 13 6.5 Actions 56 3.1 Policy Context 13 7 GLOSSARY 63 3.2 City of Canning context 14 8 APPENDIX A: LOCATIONS OF ACTIVITY CENTRES 67 4 ACTIVITY 17 4.1 Defining activity 17 4.2 Types of Activity Centres 18 4.3 Activity Networks 19 4.4 Out of Centre Activity 24 4.5 Current State of City of Canning Activity Centres 24 iv Chapter 1: Executive Summary Chapter 1: Executive Summary

• • • LCACS are to: The overarching ofCanning oftheCity objectives 1.2 the desired direction. centrein place, development activity canbeguidedin to measure Once changesinperformance. theseare requires andmechanisms clearvision,goals, actions if transformative changeisto beachieved. This of current andfuture isessential desired performance workers, visitors andenterprises. An understanding that provide for theevolving needsofresidents, contribute to theongoingdevelopment ofcentres and outputsoftransactions, anduserexperience, centre addresses how It the inputs performance. The ultimate ofaLCACS purpose isto optimiseactivity where are transactions concentrated. places. centres Activity are therefore physical locations that occurtransactions withinaplace of ornetwork can bedefinedaseconomic, socialandenvironmental understanding ofactivity. More thanjustretail, activity LCACSA modern isdeveloped from aholistic of Canning. withintheCity oneconomic andsocialactivity making provide astrategic, comprehensive guideto decision- (LCACS) has been prepared for ofCanning the City to The Local, Commercial Centres andActivity Strategy 1.1 1 OBJECTIVES PREAMBLE decision-making understand therationale for planningand to Develop a technical knowledge-base Provide acommercial needsassessment centres Provide ahierarchy ofcommercial andactivity

EXECUTIVE SUMMARY Source: Pracsys 2015 Figure 1.Development Structure • includes: through process a four-part (see Figure 1), which The ofCanning City LCACS hasbeendeveloped 1.3 • •

performance (referperformance to Appendix B) analysis and understanding of current Part 1 -background context, research and system integration into ofCanning theCity planning Provide animplementation framework for making Develop clear, for guidingprinciples decision- LCACS DEVELOPMENT • andfuture goals: performance 1and2,backgroundthrough research, parts current The basis for the strategy development is formed • • • City ofCanning.City This provides asolidbasis for research withinthe andanalysis ofactivity where are we?’ by providing background Part 1answers thequestion ‘Who, what and mechanisms Part 4-implementation, governance andreview principles Part 3-development ofdecision-making Appendix C) Part 2-identification offuture goals(refer to • • implementation: and principles 3and4,decisionmaking through parts The strategy (LCACS) isformed detailedhere-within • review mechanismsfor thelife ofthestrategy. tools to use,undertaken, andfeedback and the desired future?’. toThis be sets out actions to about effectchangeandbring we undertake Part 4answers thequestion should actions ‘What vision. andusetoolsdevelop to fulfillthefuture actions should bereferred to for guidance onhow to should bedesigned andimplemented. Part 3 forchange andoutlineshow actions change aspirations?’. This for detailsprinciples future we needto target changeto achieve our Part 3answers thequestion areas do ‘What Report. andAppendix E:Detailed Report Please refer to Appendix D–Part 2:Consolidated required onhow thefuture visionwas developed. should bereferred to whenanunderstandingis provides avisionfor thedesired future. Part 2 aspirations for future performance?’. This Part 2answers thequestion are our ‘What Appendix Report. C-Part 1:Detailed to and Appendix B–Part 1:Consolidated Report isrequired. metrics or performance Please refer demographics, commercial floorspace modelling 1 shouldbereferred to wheninformation on centres. ofactivity the current Part performance understanding theparameters and for activity

3 Chapter 1: Executive Summary 4 Chapter 1: Executive Summary The of Canning’s City network ofcommercial Commercial centres vision both commercial centres centres. andindustrial statements have beendeveloped intheLCACS, onefor on thedesired future state. Two separate vision The of a vision is to purpose provide clear guidance 1.4 an active rolean active anagentofchange. as the City’s community, playing withthe City theaspirations of supports in amannerthat investment centres occurs withintheactivity residents, workers, andvisitors. Growth and fulfill thefullrange ofneedstheCity’s by aplace notonlybeing to shop, butto represent thecommunities theyserve that theiruniqueidentity.as These centres ofactivity, andflexibility diversity well as centresactivity are characterised by their

VISION AND VALUESVISION The of Canning’s City industrial activity Industrial centres vision • components. They are as: summarised an understandingofsuccess into more detailed valuesunderlying were developed to break down Based upontheseaspirational visions, three firms to industrial centres. knowledge-intensive andexport-orientated infrastructure andlotsizes to attract in theCity. This may includeoptimising required to ensure desirable industries locate order for thisto occur, astrategy willbe strategicattract specified industries. In theCity’s upon depend to effectively ability this can capitalised be oninthefuture will strategic employment. to The which extent valuesignificant andgenerate export local andregional economy theycreate as centres acritical perform role the inboth are utilised by visitors, residents andemployees office, commercial spaces and that community Diversity - a concentrated mixofresidential, • • new trends andto respond to usergroup needs. are likelyto berequired to respond to parameter shifts, is obtainedfrom themonitoring system, newactions officers. Asimplementation progresses and feedback been developed inconsultation ofCanning withCity tools,actions, andmonitoring processes metrics has ongoing process. oftheLCACS, As part aplanof oftheLCACSImplementation is intended to bean 1.6 from implementation oftheLCACS. the outcomes that should result arising from actions haveprinciple beenidentified. indetail Goals describe One ormore goalsto achieve changefor each Figure 2. alignment ofthevaluesisshown andprinciples in of thevalues, andmay applyto multiplevalues. The The are principles essentially sumoftheparts’‘the in how thevalues canbesupported. corresponding goalswere developed to provide detail Underneath thevalues, ten andanumberof principles 1.5 IMPLEMENTATION and therole oftheplace. place brand shouldconsider historical factors represent theinterest ofthecommunity. The in consultation withkeystakeholdersandto place centre, brand for eachactivity developed -developmentIdentity understood ofaclearly andconfigurationin terms offunction over time. inclusive centres with spaces that are changeable Flexibility -flexible, adaptable, accessible and and productive environment. social, cultural andfinancialinteractions inasafe by for providing afullrange of opportunities PRINCIPLES AND GOALS Source: Pracsys 2015 Figure 2.Alignment ofvalues andprinciples Chapter 2: Introduction

This Chapter addresses the following:

• Why does local government need a LCACS?

• What is the purpose of a LCACS?

• What is the scope of this LCACS?

• What approach has been taken in developing the LCACS?

www.planning.wa.gov.au Perth WA6000 469 WellingtonStreet FaceyAlbert House Western Australian PlanningCommission published by the

and beyond - - beyond and 2031 directions metropolitan planning beyond the horizon August 2010 August horizon the beyond planning metropolitan Department ofPlanning,Source: 2010 Department Figure 2031andSPP4.2 3.Directions directions2031 metropolitan planningbeyond thehorizon first Local Commercial Strategy of for the Canning City centres,manage development inactivity includingthe havelocal authorities produced strategies to planand 4.2: Metropolitan Centres Policy (SPP4.2)in1991, Since theintroduction ofthefirst State Planning Policy betterment asawhole. ofthecommunity the needto for maximisetheirfuture the performance the keyrole centres play ofcities, intheprosperity and and concentrations oflanduses. ALCACS recognises andmay includedifferentand function, combinations orshoppingcentres.business parks insize They vary places where are transactions concentrated, such as centres.development centres ofactivity Activity are provides plan for a vision, goals and action future A Local Commercial Centre Activity Strategy (LCACS) 2.1.1 2.1 2 3ODQQLQJ 'HSDUWPHQWRI and beyond

INTRODUCTION August 2010 A New Policy Paradigm NEED FOR A LCACS PERTH, TUESDAY, 31 AUGUST 2010 No. 166 No. 2010 AUGUST 31 TUESDAY, PERTH, !201000166GG!

ACTIVITY CENTRES FOR PERTH PUBLISHED BY AUTHORITY JO PUBLISHED BY AUTHORITY STATE PLANNING POLICY 4.2 PLANNINGDEVELOPMENTAND 2005 ACT ISSN 1448-949X GOVERNMENT AUSTRALIAN WESTERN © STATE OF WESTERN AUSTRALIA AUSTRALIA OFWESTERN STATE AND PEEL PRINT POST APPROVEDPP665002/00041 POST PRINT HN A. STRIJK, GOVERNMENT HN A.STRIJK, ______

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performance. based approach usingkeyindicators ofcentre to control development, infavour ofaperformance- is theremoval ofretail floorspace caps asthemeans The most significant shift consequence of the policy socialisation andotherinteractions.entertainment, learning, asplaces ofwork, and services, residence, focusurban for purchase andconsumption ofgoods the basicbuildingblockofacity’s form, urban andthe centres. centresof activity Activity canberegarded as of the wider functions is considered only a part activity centres.place in activity retail Under the current policy andinteractions taking ofactivities broader spectrum strategies from approach aretail-centric to includea These publications stretched thefocus ofcommercial CentresActivity for Perth and Peel (see Figure 3). for Perth andPeel andtheState Planning Policy 4.2: 2031:ASpatialintroduction ofDirections Framework occurred shift in2010,withthe A majorpolicy centre.allowed ineachactivity the maximumamount offloorspacerestricting were focused on regulating through retail activity in 1996.Strategies produced undertheoriginal policy activity to locate within activity centres to locate in the within future.activity activity andaspiresactivities, to encourage desired of types Scheme. LCACS Amodern influences awider range of strategy could simplybeaddedto aLocal Planning Previously thefloorspace capswithina commercial centres ofCanning withintheCity activity approach isrequired to planfor actively thefuture of centrelocal government planning. activity A proactive provides shift new strategicThe policy for direction 2.1.2 New ofCanning City Strategic Direction activity centre (seeFigureactivity 4). within the physicaltransactions environment of an residents, workers, visitors andbusinessesundertake users, andbetter the reflects varied ways inwhich strategies, thisapproach theneedsofend prioritises LCACS ismore complex thanfor previous commercial aspirations.community While implementation ofa frameworks that are more closelyaligned with of solutions, andthecreation ofdecision-making This system allows for greater in delivery flexibility integrate theLCACS into thelocalplanningsystem. This requires arange ofimplementation measures to Source: Pracsys 2015 Figure Centre 4.Activity User Mix

7 Chapter 2: Introduction 8 Chapter 2: Introduction • • • • A LCACS: future. behaviour ofeachgroup to aboutthedesired bring centres,development withinactivity andinfluence the regulators andmanagersontheaspirations for future centre usergroups, developers andoperators, and This LCACS isintended to provide guidance to activity 2.2

measurements and decision-making rules.measurements anddecision-making use ofcommon terminology, performance in coordinating development through the Reduces or minimises the complexity entailed common goals thus motivating disparate interests to support intheinvestmentcertainty environment and Increases investor confidence, maximising andfocusact ontheir own self-interest centre ownersactivity and managers, who often as variousstate agencies, localgovernments and Coordinates ‘silos’ ofinvestment andactivity, such and thecommunity owners andmanagers, government agencies decision-makers, includingshoppingcentre centre level and city to stakeholders and of initiatives at andpriority the importance asacommunicationActs tool to express the LCACS PURPOSE Figure 5.LCACS usergroup interactions Source: Pracsys 2015 2.3 desired outcomes. may beappropriate allowingto achieve trade-offs the development isflexible enough to recognise where the planningsystem centre governing activity of development that are met, itisalsoimportant that theminimumstandards While itisimportant thevisionabove rules. to adhering strict will support The LCACS is focused on achieving the outcomes that • • • • • • The LCACS isintended to:

activity centres activity confidence for developers desiring to invest in Provide agreater and level ofcertainty to play inimplementing theLCACS they need ofCanningwithin theCity onthepart Provide guidance for thedifferent businessunits regulators/managers centre users,activity developers/operators, and Discourage undesirable behaviour from regulators/managers centre users, developers/operators, and Encourage the desired behaviour from activity centres ofdevelopmenttype, scaleandquality inactivity clear minimum standardsSet for the expected desired future centres for activity Provide andrationale acleardirection for the SCOPE OF THE CITY OF CANNING LCACS • • • • • • consequences: The LCACS isnotintended to have thefollowing development Solve alltheproblems centre relating to activity different standards by allowing different developers to beheld to To introduce intheplanningsystem inequity ofCanning withintheCity property To increase unfairly thecost ofdeveloping prospective developers To for increase landowners or uncertainty Canning planningsystem To complexity to of the City impose unnecessary scale To development basedpurely activity on restrict 2.4 timeframe. triggered whenrequired, rather thanonanarbitrary allows for ofprogress tracking andfor reviews to be if theLCACS itselfneedsto bereviewed. This system need changing,indicate whether some actions or are the life during actions of the strategy, and can of theLCACS willshow how actions successful the assessment ofthechangethat isachieved as aresult means ofbridging thegap. Incremental orcontinual current state, thedesired future state andsuggests The document itself provides anunderstanding of the The LCACS isintended to beadynamicdocument. possible. outsidewhat wasshifted originally determined to be whether theparameters ofplausiblefutures have canalsodeterminemeasurement ofperformance the preferred futureRegular willnotbeknown. on aregular basis, deviations from thepath towards againsttheLCACSactions visionandgoalsismeasured of the chosen intervention Unless the performance to deviate from anenvisaged path ofprogress. influences cause theprogression ofthe ’current state’ future is unlikely to be direct, asinternal andexternal (see Figure reality, 6).In thepath towards thedesired from thecurrent state to thechosendesired future future state required by determining actions to move Any strategy setsoutto achieve typically adesired

APPROACH TOLCACS

9 Chapter 2: Introduction 10 Chapter 2: Introduction Source: Pracsys 2015 Figure 6.Strategy flow logic Chapter 3: Context

This Chapter addresses the following:

• What is the State Government planning policy context for this LCACS?

• What is the City of Canning geographic and demographic context for this LCACS?

Figure 7.Hierarchy ofplanningcontrols influence over the LCACS. in Australia that are deemed the most likely to exert Figure 7shows thehierarchy ofplanningcontrols 3.1.1 3.1 3 Source: Pracsys 2014

CONTEXT Hierarchy ofPlanningControls POLICY CONTEXT form development, ofurban andpoliciesindicating providing guidance for theoverall and direction centres,development inactivity withseveral strategies The State government significant exerts control over Figure 8). and arole to play inimplementing theLCACS (see both influence over thedevelopment ofthe LCACS State and local government planning controls have 3.1.2 Influence ofPlanning Controls for the growth directing centres, of activity proposals. Local government isresponsible development, anddetermination ofdevelopment requirementsdirect andstandards for appropriate level centres, ofguidance for activity alongwith Local government provides themostdetailed centrethe mostinfluence planning. onactivity Centres4.2: Activity for Perth and Peel (SPP 4.2) have Beyond 2031)andState (Directions Planning Policy requirements andstandards. 2031and Directions Source: Pracsys 2015 Figure 8.Influence ofplanning controls onthe LCACS the bottom-up influence oflocal conditions. State governmentto boththe top-down policiesand must also tailor their planning instruments to respond equitable andsustainable way. The localgovernment instruments in place to balance development in an developers, theyhave andensuring sufficient planning communicating ofdevelopment theexpectations to 13 Chapter 3: Context 14 Chapter 3: Context and covers anarea of65km south of the Perth Central (CBD) Business District The ofCanning City islocated approximately 10km 3.2 context ofthesurrounding localities. Welshpool. Figure 9shows ofCanning theCity inthe of Bentley, Canning Vale, Leeming, St James, and Willetton, and Wilson, ofthesuburbs aswell aspart Parkwood, Rossmoyne, Park, Queens Shelley, Riverton, of Cannington, EastCannington, Ferndale, Lynwood, of theCity. The ofCanning City includesthesuburbs Swan RiverrunsEast-West side through thenorthern (West). The Canning River, ofthe amajortributary Perth ofSouth andCity ofMelville andCity (South); ofCockburn andCity ofArmadale (East);City Gosnells of andCity Shire ofKalamunda Belmont (North); surrounded by Town of Victoria Park of andCity

CITY OF CANNINGCONTEXT 2 . is The municipality Source: Pracsys 2015 Figure ofCanning 9.City context map Chapter 4: Activity

This Chapter addresses the following:

• What are the definitions of ‘activity’ and ‘activity centre’ for the purposes of this LCACS?

• What is an activity network, and why is it important for this LCACS?

• What is the current performance of City of Canning activity centres?

• What are the current strengths and challenges for City of Canning activity centres?

• general (seeFigure typologies 10). These are: Transactions can be broadly classified into three workers, visitors andenterprises. environment. Users canbegrouped asresidents, and occur between users, orbetween usersandtheir Transactions centre by users, activity are undertaken withinadefinedareatransactions create activity. The types, quality, diversity andintensity of 4.1.2 within aplace. understanding ofasite’s usersandtheirtransactions to investment of significant capital without a strong strategic canlead sites).ofthese interventions Some pieces, targeted publicinfrastructure, management of governance to structures) ‘micro’ (e.g. public art setbacks, traffic management plans, community scale from ‘macro’ (e.g. builtform guidelines, building andinitiativesnumber ofinterventions that range in locations. in new or run-down often This has led to any placedeveloping experiences, unique and powerful planning and indeed ‘place-making’ is focused on oflanddevelopment,Much design, urban land-use 4.1.1 4.1 4

staff); payment (e.g. retail trade, enterprises employing inreturna transfer for ofgoodsandservices result thatEconomic primarily in -activities ACTIVITY Transactions Define CentresActivity ofActivity Importance DEFINING ACTIVITY these typologies, althoughoneisusuallydominant. has an element of each of transaction reality every In • • reading abookinthepark). environment (e.g. usersenjoying publicart, focused onusersengaging withtheirphysical Environment that are – activities primarily playing withtheirchildren); and company (e.g. catching upwithfriends, parents on the informal exchange of information and that are focused –activities primarily Social Source: Pracsys 2013 Figure centre 10.Activity transactions 17 Chapter 4: Activity 18 Chapter 4: Activity considered outsidethehierarchy. centres intheSPP4.2hierarchy, aswell asthecentres Figure 11shows thedifferenttypes ofactivity larger catchment thecentre to isexpected serve. centres. The higher a centre isinthe hierarchy, the scaleofactivity understanding oftheexpected locations butprovides ageneral ofactivity functions centresThe hierarchy activity does not address the public transport.’ size andare anddiversity by designedto well-serviced be education, andmedical centres Activity services. in vary tourism, civic/community,entertainment, higher such ascommercial, housing, retail, higher-density ‘...community focal points. They includeactivities centres as: activity which donotfitinto thehierarchy. SPP4.2defines Metropolitan Region, aswell asSpecialisedCentres a hierarchy centres across ofactivity thePerth 2031 and SPP 4.2 formallyDirections identify 4.2

TYPES OF ACTIVITY CENTRES Figure 11. Types centres ofactivity Source: Pracsys 2015; WAPC 2010 Source: Pracsys 2015 Figure 12.Conceptual Network Activity understood. ofeachneedto be thefunctions performance, activity that fostersand to enabledecision-making better centres andnodesplayactivity inthewidernetwork, centres. ofactivity network To understand therole ofawiderAustralian national and global part in turn centres whichis Metropolitan Region network, activity ofthePerth centres which ispart network, activity A localgovernment ofasub-region area ispart social, economic and environmental transactions. isthefacilitation ofarangemain characteristic of ofanopensystementities, whose butalsoaspart area should not only be regarded as individual centresActivity ornodesinalocalgovernment 4.3

ACTIVITY NETWORKS Railway Parade, Road. Road, Manning andHigh four commercial corridors, namelyAlbany Highway, areasindustrial inCanning Vale and Welshpool; and ofCanningCity alsoincludestwo significant and thushave asignificant retail focus. however, allhave developed around shoppingcentres Livingston. These insize centres andcharacter; vary CentresDistrict inBentley, Southlands, and Riverton, Strategic Metropolitan Centre inCannington, andfour ofCanning.in theCity The hasonehigh-level City Figure centres 13shows thecurrent ofactivity network 4.3.1 Network ofCanningCity Centres Activity Source: Pracsys 2015 Figure locations map ofCanning 13.City activity 19 Chapter 4: Activity 20 Chapter 4: Activity Source: Pracsys ofCanning 2014,City 1996 Figure locations list ofCanning 14.City activity • • • • • centres were network observed. These include: Several common trends for ofCanning theCity activity 4.3.2 centre. ofCanningCity activity the current anddesired ofeach future performance centres to iscritical understanding network activity ofawiderPerth metropolitan aspart centres perform Understanding how of Canning the City activity • • • Figure 17. These show existing andpotential: areas have beenshown inFigure 15,Figure 16and covering ofCanning theCity andthesurrounding forNetworks retail, educationactivity andindustrial higher quality activities higher quality more environment pedestrian-friendly aswell as poor andlikelyto limitthedevelopment ofa formUrban outside shopping malls was generally nodes arounddensity publictransport to improveThere is opportunity residential withinacentre nodes ofactivity dominated withlarge surrounding carparks the centresActivity are andcorridors generally car- islimited connectivity pedestrian Accessibility generally meetsSPP4.2goals, but all highlevel centres islessthanidealfor andamenity quality Urban residents (e.g. work oreducation) destinations forActivity ofCanning theCity dwellings)of highdensity Expenditure that may becaptured (e.g. locations agglomerations ofretail floorspace) orindustrial Competitors (e.g. for activity large Activity CentresActivity Network Trends • success). centressocial spaces inactivities for continued traditional/online retail, and the need to provide discount supermarkets, large format retail, hybrid past development (e.g. norms development of Evolving businessmodelsare challenging Figure network 15.Retailactivity Source: Pracsys 2014 21 Chapter 4: Activity 22 Chapter 4: Activity Source: Pracsys 2014 Figure network 16.Education activity Figure centres 17.Industrial network Source: Pracsys 2014 23 Chapter 4: Activity 24 Chapter 4: Activity Source: Pracsys 2015 Figure 18. Types examples activity ofout-of-centre ofCanning. withintheCity activity value andpotentialtransaction future ofout-of-centre work isrequired to understandthelocations, extent, activity,applicable to out-of-centre butadditional goals developed centres for are activity generally has notbeenassessed. The values, and principles the LCACS, however activity otherout-of-centre of landhasbeenconsideredIndustrial aspart may frequently move orperiodically location. Temporary isnotpermanently located, and activity centresconsidered withspecialisedfunctions. activity ofplanningforpurposes future activity, thesecanbe recognised centres through asactivity SPP4.2.For the that areof landuseshostingactivites notformally isagglomerationsPermanent activity out-of-centre arecentre shown inFigure activity 18. or decentralised. Examples of differenttypes ofout-of- centres.designated may activity becentralised Activity can occurA significant outside of amount of activity 4.4 Home-based businesses Home-based clubs Sporting Educational institutions Industrial areas Hospitals (e.g. Hospital) Bentley Permanent Activity

OUT OF CENTRE ACTIVITY markets, coffee van) Pop-up businesses(e.g. hawker’s mechanic) Mobile businesses(e.g. plumber, Construction Temporary Activity to where theycanbemosteffective. be developed, setto allocate andpriorities resources the current state to thedesired future state canthen Strategies to centre move andactions from theactivity centre canbedeterminedeach activity (seeFigure 19). From thisanalysis, thedesired of future performance • • • • centre: centres were identified to understand for eachactivity andgapsfor ofCanning City activity Opportunities 4.5 activity, andaccessibility (seeFigure 21). employment quality, andstrategic population-driven intensity,level inthesub-region interms ofactivity at the highest Cannington to is expected perform centresdesignation hierarchy intheactivity means significant scaleand range ofactivity, thehigh-level centre, Cannington (seeFigure 20).Already hostto a The ofCanning City hasasinglestrategic metropolitan Centre) City Cannington Strategic Centre (Canning Metropolitan 4.5.1

performance and desiredcurrent future performance Challenges for closingthegapbetween the Aspirations for future performance Strengths ofitscurrent performance characteristics Defining Strategic Metropolitan Centre CURRENT STATE OF CITY OF CANNING ACTIVITY CENTRES Source: Pracsys 2014 Figure centre 19.Definingactivity purpose get to thecentres are examples that may bepursued. increases theuseofalternative to forms oftransport centres,activity andaholisticaccess strategy that catchmentresidential inthewalkable of density the needsofcatchments inthefuture. Increased Innovative solutionsare neededto better cater for additionalfloorspace. tostorey support carparking and associated prohibitive cost ofproviding multi- by alackofland, thecurrent reliance oncaraccess, Further growth ofthesecentres islimited inmany cases centresother district across theState. in terms ofemployment whencompared quality to below average althoughtheyallperformed network, centres ofCanning withintheCity activity functions reasonably well givenperforming theircurrent centresGenerally thedistrict are considered to be and recreation. office goods uses,personal services, services, bulky uniqueto eachcentrefunctions suchashealth retail alongwithrange functions, ofadditional and all provide convenience primarily and comparison City ofCanning.City These centres are allabove 10,000m There are currently centres four district located inthe 4.5.2 District CentresDistrict 2

Source: Pracsys 2014 Figure 20.Cannington Strategic Metropolitan Centre CANNINGTON STRATEGIC METROPOLITAN CENTRE Source: Pracsys 2014 Figure 21.Cannington strengths, aspirations andchallenges 25 Chapter 4: Activity 26 Chapter 4: Activity Source: Pracsys 2014 Figure Centre 22.Bentley District BENTLEY BENTLEY DISTRICT CENTRE DISTRICT Source: Pracsys 2014 Figure 23.Bentley strengths, aspirations andchallenges Source: Pracsys 2014 Figure Centre 24.Livingston District LIVINGSTON DISTRICT CENTRE DISTRICT Source: Pracsys 2014 Figure 25.Livingston strengths, aspirations andchallenges 27 Chapter 4: Activity 28 Chapter 4: Activity Source: Pracsys 2014 CentreFigure District 26.Riverton RIVERTON DISTRICT CENTRE DISTRICT Source: Pracsys 2014 Figure strengths, 27.Riverton aspirations andchallenges Source: Pracsys 2014 Figure Centre, District 28.Southlands studyarea SOUTHLANDS DISTRICT CENTRE DISTRICT Source: Pracsys 2014 Figure strengths, 29.Southlands aspirations andchallenges 29 Chapter 4: Activity 30 Chapter 4: Activity fell into thetwo hierarchy classifications. were noobvious for criteria determining whichcentres from lessthan100m While insize andlocalcentres neighbourhood vary routes.major transport centres, trade inlocations adjacent anddrive-by to local residential catchments, workers inindustrial functions. driven consumer services The centres serve provide convenience primarily retail andpopulation- ofCanning andlocalcentresCity neighbourhood 4.5.3 Neighbourhood andLocal CentresNeighbourhood 2 to more than3,000m 2 , there Figure centre andlocal 30.Neighbourhood strengths, aspirations andchallenges Source: Pracsys 2014 retailers. retail activity, suchascardealershipsandflooring of found types to hostagglomerations ofparticular ofCanning intheCity were corridors activity Some assessed wereall corridors ofmainstreet form. lower traffic volume roads. of Withinthe Canning, City high levels access ofpedestrian andbeinglocated on corridor,activity theseare by generally characterised Although main streets can be also considered aform of other sensitive landuses. such locations were undesirable for residential or trade from theadjacent roads, andthereality that developed inresponse to highexposure to drive-by car ownership becamecommon. premises Retail were which later became high volume traffic routes once but cars became the dominant form oftransport, This form urban iscommon inareas developed before • • • • • by: is characterised are considered to becar-dominated, activity corridor centres ofCanningWhile withintheCity allactivity the largest of which is located on Albany Highway. The ofCanning City contains corridors, several activity 4.5.4 Corridors Strips of car parking infront ofbuildings. ofcarparking Strips moving vehicle visiblesignage toOverly bereadable from a Wide road andbuildingsetbacks reserves routes Car access from hightraffic volume transport goodsandlarge formatBulky retail Figure 31.Corridors strengths, aspirations andchallenges Source: Pracsys 2014 31 Chapter 4: Activity 32 Chapter 4: Activity centres.industrial presents achallengefor planningfor thefuture of centresthem inindustrial withcompeting pressures howDetermining and plan tofor best value activities lower levels ofemployment. formurban originally designed to accommodate much needsinan andassociateddensity highertransport business. This is likely to result in higher employment ofthesame andcustomerdistribution services with alarge office attached formanaging sales, for facility producing goodscoupledmanufacturing used for hybrid purposes, suchasawarehouse or have resultedof goodsandservices inmore premises business modelsfor anddistribution theproduction goods andlarge format retail. Thirdly, changing corridors, centres suchasbulky oractivity activity land uses that may have previously been located in Secondly, there isincreasing pressure to accommodate their contribution to thesub-regional economy. future ofthesecentres that haspotential to change proposition, suchasPerth Airport. This for isarisk the centres thatactivity offer asuperior comparative value agglomerations have thepotential to relocate to other Firstly, by their nature, the existing strategic currently beingchallengedby anumberoftrends. The centres ofindustrial role andfunctions are agglomerations ofstrategic activity. centres Both and supplychainfunction. display some of metropolitan significance in ofemploymentterms centres, Welshpool andCanning Vale. are Both centres The ofCanning City contains activity two industrial 4.5.5 Industrial CentresIndustrial Figure 32.Canning Vale strengths, aspirations andchallenges Source: Pracsys 2014 Figure 33. Welshpool strengths, aspirations andchallenges Source: Pracsys 2014 Chapter 5: Framework for the Future

This Chapter addresses the following:

· What framework can best support decision-making for managing activity in the City of Canning?

· What values, principles and goals will support the vision for City of Canning activity centres?

Source: Pracsys 2014 Figure 34.LCACS framework structure to beachieved for (see Figure eachprinciple 34). the identified values, and outlines specific goals to principles identify areas to ofintervention support (refer to Appendixes DandE). The LCACS provides (refer to Appendixes andPart 2:Future BandC) Goals in Part 1:Background Research &Current Performance of Canning to meetthevisionandvalues developed the framework across for theCity managing activity Principles andPart andprovides 4:Implementation The LCACS is formed through Part 3:Decision-Making 5.1 5

FRAMEWORK STRUCTURE FRAMEWORK FOR THE FUTURE goals. process required andmetrics to implement these Additionally, itaddresses thetools, review actions, The ofCanning’s City network ofcommercial 5.2.1 5.2 an active rolean active anagentofchange. as the City’s community, playing withthe City theaspirations of supports in amannerthat investment centres occurs withintheactivity residents, workers, andvisitors. Growth and fulfill thefullrange ofneedstheCity’s by aplace notonlybeing to shop, butto represent thecommunities theyserve that theiruniqueidentity.as These centres ofactivity, andflexibility diversity well as centresactivity are characterised by their VISION Commercial centres vision The ofCanning’s City industrial activity 5.2.2 firms to industrial centres. knowledge-intensive andexport-orientated infrastructure andlotsizes to attract in theCity. This may includeoptimising required to ensure desirable industries locate order for thisto occur, astrategy willbe strategicattract specified industries. In theCity’s upon depend to effectively ability this can capitalised be oninthefuture will strategic employment. to The which extent valuesignificant andgenerate export local andregional economy theycreate as centres acritical perform role the inboth Industrial centres vision 35 Chapter 5: Framework for the Future 36 Chapter 5: Framework for the Future The values City aconcentrated mix centre. are types located withinanactivity activity Definition: diversity isthedegree of to whichavariety 5.3.1 Diversity of behaviour are desired to beavoided ormitigated. and will be encouraged by the LCACS, and what types behaviour centres isvalued for ofCanning City activity The oftheseisto of purpose understandwhat types • Identity • Flexibility • Diversity LCACS visionstatements. They are: Three core values were the developed to support 5.3 VALUES safe andproductive environment. social, cultural interactions andfinancial ina providing for afullrange opportunities of visitors, residents andemployees by community spaces are that utilisedby of residential, office, commercial and and export-oriented activity. and export-oriented attractiveness ofcentres firms to knowledge-intensive to fluctuations, market greater amenity, andimproved increased activities, centrecomplementary resilience fromeconomic of externalities theco-location Diversity hasbeenassociated withpositive sufficiency. will contribute to higherrates ofemployment self- of industries within a variety job opportunities and economically. addition,providing In more local for oftime, longerperiods to interact bothsocially needs withfewer andretain trips usersinacentre diverseHighly centres enable users to access multiple ofDiversity Importance The values City flexible, adaptable, accessible changes. and adaptto economic, socialandenvironmental respond to quickly istheability flexibility Definition: 5.3.2 Flexibility of itsusers. and mature to reflect thepresent-day needs resources, allowing thecentre to innovate abletobe occur withoutdemandinghuge configuration over time. This changeshould are changeableinterms and offunction and inclusive centres withspaces that T centre.activity environmental that differentiate characteristics each economic, isthedistinct socialand identity Definition: 5.3.3 Identity to respond tobest manageactivity change. understand what changesare occurring, andhow to business models. to feedback Regular isnecessary flexible to adapt to changing consumer needsand systems needto that be govern andmanageactivity thephysicalBoth centres form andthe ofactivity consumers. within themto offer a competitive ofplace purpose to centres for and the activity businesses is important than ever before. Flexibilityadaptto change to quickly centres haveactivity been changing at a faster rate and the ways in which people desire to interact with Trends are intheways distributed goodsandservices ofFlexibility Importance precincts. reflectthat theuniquevalues ofdifferent brand,solitary butrather multiple brands The notnecessarily does City advocate a historical andtherole factors oftheplace. community. The place brand shouldconsider possible, as ofCanning best oftheCity as stakeholders andrepresent theinterest, doneinconsultationshould be withkey brand. The development ofaplace brand he City valueshe City aclearly understood place direction. of aplace andpushdevelopment inaparticular branded to improve thecompetitive value proposition of offer, or quality activity or a place may be artificially as aplace becomes recognised of type for aparticular Place may identity naturally evolve naturally over time • • • • mayIdentity beexpressed as: building thevalue places acommunity onacentre. centre generation, byof anactivity trip driving andin has a role in the competitiveness and attractiveness A unique, recognisable place orplace identity brand ofIdentity Importance ensure thelocation recognisable isclearly landscaping or other infrastructure to artworks, Provision of unique symbolism, design features, ornatural featuresIncorporation ofhistory ‘feel’or ‘vibe’particular A of activity Recognition type asadestination for aparticular beyond theirnatural capability. may be compromised if they are to expected function for functions the overall but whose function network, are thosewhichwillprovide typically important individual centres. centres Smallorspecialisedactivity centre level, shouldnotbeappliedto someprinciples aremost principles alsoapplicableat theactivity the values of diversity, and identity. flexibility While to support how to isexpected function thenetwork asawhole,network andassistinunderstanding Principles are centres to beappliedto theactivity other goals. an understandingofhow itcanbeusedto achieve to isdeveloped ensureand actions with eachaction should betakeninto account whendeveloping goals are fundamentally interrelated witheachother. This developed.which goalscanbeset, andactions They The are principles intended to isolate focus areas for Figure 35. alignment ofthevalues isshown andprinciples in the values, andmay applyto multiplevalues. The areprinciples essentially sumoftheparts’‘the of theLCACSdetail onhow to bestsupport values. The A range have ofprinciples beendeveloped to provide 5.4 PRINCIPLES Source: Pracsys 2015 Figure 35.Alignment ofvalues andprinciples current state andthedesired future state. from thegapbetween the eachofthegoalsbridge theLCACSIn flowing Part actions 4:Implementation, • • • asthey: areGoals necessary from implementation oftheLCACS. the outcomes that shouldresult arising from actions haveprinciple beenidentified. indetail Goals describe One ormore goalsto achieve changefor each 5.5 GOALS transformative changeto takeplace. and what attractors need to bein place, for Address needto what beremoved, barriers the current state andthedesired future state. Provide anunderstandingofthegapbetween accessibleis actionable, andauditable. centres ofCanning inamannerthatCity activity indetailthedesiredDescribe future state for the 37 Chapter 5: Framework for the Future 38 Chapter 5: Framework for the Future 5.6

PRINCIPLES AND GOALS tenants (e.g. alunchbar/cafe). chain, becomplementary, theexisting orservice centre. supply These ofthedirect may form part other landusesmight be appropriate for the recognise thisandattempt to understand what locate. Avisionfor thefuture ofthecentre should ofasupplychainco- businesses forming part These form asmalllocalisation economy, where as asettlement agent andfinancialplanner. real estate agents andrelated such services, The centre istenanted by taxaccountants, RoadLocal CentreExample 2:High pathology centre. uses, suchasalliedhealthora complementary centre expansion to focus on providing other be to build on these uses and encourage any the centre. Avisionfor thefuture ofcentre may ofretailtypes orcommercial usesare located at pharmacy, uses. Noother two complementary The centre comprised ofamedicalcentre anda Example 1:Chapman RoadLocal Centre should bemanageddifferently. entirely different ofplace, purposes andtherefore centres inthesamelevel inthehierarchy canhave examples are provided that demonstrate how differences ofplace. inthepurpose Several centres ofCanning withintheCity show distinct Many andlocalactivity oftheneighbourhood Centres Activity Example: Neighbourhood andLocal intensive landusesmove in. over asthelandvalue increases, andmore likely result inmany ofthelanduses changing the centre. Maturation ofCanning Centre City will goods andlarge of format retail at theperiphery Centre, andwithasignificant amount ofbulky driven centre centred around Carousel Shopping Canning Centre City a population- is primarily services. producer andconsumerknowledge-intensive housing, andasignificant agglomeration of truly diverse centre, hostingmediumdensity to be beyond functions justpopulation-driven Subiaco is a much older centre that has moved mature thanCanning Centre. City level inthehierarchy, itissignificantly more that despite Subiaco beingdesignated alower (Canning Centre) City show interms ofmaturity Cannington Strategic Metropolitan Centre CentreComparing Subiaco Secondary and Cannington Strategic Metropolitan Centre Centre vs. Secondary Example: Subiaco 39 Chapter 5: Framework for the Future 40 Chapter 5: Framework for the Future in acentre. to thelanduseswithinbuiltformcomplementary used more land uses efficiently to host temporary example where form theexisting urban canbe markets. andart NoodleMarkets Night This isan increased dueto regular events suchasthe place has taking the numberoftransactions trafficnot changedmuch,thepedestrian and the last few years. While form theurban has Centre hasundergone significant change over withinthePerth CulturalThe intensity ofactivity Example: Perth CulturalCentre businesses, further increasing competition.businesses, further entertainment to more attract high-quality islikelyto precinct continueentertainment patrons andremain inthelocation. Awell-known are thenforced to bemore competitive to attract destination, andthey asanentertainment known as theyenjoy increased patronage from being oftheoffer.quality All thebusinessesbenefit patronage, whichislikelyto improve theoverall with asimilaroffer willbe competing for people to thelocation. Once there, eachbusiness a destination for diningandsocialising, attracting and smallbars. The canbepromoted precinct as thatprecinct hostsanumberofrestaurants, cafes create and promote a brand for an entertainment collaborative strategy by thebusinessowners to centres.businesses and activity An example is a work to createcan actually more successful like opposingconcepts, buttogether they Competition andcollaboration might seem Branding Example: Precinct 41 Chapter 5: Framework for the Future 42 Chapter 5: Framework for the Future one tool that could helpachieve this. an onlinedirectory, whichisregularly updated, is between businesses. Encouraging orfacilitating tool to andcooperation promote networking what theydohasthepotential to beapowerful areaindustrial onwhoelseislocated there and providing information to allthebusinessesinan businesses are located withinthearea. Simply and there may be no way which of knowing areasindustrial are signed, poorly spread out located there. However, many businesseswithin potential to create efficiencies forthebusinesses on theland uses locating elsewhere. This has the placedsame supplychaindueto therestrictions tend to host a range ofbusinesses within the areas, centres,Industrial unlike most other activity Example: IndustrialAreas activity. leveraged to provide arange of additional train station canbethus An underperforming train station. to increase the perception ofsafety around the totrips thecentre. islikely The additionalactivity drive retail trade,further and increase commuter co-located canbe with activity retail to Office station andmeetarange ofconsumer needs. to trade traffic offthepedestrian toand fromthe and residences, such as convenience retail, is likely between thestation activity Locating supporting increasing to thetrips andfrom thestation. a significant population, worker-commuter the train station hasthepotential to provide residential distance areas of withinwalking Strategically locating new, higherdensity increasing theamount ofvisitors. residents and workers within the centre, as well as tomix isexpected have of ahigherproportion a changeinusermixisdesired. The future user ofCanning Centre City As part StructurePlan, about thesafety ofusingthestation. concerns have beenexpressed by thecommunity drivers,metres and away activity from the primary The train station isalsolocated several hundred will have home. goods they need to transport andmost spend commuting viapublictransport, limiting theamount oftimetheyare willingto trips,centre short asmostvisitors are making station isunderutilisedfor to trips theactivity goods retail alongAlbany Highway. The train Shopping Centre, andlarge format andbulky composed ofretailprimarily withinCarousel (Canning Centre). City The centre iscurrently east ofCannington Strategic Metropolitan Centre Cannington train station is located at the north- Example: Cannington Train Station 43 Chapter 5: Framework for the Future 44 Chapter 5: Framework for the Future quality of transactions inacentre. oftransactions quality infrastructure that canimprove and thequantity attractive finishesare all examples ofpublic realm as clean,accessible toilets, roomy footpaths and shading from thesunandrain, amenitiessuch likely to spendat that location. Street trees, people are likelyto stay, andthemore theyare oftheenvironment,better thequality thelonger shopping environments hasindicated that the locations. Similarly, research onmainstreet Patrons generally spendlittletimeinthese only the bare necessities of access and parking. less amenable spaces,typically and provide contrast,In mostshoppingcentre are carparks the firstplace. course thegoalinproviding ashoppingcentre in are more likelyto spendmore money, whichisof tend to stay longerinsuch an environment and pleasant, convenient andsafe experience. People to ensure theshoppingenvironment provides a their centres redevelopperiodically or re-dress shopping centres iswell-known.Centre owners The value of the presentation oftheinterior of Streets’ CentresExample: Shopping vs. ‘Main • • • • • number ofparameters, including: of alternative needsto consider forms a oftransport tointerventions pursueto improve themodeshare processThe to decision-making determine what measured. are notalways successful, ortheirsuccess cannotbe to improve modeshareand actions transport active reduce costly road congestion. However, strategies improve healthandenvironmental outcomes, and for isrecognised alltrips transport) asdesirable to (active andpublictransport as walking, cycling Increasing themodeshare ofalternatives such trips, compared to othercapitalcitiesinAustralia. car ownership rates andmodeshare for commuting obvious from high theirpopularuse. Perth hasvery The convenience ofcarsfor manyis oftrips types Example: effective itis? monitored and measured to understandhow How willthesuccess ofany be intervention may affordpublic transport them. rather thanfocusing on theadvantages that asinferior to cartransport, public transport forms? For example, somepeoplemay identify andattitudes norms aboutalternative transport they take intoDo account prevailing cultural the location are unsafe orinadequate. may failto initiate paths to changeifthecycle example, facilities providing end-of-trip cycling theyaddressDo For thewholejourney? aligned withthelocaljobsavailable. of residents small, are ortheskills is very poorly walk to work becausetheresidential catchment might induce use? For example, people may not modes,use alternative aswell transport aswhat they considerDo why people don’t currently from theexperience ofothers? unsuccessful elsewhere? What canbelearned What haveinterventions been successful and 45 Chapter 5: Framework for the Future 46 Chapter 5: Framework for the Future there, itwould nice be to eatoutlocally” “I’d love to have some more night-time dining options it’s gotagreat atmosphere anddeliciousfood” “I really love goingto thecafé there ontheweekends, “I can’t ridethere safely andparkmy bike” emptied more often” rubbishbinswere overflowing,be “The they should provide amore competitive value proposition. made by centre managersorbusinessowners to business can besourced, allowing changes to be on issues within a centre that may be impacting the centre to trip. planamulti-purpose Feedback want information onarange ofbusinesseswithin aimed at additional traffic, driving and they may available withinacentre, specialevents particularly consumers may notbeaware ofthescope ofactivity potential users, andto monitor userneeds. Potential an onlinepresence to provide information to Physical centres canlikewisebenefitfrom activity going to seethemat aphysical store. people will scope out potential purchases to prior a driver to oftrips physical retail stores, asmany other shoppers. Having anonlinepresence isalso information withtheretailers abouttheproducts or where peoplecanviewandbuygoods, ordiscuss social mediasites become the ‘activity centres’ the internet. Aretail website, mediasites and reaching amuchlarger customer basethrough of displaying wares to potential customers, but to online retail modelsare notonlyinreduced costs and research for many years now. The strengths of ofdiscussion,media reports has beenthesubject and hybrid online/traditional retail businessmodels The increase share ofthemarket ofonlineretail Activity Example: Online • • • to: driven development shoulddevote someresources Ideally, a local government that values community- event thanitwould for acommercial enterprise. more significant challenges ofathe for theviability a community-funded organisation thispresents to runhasnotalways beenasmoothprocess. For planning approval Gaining week. for themarkets attending every hundreds themarkets ofpartons have beensuccessfully runover two summerswith recreation centre complex, themarkets andlibrary (L.A.C.E.). Located ofBayswater at theCity ‘Rise’ organisation, andCommunity Events Local Arts food ready-to-eat runby market alocalcharity The Maylandsisaweekly Hawkers Market the applicants may occur. facilitated, orsignificant delays and confusion for councillors, may markets be encouraged and andtheattitude ofplanningofficersScheme and on the provisionsDepending of the Local Planning difficult toplan forandapprove suchlanduses. before, and their planning systems may make it have of land uses nothadto dealwiththesetypes can take place.markets Many local governments is required from thelocalgovernment before As landuse, withany planningapproval temporary as schoolsorrecreation centres. groups, but are held onpublic land such typically of these appear to be organised by community organised by groups. community The majority andthe like are markets now being markets, art ofhawkers markets,establish avariety farmers five years there hasbeenatrend across to Perth inalocalarea. spirit thelast and community Over incrediblecan bring vibrancy, diversity activity to organise andstageevents for theirown benefit Empowering andencouraging alocalcommunity Example: Maylands Hawkers Market development shown to bedesirable community-driven ofuses uses, andothertypes markets policies and guidelines allow for temporary theplanningscheme,Ensuring planning provided for development applicants issuesandthelevelconflict ofassistance projects,community dealingwithplanning government, includingsubsidising driven development within thelocal accommodating andfacilitating community- Developing a clear position on desired, and might bedesirable oflandusesmight be understand what types trends development in community-driven to Researching current and potential future 47 Chapter 5: Framework for the Future 48 Chapter 5: Framework for the Future Chapter 6: Implementation

This Chapter addresses the following:

· What will be undertaken in the LCACS implementation?

· What management approaches can be undertaken to implement the LCACS?

· What actions, tools, metrics and monitoring systems will be needed to implement the LCACS vision?

· What ongoing implementation processes will be required?

• • • • are: actions the LCACS implementation process. of the key Some haveA range ofactions beendeveloped to begin 6.1.1 new trends andusergroup needs. are likelyto berequired to respond to parameter shifts, is obtainedfrom themonitoring system, newactions officers. Asimplementation progresses and feedback been developed inconsultation ofCanning withCity tools,actions, andmonitoring processes metrics have oftheLCACS,be changedasneeded. As part initial isintended tosection bea document’‘living that can happen withoutintervention. The implementation strategy isaboutinstigating changesthat would not ofCanning oftheCity LCACS section important asthe an ongoing process. is the most Implementation oftheLCACSImplementation isintended to be 6.1 6

and external stakeholders.and external between internal (City ofCanning) stakeholders Recommendations for communication processes Canning businessunitsfor LCACS and actions; Recommendations for involvement of ofCity to ensure alignment withtheLCACS; ofseveralplanning instrumentsReview statutory guidance onspecificactions; further Development ofaLCACS to provide policy IMPLEMENTATION Key Actions IMPLEMENTATIONOF THE LCACS Source: Pracsys 2015 Figure 36.LCACS framework 4 -Part structure 6.2 assets, use resources or change inputs will affect the is usedto makedecisions to actively invest inkey The amount ofcontrol, andthedegree to whichthis • • • inputs: different levels of control over assets, resources or and therefore thesuccess ofvision. There are three to orsuccess thepotential oftheaction, impact vision, thelevel ofcontrol over iscritical eachaction When to developing implement astrategy actions 6.2.1

economy. a shoppingcentre, orthestate oftheglobal vehicles owned by residents, thetenants of change. Examplesare, thenumberofmotor can onlybemonitored to provide feedback on resources orinputs are used. The useofthese Monitor -nocontrol or influence onhow assets, catchment. to thelocal services to provide particular authority the encouragement of atransport form, theinfluence of zoning onlanduse, or influence of form-based codes on building resources orinputsare used. Examples are the toInfluence influence -theability how assets, to approve orrefuse development applications. provisions inaplanningscheme, ortheauthority are ownership ofproperty, control over the how theyshouldbeused. Examplesofthis resources orinputs, to decide andtheability Control -complete ownership over assets, Measures Developing Strong Implementation APPROACH TO FRAMEWORK IMPLEMENTATION 51 Chapter 6: Implementation 52 Chapter 6: Implementation rather thanincentivising desired positive behaviour. land uses, focus oncontrol ofnegative externalities Local No.Planning Scheme 40 zones and permissible measures to manage activity, of Canning including City by maximum scale. restricting Local government centresfloorspace capsonactivity to manageactivity Australia. centre placedThe previous policy activity relied across onheavily to manageactivity Western Historically, bureaucratic management has been • • • framework for anorganisation: be considered whendesigning adecision-making Three ofapproaches types to management should 6.2.2 formulatingunderpin theimplementation measures. are abletoover exert assets, resources andinputswill Canning, centre users otherstakeholdersandactivity An understanding ofthelevel ofcontrol of theCity any control orinfluence. provide usefulfeedback onchangesinareas outsideof influenced, anddeveloping systems to monitor and in whichothersassets, resources andinputscanbe use of assets, resources andinputs, determining ways This willinvolve decisionsaboutthe active making to monitorand ability assets, resources andinputs. should aim to optimise the level of control, influence, 37, to provide thebestchance at success astrategy ofastrategy.potential impact As illustrated inFigure evaluate output. management -usesprice competitionMarket to behaviour andfacilitate fulfillment ofgoals. culture and informal relationships to regulate Clan management -values, beliefs, shared norms, performance. mechanisms to influence behaviour andassess policies, hierarchy andotherformal ofauthority Bureaucratic management -useofrules, Managing Activity Managing Figure 37.Control-influence-monitor matrix Source: Pracsys 2013 • Weaknesses: • • Strengths: development behaviour, grass-roots especially activity management-incentivisepositiveClan • Weaknesses: • • • Strengths: externalities resulting from activity Bureaucratic management-managenegative strengths ofeach: management approaches to takeadvantages ofthe This LCACS framework promotes employing allthree desired location. where isnotready themarket to deliver at the such asincreased intensity orhighermaturity desiredSome behaviours are hard to incentivise, development.community-driven suitable forMost maturation, intensity and Requires lessoversight to beeffective. development.community-driven value local, competition andcollaboration, and and may work againstsome principles, suchas can resultOveruse in unintended consequences realm, transit, active responsiveness. usefulforMost intensity, infrastructure, public behaviour. Usually an effective tool to prevent negative tools availablerange ofpolicy to them. Canning to implement, astheyalready have a ofmanagement forEasiest type of theCity future isillustrated actions, inFigure 38. process, which canalsobeusedwhendeveloping to closethegaps.the goalsandidentify actions The themes to understandthecurrent gapsin achieving the associated goalswere explored interms ofthefour theworkshops,During eachofthe ten and principles • • • • following themes: through of four a series workshops based around the developed in consultation ofCanning withCity officers tools, andmonitoring processes metrics have been ongoing process. oftheLCACS, As part initialactions, oftheLCACSImplementation isintended to bean 6.3.1 6.3 • Weaknesses: • • Strengths: than policy regulate ofactivity, andtypes scale rather Market management-allow competitionto

Strategic planning planning Statutory Economic activity designUrban to control for. Unintended consequences may be more difficult competition andcollaboration. suitableforMost ofplace, purpose and Requires lessoversight to beeffective. Process Development ofImplementation IMPLEMENTATION PROCESS implement theLCACS. This approach allows the LCACS officersactions willdevelop to continue new to change, andthe of of firms community Canning City centres developactivity and evolve, andthe needs isenvisaged are that completedIt asactions and actions Figure 38.Process ofdeveloping implementation Source: Pracsys 2015 to continue theimplementation process. provide ofCanning City staffwiththe tools theyneed and Part setsuptheinitialactions 4:Implementation shifts, newtrends andusergroup needs. The LCACS are likelyto berequired to respond to parameter obtained from themonitoring system, newactions As implementation progresses andfeedback is so. without theneedto wait for acomplete review to do to remain relevant to changing trends andconditions • • • • • (seeFigurenecessary 39): most effective, anunderstandingofthe following is out actions. To decidewhichtools are likelyto be A range oftools willberequired to assistincarrying 6.4.1 6.4

or monitor)? control over thesedecisions(control, influence To what degree of Canning does the City have ofothers? influence theactions of Canning, take to cantheCity andwhat actions by the City shouldbeundertaken What actions evidence isrequired? centre users),andwhatactivity processes and regulators/managers, developers/operators, (i.e.Whose decisionsneedto besupported to? and to whomdotheyneedto becommunicated How canthevisionandgoalsbecommunicated, to bedeveloped? Are existing tools adequate or do new tools need What tools are neededto implement theLCACS? Determining Appropriate ToolsDetermining IMPLEMENTATION TOOLS Source: Pracsys 2015 Figure 39.LCACS tools • • • the following: The tools developed for theLCACS are intended to do process. oftheongoingimplementation be developed as part LCACS tools willneedto Part Other 4:Implementation. toolsSome willbedeveloped orinvestigated of aspart LCACS. Guide development to implement the ofactions by stakeholders;and decision-making Support relevant stakeholders; Communicate theLCACS visionandgoalsto 53 Chapter 6: Implementation 54 Chapter 6: Implementation Figure decisionmaking 40.Support Source: Pracsys 2015 Canning or external stakeholders.Canning orexternal the LCACS. These are eitherinternal toof theCity accessed ultimately have to implement thecapacity is andthemeansthrough whichactivity activity People andorganisations whomakedecisionsabout 6.4.3 to ensure decisionsare (seeFigure soundiscritical 40). need to be made, andwhat evidence shouldbeused outcomes oftheLCACS. Identifying what decisions to positivelycapacity ornegatively affectthedesired responsible decisionsthat for have making the to beunderstood by thepeopleandorganisations The LCACS vision,values, andgoalsneed principles 6.4.2 Relevant Decisions DecisionMaking Support within the City ofCanningwithin theCity andtheCouncil. decisions affected by the LCACS for thebusinessunits Figure responsibilities and 41identifies the primary • • groups are relevant: Within ofCanning theCity thefollowing stakeholder allocating investment. isalloweddecisions aboutwhere and activity ofCanningCity Council -responsible for making growthdesirable to facilitate activity andchange. identifying where investment ininfrastructure is isallowedwhere orencouraged, activity and changegoverning policy decisions anddriving ofCanningCity officers - responsible for making Source: Pracsys 2015 Figure 41.Internal ofCanning City stakeholder decision-making Youth andFamily Services Libraries Leisureplex Community Development Recreation Services Parks andStreetscapes Engineering Environment Infrastructure and Land Administration Corporate Services Economic Development Communications Marketing and oftheCEO Office Compliance Planning Planning andRegulation Strategic Planning ofCanningCity Unit Business Identify priority activity centresIdentify activity orassetsfor works priority programs (hard infrastructure). andsoft Identify locations where new orimproved are socialtransactions desirable. with Strategic Planning andPlanningRegulation. Identify potential between conflicts LCACS and goalsandactions, existing policy. Negotiate outcomes centresIdentify activity for andprojects works priority programs. Identify locations where neworimproved environmental are transactions desirable. with Strategic PlanningandRegulation. Identify potential between conflicts LCACS and goalsandactions, existing policy. Negotiate outcomes decisions aboutlandassets. Develop a process to includevaluing theLCACS vision,values, principlesandgoalswhenmaking Identify landassetsthat potentially can beusedto assistinimplementation oftheLCACS. activity. Identify mechanismsto communicate withpotential firmsandotherstakeholders to desirable attract Identify ofbusinessesdesired. industriesand types Identify locations where are additionaleconomic transactions desirable. inthedevelopmentAssist ofa ‘place brand’ centres. for activity Develop LCACS policy. vision, values, principlesandgoals. Develop assessment criteria for structure plansanddevelopment applications alignedwiththeLCACS with Strategic PlanningandRegulation. Identify potential between conflicts LCACS and goalsandactions, existing policy. Negotiate outcomes decisions aboutlandassets. Develop aprocess to includevaluing theLCACS vision,values, principlesandgoalswhenmaking Identify landassetsthat potentially can beusedto assistinimplementation oftheLCACS. vision, values, principlesandgoals(alsoseePlanning and Regulation). Develop assessment criteria for structure plansanddevelopment applications alignedwiththeLCACS guidelines to ensure theyare alignedwiththeLCACS. Review andrevise existing Local PlanningScheme, planningpoliciesandotherdecision-making goals oftheLCACS andthegoalsofeachbusinessunit. Liaise withotherbusinessunitsto ensure LCACS implemented can inamannerthat values boththe Develop overarching strategy to managetheimplementation oftheLCACS. Use LCACS to guidedevelopment oftheLocal PlanningStrategy where relevant. principles andgoals. Understand how strategic bealignedwiththeLCACS plansandstructure planscan vision,values, Responsibility Primary Works programs Policy implementation Strategy development Works programs Policy implementation Strategy development aboutlandassets Decisions Stakeholder communications Marketing strategy approval/refusal andconditions Development applications Structure plans instruments Development ofnewplanning instruments Review ofexisting planning aboutlandassets Decisions instruments Review ofexisting planning Structure plansuccess criteria Strategies developed AffectedDecisions monitor. decisions, andareas ofCanning whichthe City should ofCanningthe City have potential to influence their implementation oftheLCACS, meansthrough which onthe likely to makedecisionswhichwillimpact Figure stakeholder 42 identifiesgroups the external • • • • groups are relevant: ofCanning theCity thefollowingOutside stakeholder elsewhere. andwiththose withnearby firms undertake they willoffer, theywill andwhat transactions locate their physical presence, what transactions Firms -makedecisionsaboutwhere theywill will getthere. travel transactions, andhow they to undertake Visitors -makedecisionsaboutwhere theywill will access activity. andhow thecourseduring they oftheirwork, theywillundertake what transactions work, Workers -makedecisionsaboutwhere theywill will access activity. nearby theirplace ofresidence, andhow they will live, theywillundertake what transactions Residents -makedecisionsaboutwhere they Figure stakeholder 42.External decision-making Source: Pracsys 2015 Source: Pracsys 2015 Figure 43.Evidence for decisions-internal stakeholders Firms Visitors Workers Residents Stakeholder Group our location to transact How willpeopleaccess elsewhere with firmsnearby and Transactions undertaken Transactions offered Location offirms transactions Means ofaccessing Location oftransactions transactions Means ofaccessing work day during thecourse ofa Transactions undertaken Location ofwork transactions Means ofaccessing near place ofresidence Transactions undertaken Location ofresidence Decisions AffectedDecisions new development (quality andquantity) Access infrastructure provided by ofCanning City andthrough and through newdevelopment ofphysical environmentQuality provided by ofCanning City onpermitted landuses Restrictions centresZoning oflandinactivity new development (quality andquantity) Access infrastructure provided by ofCanning City andthrough and through newdevelopment ofphysical environmentQuality provided by ofCanning City onpermitted landuses Restrictions centresZoning oflandinactivity new development (quality andquantity) Access infrastructure provided by ofCanning City andthrough and through newdevelopment ofphysical environmentQuality provided by ofCanning City onpermitted landuses Restrictions centresZoning oflandinactivity new development (quality andquantity) Access infrastructure provided by ofCanning City andthrough and through newdevelopment ofphysical environmentQuality provided by ofCanning City onpermitted landuses Restrictions centresZoning oflandinnearby activity controls andhousingtype Residential density Means ofInfluence Mode splitto access nearby activity of Canning andwiderPerth network centres chainlinkstoSupply activity across theCity Presence clusters ofindustry andintensityDiversity ofindustries Industries present Attractiveness oflocation to firms Mode splitto access nearby activity visitors Alignment offer withneedsof oftransaction Mode splitto access nearby activity with needsofworkers Alignment offer nearby oftransaction workers Employment quality Employment density Attractiveness oflocation to firms Mode splitto access nearby activity residents Alignment offer withneedsof oftransaction Residential density oftransactions) and quality increased residential andincreased density offer Attractiveness oflocation to investment (both Areas to Monitor and the needs of external stakeholders.and theneedsofexternal theLCACSto makedecisionswhichwillbestsupport stakeholderscanassistinternal stakeholders external used by of decisioncriteria Understanding the types considered by internal stakeholders(seeFigure 44). values, andgoalsshouldbealso principles stakeholders are likelyto affectthe LCACS vision, The ways in which decisions made by external qualitative evidence. benefits shouldbe weighed upusingquantitative and vision, values, orgoals. principles The costs and willhavean action costs andbenefits to the LCACS Figure somecases, 43).In decidingfor oragainst changes, development control andinvestment (see decisions aboutstrategy development, policy values, andgoalsasguidance principles for making stakeholdersshoulduse theLCACSInternal vision, effectively. their decisions to implement the LCACS more determine how they might be able to better influence ofCanning stakeholderscanassisttheCity to external community. of Understandingthedecisioncriteria Canning officers canbejustified tothe Counciland of thedecisions, andmeansdecisionsby of theCity with asoundbasisismeansoftesting thevalidity theLCACS.to support upinternal decisions Backing stakeholderstointernal makedecisions and external to understandthebasisusedby isimportant It 6.4.4 Basis forBasis Decisions 55 Chapter 6: Implementation 56 Chapter 6: Implementation Source: Pracsys 2015 Figure 45.Communicate vision andgoals Source: Pracsys 2015 Figure 44.Evidence for decisions-internal stakeholders • • in thefollowing ways: the vision,values, orgoals, principles butare different ‘doing something’. are Actions relatable alldirectly to areActions oftheprocess written asdescriptions of 6.5.1 6.5 developed ifrequired for effective communication. and communication channelsmay alsoneedto be are considered likely to be effective. New processes communication channelsmay beusedwhere they implementing theLCACS. Existingprocesses and to be involvedhave the best opportunity in to ensure identified stakeholders internal and external Different communication processes willbe required 6.4.7 stakeholders. of Canningthe City orexternal to implement theLCACS. These are eitherinternal to communication, astheyultimately have thecapacity The identified decision-makersare thetargets of 6.4.6 Figure 45. values, andgoals. principles This in issummarised in line with the LCACS decision-making support vision, processes withdecision-makersisto guideand The ofestablishingeffective purpose communication 6.4.5 ACTIONS They are quantifiable ormeasurable istoThey betaken specifyanaction Developing Actions Target ofCommunication Target ofCommunication Communicate LCACS Visions andGoals develop. time withtheavailability ofresources and asplans involvement over ofvarious businessunitsmay shift and that therequired ofactions thepriority actions, knowledge inaflexibleconducted mannerwiththe list’. isalsointendedThe facilitation to ofactions be aspirational goals rather than a short-term ‘to do shouldbeviewedActions interms oflong-term documents), orothermechanismsasappropriate. or theLocal (andassociated Planning Scheme policy through the LCACS policy, the local planning strategy or thedevelopment ofpolicies, thiswillbeachieved Where require actions the documentation of strategies, inFigureUnits described 41. thoughotherrelevant ofCanningactions City Business assistwith,orfacilitateconduct, thecoordination of the Strategic Planning BusinessUnit, whowillinturn andcoordinationdirection lieswith oftheseactions As thecustodian oftheLCACS, responsibility for need, andare inFigures described 46to 56. developed from theidentified gaps and statements of following tables for each principle. haveActions been workshops process, hasbeendocumented inthe The need for investigated actions, through the work that iscurrently beingundertaken. or support by ofCanning City internal stakeholders,undertaken others are expanding on work that is already being While manydeveloped are oftheactions new, 6.5.2 LCACS Actions Source: Pracsys 2015 Figure 47.Purpose ofPlace Source: Pracsys 2015 Figure 46.All Principles opportunities unexpectedly arise. opportunities when highly desirable activity Currently noprocess to identify individual centre visionsaswell. overall vision,andmostlikely with land usesare poorlyalignedwith zoningScheme and permissible centres. inactivity and undesirable activity to differentiate between desirable Insufficient guidance forofficers direction and policy Lack ofcommunication ofvision centre sites Identification ofstrategic activity IdentifiedGaps Vision statements LCACS policy IdentifiedGaps planning decisions provide anoverarching guidefor strategic andstatutory Require avisionstatement centre for eachactivity to and Local PlanningScheme inform thedevelopment oftheLocal PlanningStrategy strategy documents (suchasSPP4.2)and andpolicy The LCACS isrequired policy to linkto State Government Statement ofNeed assisting development process. desirable development proposals andencouraging/ planningsystemNeed for asupportive identifying barriers to future development. overall visionandindividualcentre visions to remove Need to alignzoning andpermissiblelanduseswith centre.each activity Need to are understandwhat desirable activities in criteria itwillbeassessedagainst. proposal willberequired to achieve, andwhat to theirdevelopment understandwhat performance as visionsandpoliciesdevelop andproponents need stockholdersExternal require access to information individual centres ifappropriate placecentres, for differenttypes ofactivity and for Planning tools needto clearlyoutlinethepurposeof Statement ofNeed community drivencommunity development) local, infrastructure, publicrealm, responsiveness transport, active and maturation, intensification, competition and collaboration, value of success for eachoftheLCACS principlesandgoals(purposeofplace, centreDevelop activity vision statements whichintroduce measures be includedinastructure planvisionstatement whichprovidesDevelop policy guidance ontheinformation that needsto Develop aLCACS to beadopted by policy Council Actions but maycurrent notfitinwith zoning development proposals that are likely to behighlydesirable Explore apotential process for addressing unexpected onunlockingwith afocus development context oftheoverall visionandindividualcentre visions, zonesReview Scheme andpermissiblelandusesinthe undesirable andwork to embedinplanninginstruments investigate andlandusesthat are activities desirable and onvisionstatement centre,Based for eachactivity Strategic Community Plan,training staff for City centre,development inactivity e.g. through website, UnitstoLiaise withBusiness explore ways to promote Improve access to planningpolicies, e.g. viathewebsite planning processes. Identify anddocument strategic sites duringdetailed Actions PP06 PP05 PP04 PP03 PP02 PP01 # AP03 AP02 AP01 # Source: Pracsys 2015 Figure 49.Intensity Source: Pracsys 2015 Figure 48.Maturation Gaps IdentifiedGaps IdentifiedGaps requirements No guidance for mixed use vision to present day realities. implementation planthat linksthe need astructured andstaged vision’‘big isarticulated, For majorcentres where a encouraged activation shouldbeconcentrated/ define theareas in centres where No shared understandingofhow to centres.activity and collaborative environment for desired to improve thecompetitive these are notalways thebusinesses advantages andlandzoning, but duetothe City natural comparative largelyBusinesses locate within Statement ofNeed Statement ofNeed centre interms ofthevisionfor thecentre Need to understandthemixoflandusesdesired ina vision. expected development stagesmoving towards the require avisionofthedesired alongwith end-game Planning instrument guidelinesdon’t explicitly appropriately located commercial development Ensure centres are economically activated through industries. areas at aregional level to attract strategic Need to improve thecompetitiveness ofindustrial it may bemarginal ornotcommercially viable Ensure commercial floorspace isnot required where vision for thecentre andstrategicquality employment inlinewiththe centres andabove)activity (district to attracthigher Need to improve thecompetitiveness ofhigherlevel Actions Actions improvements centre inactivity performance Provide metricsinplanninginstruments for incremental mixed userequirements interms ofthedesired outcomes Investigate andreview theappropriateness ofcurrent and longterm goals Review visionstatements medium to withrespect short, use requirements interms ofthedesired outcomes ontheappropriatenessReview andreport ofcurrent mixed does notoccur) requirements (e.g. to ensure residential-only development activation ofthecentre andrefine zoning andmixed use for andeconomic theproper functioning necessary Identify locations where commercial landusesare centresactivity attract thedesiredactively firmsorbusiness to higherlevel Work withvarious Unitsto Business develop astrategy to industrial areas to attract the desired actively industriesorbusinessto Work withvarious Unitsto Business develop astrategy comparative advantages oftheexisting industrialareas Develop anunderstandingofcurrent andpotential future # # IT02 IT01 MT01 IT05 IT04 MT04 MT03 MT02 57 Chapter 6: Implementation 58 Chapter 6: Implementation Source: Pracsys 2015 Figure 51. Value Local Source: Pracsys 2015 Figure 50.Competition andCollaboration centres. Metropolitan Centre andindustrial within Cannington Strategic for strategic enterprises locating sustained comparative advantages No evidence ofthepotential for business. local opportunities play inthedevelopment oflocal No planfor therole that will City IdentifiedGaps business associations. Few orCity-wide ornolocal decision. an overarching principalofany environments -thisshouldbe be creating anti-competitive No guidance onwhat may centres.for activity doesn’tScheme aspirations support IdentifiedGaps spillovers). pooling, supplychainlinkages, knowledge agglomerations (strategic infrastructure, labour around oneormore oflocalisation factors Need to develop comparative advantages businesses. for local in development opportunities oflocal hasaroleCity to play infacilitating andassisting Statement ofNeed improve thecompetitiveness ofallbusinesses. sharing between businesseshasthepotential to Collaboration centres withinactivity andknowledge- creating acompetitive environment. Need to ensure planningtools andprocesses assistin centresactivity asthelocation ofdiverse activity. vision statement; Current zones don’t recognise Zoning thepurposeofplace and needsto support Statement ofNeed encouraged andaccommodated agglomerations to understandhow theycould be Actively engagewithbusinessowners ofemerging industrial centres. agglomerations and offirmswithinhigherlevel activity Periodically review onemerging andreport social enterprises, marketplaces, incubators etc.) for business(including local development ofopportunities strategies for therole that willplay theCity inthe Collaborate withvarious Unitsto Business develop Actions Development Associations) collaborate (e.g. Chamber ofCommerce, Business empowering businessesto local better compete and Explore what organisatons may bebeneficial for over others) to development locations (i.e. why firmschooseparticular Engage withproponents to identify risk-factors orbarriers recommendationsdevelop actionable ofbusinessesto compete theability and be impacting Review current planningtools andpastdecisionsthat may visions more permitted centre usesthat better alignwithactivity useclasseswithinzoningReview Scheme tableto enable Actions VL03 VL02 VL01 # CC04 CC03 CC02 CC01 # Source: Pracsys 2015 Figure 52.Infrastructure meet activity centremeet activity visions. new orupgraded infrastructure to existing infrastructure, orprovide plantoNo better priority use visions. may berequired to meetcentre New orupgraded infrastructure existing infrastructure. Unknown how to better usesome used to fullpotential. Current infrastructure isnotbeing IdentifiedGaps centre. infrastructure for needsto each beapriority infrastructure asapriority, andwhat Need to understandwhichcentres need required inthefuture. Need to understandwhat infrastructure may be use withincentres. Need to understandthedrivers for infrastructure fully realised. Need to ensure benefitsfrom infrastructure are Statement ofNeed infrastructure. Need to develop aprogram to deliver delivering infrastructure. Need to identify whoisresponsible for diversity, type,etc.) activity dependent onchanges to thecentre usermix,scale, identifying trigger events (i.e. wheninfrastructure is planfor infrastructureDevelop apriority withincentres, individual centres centresinfrastructure for activity to meetoverall visionsfor essential critical Assess anddesirable new orupgraded minimal additionalexpenditure orwork any ‘quick wins’ where bebetter assetscan utilisedwith type, demographic, andindentify groups ofactivities) Identify drivers for infrastructure use(i.e. usermix,activity and privately-owned, buildings, transport, etc.) assets (natural, landthat publically-owned isCity-owned, Investigate thepresence ofany underutilsed infrastructure Actions land owners inrelevant policy) Government, includeprocess for approaching developers/ infrastructure (e.g. works program, lobby State dependencies, develop aprogram to deliver required planandinfrastructure onthepriority Based developers/land owners) (i.e. ofCanning, City State Government agencies, Identify whoisresponsible for delivering infrastructure IN04 IN03 IN02 IN01 # IN06 IN05 Figure 54.Active Transit Source: Pracsys 2015 Figure 53.Public Realm Source: Pracsys 2015 Gaps IdentifiedGaps IdentifiedGaps No targets for modesplitshift. measure against. doesn’t have success criteria to reviewDesign panelprocess Strategy seemsto bevariable. Application of Tree Planting people usingthecentre. realm insomecentres isabarrierto The ofthepublic poorquality for publicopenspace. Not currently cash-in-lieu collecting centresactivity isundervalued. Role publicopenspace plays in redevelopments. appropriateness ofurbandesign there are notools to assessthe Without astructure plan, Statement ofNeed Statement ofNeed applications to beassessedagainst planning instruments anddevelopment strategies for change to bedeveloped and Need targets to for modesplitshift enable strategies isneeded therefore asoundunderstandingofeffective Inducing achangeinmodesplitiscomplex, goals application oftheCity’s planningprinciplesand based onasoundunderstandingandconsistent Need to ensure that future panelframework is centres andthesurrounding neighbourhoods. Street trees element are ofactivity animportant to beattractive andwell-activated. centresActivity publicrealm needasupportive the community. meetstheneedsof andquantity space quality Cash-in-lieu required to ensure publicopen higher intensity housing. multi-purposetripsand playcan insupporting Need to understandtherole publicopenspace works programs. instruments, development applications and public realm designagainstfor planning Need to have criteria to assess performance Actions Actions generation) (trip typologies, usergroups ofactivities andtypes new infrastructure, current andpotential future housing based onthecurrent infrastructure, to provide ability for modesplitchange for eachcentre,studies) thecapacity Review anddetermine (through detailedplanning applied by theCity Identify whichcould methodsofachievingmodeshift be Strategy centres,activity referring to theIntegrated Transport infrastructure thecurrentAssess provision transport to objectives the panelreview system considers theCity’s planning Develop guidance for future review processes to ensure centre broader activity strategiesalign withandsupport Investigate way inwhichthe Tree Planting Strategy can realm improvements through theplanninginstruments Communicate thefuture ‘ask’ ofdevelopers for public owners. between theCity,a partnership landowners andbusiness should beprovided by theCity. This shouldbeconsidered centres andnon-priority priority anddetermine which Identify specificpublic realm improvements required for concern andrate theminorder for improvement ofpriority Identify thecentres where ofpublicrealm thequality isof centresrealm for allactivity oftheexisting public anddocument thequality Assess (Public Space Strategy, Open LCACS) for publicopenspace, underpinnedby relevant strategies Facilitate cash-in-lieu collecting changeto start apolicy centreswithin andaround activity public realm plays inproviding andfacilitating activity Determine anddevelop guidance for therole that the planning instruments criteria andimplement inappropriateperformance Collaborate between various Unitsto Business develop # # AT03 AT02 AT01 PR09 PR08 PR07 PR06 PR05 PR04 PR03 PR02 PR01 Source: Pracsys 2015 Figure 56.Community-driven Development Source: Pracsys 2015 Figure 55.Responsiveness development. are available for community-driven Unknown ifany financial resources development.community-driven provides somebarriersto The current planningsystem development may take what form community-driven events anditisunsure andprojects have to develop theability andrun Community are notaware they development.community-driven iscurrently facilitating No-one IdentifiedGaps become astatic document. Need to ensure LCACS doesn’t the planningframework. decisions priorto involvement in No way ofinfluencinginvestment centre). centres, industrialareas, outof ofCanningwithin theCity (activity iscurrently occurring activity Lack ofinformation aboutwhat IdentifiedGaps funding. Community-driven development willneedseed driven development. Need to remove the barriersto community- developmentcommunity-driven activities facilitation of support andactively community Need to understandwhat thedesires ofthe Intervention isneededinthestatus quo. Statement ofNeed providing to direction planningoutcomes. Focus ontherole that Strategic Planningplays in implementation oftheLCACS. oftheon-going or whoneedto beapart theimplementationwill affect ofthe LCACS, have responsibility for making decisionsthat ofCanningindividuals withintheCity who Need to Unitsand understandtheBusiness across ofCanning. theCity Need to are understandwhat occurring activities Statement ofNeed attract otherfundingsources finance businessesor withlocal seedfunding, partner Investigate potential investment from ofCanning City to development planning framework to accommodate driven community Ensure that there inthe andflexibility istheability encourage engagement want to undertake, locations, andways participants to groups community mightIdentify ofactivities types drive development. community-driven Collaborate withCommunity Development to oversee and Actions centre andactivity precinct level planning Ensure that theLCACS isappliedbroadly andregularly to due flexibility to possibletriggers (e.g. ABS Census release) Ensure periodicreviews are conducted, allowing for positively theimplementation affect ofthe LCACS decision making roles collaborate andwhocan to Identify Unitsandindividualswhohave theBusiness (e.g. landusesurvey) isapproved ofCanningwithin theCity andwhat activity Periodically data are collect onwhat occurring activities Actions CD04 CD03 CD02 CD01 # RS04 RS03 RS02 RS01 # 59 Chapter 6: Implementation 60 Chapter 6: Implementation new actions developed ifrequired.new actions periodically, and for changes to or be made to actions system that isadequately resourced to beapplied willneedto beembedded intoMetrics amonitoring desired future state. centres from network activity the current state to the as well as the overall progress of Canning of the City monitor theprogress actions ofindividualintervention should be used to metrics actions, of intervention centre and the relative performance activity success orderIn to provide reliable, replicable measures of andaresidentialdiversity metric metric. density levelcentre measures a simple performance, of activity benchmarks. SPP4.2identifies high- onlya few very be analysed, scored andcompared withrelevant centres anddevelopmentactivity proposals to andquantifyingmeasuring information, enabling Developing appropriate isamethod for metrics progress towards identified goals. from asitmeasures metrics simplequantity the improvements. Performance measurement isdistinct it isimpossibleto identify problems andintroduce Without gathering dataperformance, andmeasuring 6.5.3 Metrics andMonitoring Metrics Chapter 7: Glossary

for theregion’s centres. activity Centres for Perth and Peel, which created a hierarchy developed theState Planning Policy 4.2:Activity The Western Australian Planning Commission • • • transactions: of aconcentration ofoneormore ofthethree of types campuses. Essentially, centres are activity thelocation example, civiccentres, cultural oreducation precincts thought ofshoppingcentres, butcanalsoinclude, for residential land uses. Traditionally these have been there isaconcentration ofcommercial orothernon- centreAn isamixed-use activity area urban where centresActivity andpublictransport. walking, cycling madebytrips carormotorcycle only. Examplesare ofthejourney, aspart physical andexcludes activity whichinvolvesAny modeoftransport anelement of Active transport 7 reading abookinthepark) environment (e.g. usersenjoying publicart, focussed onusersengaging withtheirphysical Environment that are – activities primarily playing withtheirchildren) company (e.g. catching up with friends, parents on the informal exchange of information and that are focussed –activities primarily Social staff) payment (e.g. retail trade, enterprises employing inreturna transfer for ofgoodsandservices result thatEconomic primarily in –activities GLOSSARY employment nodes. centre catchments andfacilitates movement between of petrol priceimpact shocks, increases sustainable utilising different modesoftransport. This reduces the Centres mustbeaccessible to awidemixofusergroups Centre accessibility development process. arecommunity inthe considered assets andpartners decision andresources to groups. community The developmentCommunity-driven gives control of Community-driven development and/orservices. itsproducts advertises value, including how it creates, distributes, prices or The methodormeansby whichabusinesscaptures Business model productivity.been shown to increase industry have Intenseagglomerationsactivation. ofactivity ensures walkability, socialinteraction and economic withinavibrant, intenseCo-locating activity space intensity Activity self-sufficiency. andcontributingtrips to higherrates ofemployment city, enablingusersto access multipleneedswithfewer economically, environmentally andsociallysustainable are desirableA diverse for mixofusersandactivity an diversityActivity population-driven activity.population-driven by ofthepopulation beingserviced or characteristics Economic growth results from changesinthequantity Economic growth ofgoodsand/orservices. through theexport drawing ingreater income from markets external Economic development results from strategic industry Economic development andretainsattracts people. need andwant andprovide anenvironment that both successful place mustunderstandwhat itsusergroups outby thediversecarried usergroups ofaplace. A concentration ofsocialandeconomic transactions and Economic isdefinedasthefrequency activation number andlengthofvisits. place isasuser-friendly aspossibleto maximisethe thatprinciples canbeimplemented to ensure that the perspective, there economic activation are certain From acentre design andongoing management Economic activation towards thedesired endresult. transformation process to ensure theycontributing ofthe regulation that are ofongoingactivities part Takes isinprogress. place whileanaction Involves Concurrent control doing so(e.g. pollution,stress). and creating negativepublic transport) in externalities they are utilisingscarce transit infrastructure (roads, travelling outoftheirresidential area for employment, system oftheurban isthatsustainability ifresidents are The reason to that the this measure is so important rate is45%. self-sufficiency residents and450localjobsavailable, the employment workforce. For example, ifthearea has1,000employed residents inthat samearea whoare employed inthe (region, corridor, localgovernment) relative to the ofjobs located inageographicproportion area (ESS)isdefinedasthe Employment self-sufficiency Employment self-sufficiency doing so(e.g. pollution,stress). and creating negativepublic transport) in externalities they are utilisingscarce transit infrastructure (roads, travelling outoftheirresidential area for employment, system oftheurban isthatsustainability ifresidents are The reason to that the this measure is so important 2,000, theemployment rate self-containment is25%. locally employed residents of andalocallabourforce ofthearea.labourforce For example, ifthearea has500 region, corridor, localgovernment) relative to thetotal jobs (i.e. they live and work in the same geographic oflocalresidentsproportion whoare employed inlocal isdefinedasthe Employment (ESC) self-containment Employment self-containment facilitates higherlevels ofemployment self-sufficiency. drives economic developmentexport-based) and hierarchy. employment or quality (knowledge High employment, asbefitstheirpositionwithinthe centres Centres require of andquality bothaquantity Employment quality 63 Chapter 7: Glossary 64 Chapter 7: Glossary collective action. built through information flow, trust, reciprocity and be formed offormal orinformal socialnetworks, and between individuals and groups. capital may Social and economic benefitsderived from cooperation collective social capitalistheexpected Social capital Social referred to aspopulation-driven. intensiveand knowledge consumers are collectively maturity. Consumer producers services, services growth, centre aswell hierarchy asactivity and largely determined by thelocation ofpopulation catchment population. As suchitslocation willbe related theneedsofaspecific directly to servicing refersPopulation-driven activity to orjobs industries Population-driven activity for thetransformationnecessary process. Regulation ofinputsto ensure theymeetthestandards Feedforward control transformation process hasbeeneffective. Assesses outputsto determine whetherthe Feedback control organisations that hostorprovide activity. enterprises, organisations community andother A usergroup comprised ofthebusinesses, social Enterprises be induced. groups willbemaximised, anduseofthecentre may the centre to beequitably accessed by arange ofuser optionsmeansthepotential forpositioned transport ofwell avariety linkedand all usersandensuring Facilitating easymovement around thecentre for Urban mobility character.a distinct and demographic processes that shapeitandrender it physical form social, but also the underlying economic scattered orcontiguous. includesnotonlythe It degreetransportation, to which development is a city, likedensity, considering aspects useofland, formUrban refers to thepattern ofdevelopment in Urban form prolonged use. andisconduciveand activation to more frequent and centre by increases pedestrians centre attractiveness the centre useofthe thecomfortable andensuring for recreation opportunities Offering and leisure within Urban amenity localisation and/orurbanisation economies. Such agglomerations result from thedevelopment of development ofagglomerations ofeconomic activity. Strategic occurs through economicthe activity Strategic activity within thegeographic area). elsewhere), (businesses physically andfirms located the definedgeographic area who reside and work the definedgeographic area), visitors (thosevisiting geographic area), workers (thosewho work within into residents (thosewhoreside withinthedefined in, adefinedgeographic area. Users are segmented transactions locatedfirms in,andwhoundertake User mixisdefinedasthe groups ofpeopleand User mix andfortime period agreater range ofusergroups. attractiveness ofusingthecentre over agreater daily perception ofsafety inthecentre willincrease the movement throughout thecentre andimproving the Improving infrastructure directed at enabling safe Urban safety use. areaurban more conducive to frequent andprolonged pleasantness ofthephysical environment makesan Improving theaesthetics, attractiveness and Urban quality Chapter 8: Appendix A: Locations of Activity Centres

Figure centres, 57.Activity corridors andindustrialareas, ofCanning City LCACS 8 Activity centreActivity name Cannington Bentley Riverton Southlands Livingston Welshpool Canning Vale Railway Parade Albany Highway Manning Road High Road Barbican StreetBarbican Shelley Hub Riverton Drive East Riverton Central Road Woodpecker Avenue Glenmoy Avenue Herald Avenue Lynwood Avenue (I) Parkwood Square Sevenoaks Street East Cannington Queens ParkQueens Treasure Road Wharf Street Wharf

APPENDIX A: LOCATIONS OF ACTIVITY CENTRES centre Strategic metropolitan District centreDistrict District centreDistrict District centreDistrict District centreDistrict Industrial area Industrial area Commercial corridor Commercial corridor Commercial corridor Commercial corridor Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Neighbourhood centre Type River, River RoadandStation Street by SevenoaksBounded Street, Street,Wharf Albany Highway, George Street, Fleming Avenue, Canning Along Albany Highway, between Victoria Street (West) andActon Avenue (East) Along HighRoad, between Granville Way (West) andCerberus Avenue (East) Along Burrendah Boulevard, between Burrent andKennon Gate Street (North) (South) Along Ranford Road, from Davidia Lake Drive (West) to Grand Boulevard (East) Bounded by OatsBounded Steet, Orrong Road, RoeHighway andSevenoaks Street Bounded by RoeHighway,Bounded NicholsonRoad, BrookfieldRailway, and Clifton Road area. of Cannington significantStrategic portions Metropolitan CentreQueens and Park Local Structure Plan From with theintersection Street (West)Wharf to with theintersection William Street (East). Includes Includes a significant portion of Cannington Includes asignificantStrategic portion Metropolitan Centre. From with theintersection Welshpool Road (West) to with theintersection William Street (East). (East) From withCentenary theintersection Avenue (South-west) to withAlbany theintersection Highway a significant portion of Riverton District District Centre Riverton of a significant portion From withLeach theintersection Highway (West) to with theintersection Willeri Drive (East). Includes 114-120 Barbican Street,114-120 Barbican Shelley 15-17 Tribute Street, Shelley 477-481 Riverton Drive East,477-481 Riverton Riverton 55-59 Central Road, Parkwood 61-71 Aspley Road,61-71 Aspley Willeton 2-4 Glenmoy Avenue, Willeton 189-197 HighRoad, Willeton 6-12 Lynwood Avenue, Lynwood 78-82 Vellgrove Avenue, Parkwood 169-203 Sevenoaks Street, Cannington 1-13 Campbell Street, East Cannington 156-158 Railway Parade, Park Queens 203-207 Treasure Road, Park Queens 329 Street,Wharf Park Queens Location Source: Pracsys ofCanning 2014,City 1996 Activity centreActivity name Chapman Road(I) Hillview Terrace Eureka Road High Road Lynwood Avenue (II) Railway Manning Road Chapman Road(II) Cannington Station (I) Cannington Station (II) Hillrowe Group Canning Vale Waratah Neighbourhood centre Neighbourhood centre Neighbourhood centre Local centre Local centre Local centre Local centre Local centre Local centre Local centre Local centre Local centre Local centre Type 24-28 Chapman Road, St James 1-13 Hill View Place, Bentley 6-16 Eureka Road, Wilson 244 HighRoad, Riverton 560 Metcalfe Road, Ferndale 244 Railway Parade, East Cannington 109-113 ManningRoad, Bentley 16 Chapman Road, St James 298 Railway Parade, East Cannington 318 Railway Parade, East Cannington 288 HighRoad, Riverton 101-135 Collins Road, Willeton 98 WaratahCanningBoulevarde, Vale Location 67 Chapter 8: Appendix A: Locations of Activity Centres 68 Chapter 8: Appendix A: Locations of Activity Centres