Bairnsdale Growth Strategy Building a Better Bairnsdale Volume 1 Public Exhibition Version Prepared by CPG Australia Pty Ltd November 2009 Bairnsdale Growth Strategy Page 2 Contents Bairnsdale Growth Strategy Building a Better Bairnsdale Introduction 2 The Role and Function of Bairnsdale 4 Primary Strategic Drivers 6 The Vision: ‘Building a Better Bairnsdale’ 8 Summary of Key Strategies 12 List of Figures Managing Growth 14 Figure 1a Revitalisation and Growth Strategy Plan Promoting Housing Diversity 20 Figure 1b Revitalisation and Growth Strategy Plan Figure 2 Housing Diversity Plan Creating Accessible Communities 24 Figure 3 Accessible Communities Plan Figure 4 Local Centres Plan (Retail and Commercial Hierarchy) Planning Local Activity Centres 28 Figure 5 Improved Recreation and Leisure Facilities Plan Improving Recreation and Leisure Facilities 32 Figure 6 Regenerating East Bairnsdale Figure 7 CBD Action Plan 1 Creating Social Capital 36 Figure 8 CBD Action Plan 2 Promoting Economic Well-Being 40 Figure 9 CBD Action Plan 3 Figure 10 CBD Action Plan 4 Regenerating East Bairnsdale 52 Figure 11 Action Plan 5 Figure 12a CBD Action Plan 6 Revitalising The CBD 56 Figure 12b CBD Action Plan 6 Conserving The Rural Hinterland 82 Figure 13a Action Plan 7 Figure 13b Action Plan 7 Protecting Agricultural Assets 86 Figure 13c Action Plan 7 Figure 13d Action Plan 7 Protecting The Mitchell River Environs 88 Figure 13e Action Plan 7 Enhancing Landscape Quality 92 Figure 14 Environmental Protection Areas Figure 15 Protecting the Mitchell River Environs Preserving Cultural Heritage 96 Figure 16 Enhancing Landscape Quality Developing A Sustainable Transport Network 100 Figure 17 Protecting Cultural Heritage Providing Green Infrastructure 104 List of Tables Table 1: Retail hierarchy Building a Better Bairnsdale PagePag 1 Bairnsdalernsdale Growth Strategytrategy - Volume 1 Publiclic Exhibition Exhibit VersionVersi NovemberN 2009 © CPGCPG Australia Pty LtdL Introduction Bairnsdale Growth Strategy Page 2 The purpose of the Bairnsdale Growth Strategy In advancing the above directions, the aim of the Strategy is to provide clear direction for the Shire of East is to create sustainable communities. In this regard, Gippsland (‘Council’) and local community with the strategies are supported by an implementation regards to the sustainable growth and development plan, which will be developed at a later date. of Bairnsdale over the next 20 years. It is noted that the Strategy (Volume 1) is supported The Strategy specifically provides: by, and can be read in conjunction with, the technical material provided in the Background Report (Volume 2). – An overview of the strategic role and function of Bairnsdale; – A snapshot of the key strategic drivers affecting the city; and – A vision for “Building a Better Bairnsdale” and associated overarching objectives. In doing so, the Strategy provides a series of directions in relation to: – Managing residential, commercial and industrial growth; – Promoting housing diversity; – Creating accessible communities; – Planning local activity centres; – Improving leisure and recreation facilities; – Creating social capital with enhanced community facilities; – Promoting economic well-being; – Regenerating East Bairnsdale; – Revitalising Bairnsdale’s CBD; – Conserving the rural hinterland; – Protecting agricultural assets; – Protecting the Mitchell River environs; – Enhancing landscape quality throughout the city and surrounding areas; – Preserving cultural heritage, including assets of indigenous and early European significance; – Developing a sustainable transport network; and – Providing green infrastructure. Building a Better Bairnsdale Page 3 Bairnsdale Growth Strategy - Volume 1 Public Exhibition Version November 2009 © CPG Australia Pty Ltd The Role and Function of Bairnsdale Bairnsdale Growth Strategy Page 4 Bairnsdale acts as the main service centre and “civic In considering the future role and function of the heart” of East Gippsland. In addition to providing city, it is important to consider Bairnsdale in the a range of daily service needs for local residents, context of its relationship to other centres in the the city accommodates a number of higher-order region. In this regard, Bairnsdale both compliments facilities and services of regional significance. Key and competes with a number of other key centres, existing roles in this regard include providing: including Sale, Traralgon and Morwell. Bairnsdale also plays an important role in providing employment and – A relatively full range of retail and commercial services to the residents of surrounding towns. facilities, service industries and food processing plants, health and community services, sporting and recreational facilities and tertiary education; – A focus for business within the Shire; – A centre for public sector administration, including key Commonwealth and State agencies; and – A regional public transportation hub. This Strategy seeks to support these existing functions, whilst also encouraging and enhancing the following additional roles for the city: – A centre for sub-regional cultural facilities, tourism servicing and major events; – An increased range of tertiary education and vocational training services; – A broader industrial base with an emphasis on competitive advantages and linkages to existing industries – A major public transport interchange (road- rail) for both passenger and freight; – A revitalised city centre; and – A stronger relationship with it’s natural riverside setting. Building a Better Bairnsdale Page 5 Bairnsdale Growth Strategy - Volume 1 Public Exhibition Version November 2009 © CPG Australia Pty Ltd Primary Strategic Drivers Bairnsdale Growth Strategy Page 6 The following primary strategic drivers of change – The Bairnsdale community is reasonably well served – Improving the overall accessibility for walking, cycling will actively influence the shape and role of with community and recreation assets. Opportunities for and cars in Bairnsdale is another important focus of the Bairnsdale over the short to long term. rationalisation of some of the active open space areas Strategy, particularly in order to remedy the current barriers have been identified a key recreation issue. Services to accessiblity in the CBD. General structural changes – Bairnsdale is the regional service centre of East Gippsland and support for the aged and low income earners is to the CBD and location of land uses will be required to providing a core role in the provision of education, also a key area of focus for community infrastructure. support any potential increase in pedestrian movements. recreation, employment and retail opportunities for the The integration of East Bairnsdale will be an important Opportunities to explore an alternative truck route around broader municipal population. The reinforcement of in improving the sustainability of the community into the southern edge of town, through the industrial area, this role through growth that is managed and secures the future. New residential areas will be required to are also suggested as a way to separate heavy vehicle investment and development opportunities of a regional provide passive open space and local convenience traffic from general commuter traffic and pedestrians. scale is imperative. The Strategy seeks to reinforce retailing to support the local residents and realise As part of this, some re-thinking of car parking to this role by providing opportunities for growth through the development of sustainable neighbourhoods. better manage supply and demand will be needed. a re-structured Central Business District (CBD) and the – Bairnsdale has an ageing population that requires a – The Bairnsdale CBD functions as generally two nomination of priority employment and growth areas. diverse range of services and facilities to meet changing core precincts north and south of Main Street. The – Bairnsdale currently has a significant supply of residentially social and physical needs. This extends beyond Strategy seeks to maximise development opportunities zoned land which will be taken up over the next 15-20 responsive health and medical services, to broader on both sides of the Main Street, to create clear years. The Strategy will act as a tool to manage this social and access elements which are support a strong anchors and destinations that encourage better growth ensuring an appropriate supply of zoned land is community. The Strategy provides recommendations for movement and integration of the city centre. Longer available to respond to market demand. The Strategy both hard and soft infrastructure to respond appropriately term re-development of the existing Dahlsens site provides for staged priority rezonings over the medium to this change including appropriate and well located on Dalmahoy Street, surplus VicTrack land and the term within the defined town boundary, which will enable housing; improved footpaths; community bus; integrated railway line represent key development opportunities the release of multiple development fronts to improve health services; improved community / library facilities etc. to re-energise the southern part of the CBD. overall supply and affordability in the residential market. – The natural environment in Bairnsdale is an important – The role of small towns near Bairnsdale in supporting asset that will require careful management. A key aspect its residential growth pressure needs to be factored into of future growth is its ability to embrace these assets