Strategic Plan Victorian Planning Authority 2021-2024 - Amazon AWS
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Victorian Planning Authority Strategic Plan 2021-2024
Aboriginal
Contents Foreword
Acknowledgment Foreword3
Message from the VPA Board Chair 3
Message from the Message from the
VPA Board Chair VPA CEO
Message from the VPA CEO 3
The Victorian Planning Authority The VPA is planning for urban growth at a The VPA is Victoria's specialist agency for
We are VPA 4 time when Victorians value the important urban growth planning. We map government
proudly acknowledges Victoria’s The space we're in 4 places in their lives more than ever. policy into place, planning for new and
renewing communities in designated urban
The difference we bring 4 When facing uncertainty, organisations
Aboriginal community and their rich can inch forward tentatively or they can
growth areas across Victoria.
Our economic value at a glance 6 be bold and ambitious. In this uncertain We are a trusted problem solver and an
culture and pays respect to their time, the VPA is choosing boldness and expert advisor. We work closely with DELWP’s
Our values 8
ambition. Planning Group, Victorian Government
Elders past and present. Our values in action 9 agencies, local government, the development
This strategic plan sets a course to meet the expectations of the
industry and the community to deliver land use plans that get built.
Our drivers for change 10 communities we serve. We understand the Victorian community
Our on-ground expertise also enables us to bring delivery insight to
We acknowledge Aboriginal people Incredible change across Victoria 10
expects its government to drive jobs growth and investment, with
the policy table, helping government shape urban growth across the
land developments that support new and thriving workplaces and
State.
as Australia’s first peoples and as the The changing face of urban Victoria 11 communities.
Extraordinary agility at the VPA 11 In all these roles, we must be an organisation that embodies
We have the experience and the capacity to meet these
Traditional Owners and custodians of expectations, through driving the development of high-quality
excellence. That means being a talent builder, growing our skill set
Our strategic pillars 12 to drive the creation of exceptional places. We must also be an agile
and achievable land use plans for areas of state and regional
the land and water on which we rely. Our pillars in action 13 significance. This will drive certainty about both investments and
innovator; an organisation that responds to challenges with both
precision and flexibility.
quality-of-life – supporting Victorian communities in finding their
Our risk themes 14 own paths forward. This especially so now – the uncertainties of a post-pandemic world
We recognise and value the ongoing have sharpened our focus. What we do well today, we must do even
Our purpose 16 Our stakeholders have told us that we are well-trusted plan makers
better tomorrow.
contribution of Aboriginal people and Our contribution to the big agenda 17
who understand how to deliver, and they want us to move to the
next level in our impact, capability and efficiency. This is what we For this reason, our strategy embraces all of our roles – to press us
communities to Victorian life and how Our new focus 18
are committed to do. boldly forward. This includes bringing leadership to our partnership
roles where our expertise is vital to getting things built. Our strategy
The VPA values its partnership with the community, local
this enriches us. VPA Strategic Plan 2021 - 2024 20 government, Victorian Government agencies and industry, and we
also embraces ambition – setting a path that will see the VPA
maximise our impact to deliver greater and greater value to our
are proud to share this strategic plan – our road map for getting
How we deliver our strategic plan 22 Ministers, our communities and the economy of the state.
things done together.
We embrace the spirit of Stuart Moseley
Jude Munro AO
reconciliation, working towards the
equality of outcomes and ensuring
an equal voice.
2 3
We are VPA The VPA prepared the Black Forest Road PSP in Werribee,
which is now home to quality parks, diverse and affordable
housing and a new community for Victoria.
The space we’re in The difference we bring
We are the Victorian Government’s lead urban growth planning We deliver expert, evidence-led urban growth planning solutions
agency. We have the agility and skill to unlock urban growth in throughout the state.
areas of state and regional significance. We’re here to make an
impact – planning great communities and delivering plans, for all We have a clear and defined role: delivering zoned urban land for
Victorians. jobs and housing in designated areas across Victoria - greenfields,
2021-2024
renewal, regional - and advising on infrastructure coordination and
post-plan delivery.
We have a track record of delivering in complex situations,
navigating the system to deliver at speed. We facilitate investment We’re an open door and a trusted entity for the community,
and development to support Victoria’s economic future. government and the development industry. We lead whole-of-
government solutions and work collaboratively with councils and
We bring people and organisations together to get plans made and landowners.
built. We’re accessible, responsive and transparent, and we nurture
trusted relationships with our stakeholders. Our people bring a professional and outcome-oriented attitude to
delivering the state’s complex urban development objectives. We’re
focused on action, solutions and on getting traction by working
We have a unique leadership position in the planning and alongside our trusted partners. We leverage calculated risks to
development system – a specialist government entity using expert innovate and deliver.
Strategic Plan
advice to make land development-ready.
We are well-practiced plan-makers, we understand the state’s
We don’t just deliver plans, we deliver plans that get built – urban system and our stakeholders have confidence in our
delivering outstanding social, environmental and economic capability to deliver.
outcomes for growing urban communities across the state.
We deliver
urban growth plans
that get built
4 5
Selandra Rise development
in the Cranbourne East PSP.
Between
Our economic value at a glance 2016 & 2020
our planning
projects
Our strategic delivered zoned
In 2019
land use plans are & 2020 we
land for about
an important foundation
338k & 236k
2021-2024
completed
a total of
36
to the
$56b
planning dwellings jobs
projects across Victoria
We are
across partnering with
35
Victoria
development and Between
2010 & 2021
gazetted
construction industry
which accounts for Our councils PSPs
Strategic Plan
to deliver our
more than 10% Streamlining planning have unlocked about
of Victoria’s gross for Growth Program
projects $2billion
in GAIC
state product has delivered:
As at
$170m to $210m June 2021
From
2017 to 2021
we have prepared
in time savings; 11 projects
underway
&7
contributions
plans to fund
around
119 years of time saved in with
$1.9billion
board sign-off
land development delivery; on the
Fast Track program
worth of community and as part of the government’s
and development
infrastructure 8:1 benefit-cost response to the
ratio between COVID-19 crisis.
2016 and 2019 On the way to unlocking $17 billion
* ABS (2020) in estimated economic
6 value. 7
** Amount in 2019 dollars.
Our values Our values in action
Everything we do is guided by the Victorian Public Sector values. The table below shows how we apply these, Our values in action: Our values in action: Our values in action:
on:
Partnership – es in acti Professionalism – We Inclusion – We
and our own unique values, in our working lives. We demonstrate our values externally when we’re serving and Our valu D eveloping
ip –
Leadersh continue to build a
We help our partners are experts in delivering Our values
interacting with the community and stakeholders. We also demonstrate our values internally: they inform our ey to our in action:
le is the k Responsiv diverse workforce
build their capability our peop urban growth solutions e ness –
operations and the way we treat one another. We pivot to
Through the success Many regional councils face new Our People & Culture
aders challenges
2021-2024
r of our le quickly Strategy 2021-24 is
government's A numbe in the
are trusting us to
icipated As part of our new road map
Value What this means to us The behaviours we demonstrate Streamlining for Growth have part a ders address their land the Victori
an
ptive Le Governme to continue to build
Program, we funded the Juno Ada o rative supply challenges. We nt’s respon
, a collab the COVID se to
a diverse workforce
Growth Areas Health Program s u pporting are planning authority -19 crisis w
rogram e are
We bring people We collaborate, share information, engage Check. We partnered e n to r p for important urban delivering where people feel like
m mmunity our Fast T
Partnership and organisations
together
with our stakeholders and value their
expertise to achieve better outcomes.
with Melbourne's seven
growth area councils
disadvan
members
taged co
. Particip
ants growth projects in our
growing regional cities
program. T
is accelera
his progra
ting 18 pre
rack
m
they truly belong, are
included and equal
e nsely in -
ed imm existing pro amongst their peers
.
to identify and address have gain dership and towns, preparing jects to un
ctical lea approxima lock
Our strategy wil l
capacity constraints in their pra ti on skills. growth frameworks and tely $17 bill
munica ion of
We are purpose We lean in, apply best practice, and bring
the local council permit and com efited subsequent PSPs and in estimate
d econom include the delivery
have ben value, arou ic ers ity ,
Leadership approval process. The Mentees plans for urban renewal. an inclusion , div
Strategic Plan
driven and deliver out the best in our people to get things done h e d by nd 86,000
g coa c homes an d eq uit y
innovative solutions and make a positive difference. Health Check resulted from bein We are delivering urban d 95,000 jo belonging an
bs
in an implementation our staff
. growth solutions and
across Vic
toria. plan, a reconciliation
plan for each council, imparting our expertise action plan and a
building their capacity to regional councils. gender equality
We step in, act with honesty and integrity, to assess applications, action plan.
Professionalism
We inspire trust and
are accountable and respected for our leading to quicker
confidence
expertise and evidenced based advice.
development approvals.
Responsiveness
We are adaptable
and outcomes
We are accessible, and strive to provide a
high level of service at all times.
By applying our values
focused
to our thinking and our behaviour, we invite
We recognise difference, celebrate diversity
open collaboration with our partners – they
Inclusion
We value everyone and consider all points of view for a
equally fairer, socially responsible and respectful
workplace and society.
know we are fair and reliable
8 9
Our drivers for change
Incredible change across Victoria The changing face of urban Victoria Extraordinary agility at the VPA
There has been incredible change across Victoria.
Demographic shifts in our cities and towns, an
Victoria’s
100% Staff
It’s likely the current global and local We have seen a shift in the community’s values, Regional Victoria The complexion of modern public purpose
uncertain economic environment and digital and economic conditions - and changes in population growth needs and preferences for how and where they
house organisations is changing. The pandemic
supported
0%
community values and preferences - will was choose to live and work. has accelerated the pace of change,
technological acceleration are driving change across
have lasting, albeit uncertain, prices creating an opportunity and imperative to 19 Board meetings
2021-2024
the state. post-pandemic impacts across Victoria. New lifestyles and location decisions will impact embrace new and flexible ways of working
The state’s planning system and the VPA
in the 12 months
on where and how Victoria plans and builds rose 12.9% and shape a future working environment
giving direction on
to December 2020 in the seven months 37 project reports
Despite the uncertain implications of change, there will have a key role in Victoria’s socio- liveable new communities, manages urban that enables our people to do their best
economic recovery. Climate change change and develops regional Victoria, while to April 2021 work. in 2020
is sustained demand for well-planned urban growth. locking in access to services and amenity.
remains a critical focus across the globe, with
Victoria’s Big Build and infrastructure investments require sustainability innovation evolving at speed.
seamless coordination across government portfolios. As development patterns change and In 2019/20 we progressed
Demand for greenfield land in Melbourne,
Changing community needs and preferences will impact Greenfield
we recalibrate our role across Victoria, 107 projects
The demographic profiles of cities, towns Net overseas regional cities and peri-urban settings continues demand for the VPA’s expertise will grow including
how we manage urban change and develop Melbourne and and places in Victoria are evolving.
migration
to grow. At the same time, the need for diversity activity 53%
and we will innovate to enhance our
18 Fast Track
doubled
An ageing population and changed and well-designed density in established expertise and impact in new settings.
our key regional cities and towns. to Victoria COVID
patterns of population growth are Melbourne and beyond has never been greater. Harnessing and developing the diverse
shifting the social make-up, outlook and was down And the Melbourne CBD will be recovering expertise and experience of our people stimulus projects
Strategic Plan
with over 20,000 lots
There has never been a greater need for the expertise
19,000
and a Bushfire
expectations for place-making across economically for some time. sold to March 2020 will enable us to grow our impact as a Recovery project
of the VPA in delivering plans that work – supporting the state. At the same time, travel, work compared to 8,600 in 2019 purpose-driven and leading organisation
and leisure behaviours are disrupted in the 12 months There is a need to ensure the places we plan that is resilient to future shocks.
our state’s economic recovery, standard of living, to December 2020 for are prosperous, liveable and sustainable -
and yet to settle into new patterns.
sustainability and liveability. supporting local jobs, housing affordability and
environmental outcomes like integrated water Expectations on Victorian public sector Between 2017 & 2020
8 GAIC
We have seen extraordinary agility at the VPA. There is an Digital and technological acceleration management. agencies are higher than ever. There is
In April 2021
30%
and user proficiency has created a need to amplify our reputation as a
opportunity to embrace new and flexible ways of working,
challenges and opportunities for trusted agency – maintaining our social WIKS
better tap into the skills and expertise of our people and Victorian communities and businesses. Victoria’s significant infrastructure spend is In 2019 licence and strengthening our authorising valued at
strengthen the VPA’s impact and the benefits we deliver Businesses are engaging with space reshaping our cities and regions. This will directly the Victorian Government environment. Our delivery-informed around
announced
for the future of the state. differently and using new ways to offer of businesses impact the complex and fast-paced planning
landscape and our role in it, leveraging lasting
investment for more than evidence and insight will help drive the $64million
services and new ways to distribute improvement of Victoria’s planning system
Together, these drivers for change — across urban
and provide goods. Workplaces are
had staff teleworking
with
urban value from this infrastructure investment. $100 billion to meet changing needs.
Victoria, within the planning system and the VPA
becoming more dispersed and diverse.
45% experiencing
improved staff
wellbeing as a benefit
Roles for coordinating, integrating and advising
on how infrastructure and land development
in infrastructure
for roads, rail,
— influence the strategic choices we make for our align will need to be stronger and clearer. The VPA schools, hospitals
has a key role to play in ensuring we realise the & social housing
organisation and for Victorian communities.
potential of the state’s infrastructure investment
for the communities of the future.
10 11Growing our state through
Our strategic pillars: Our pillars in action
Agile innovator in action –
plans that get built We are resilient and adapt to
change
Early in the COVID-19
Trusted problem sol pandemic, as we moved to a
Urban growth planner in action – ver
in action – We are bu world of remote working, we
ilding
We are VPA: We are VPA: We are VPA: Our urban planning tools and processes trust and certainty in
the Talent builder in action – implemented resilience and
are constantly adapting
urban growth trusted expert
development indust
ry We support our staff to excel adaptability training as part
We have developed a lean planning of our ongoing commitment
problem solver
Estimating infras
planner advisor process called PSP 2.0 that is replicable, tructure
costs for our plans ha
We wanted to establish
clear pathways into the
to staff wellbeing. This
2021-2024
streamlined and collaborative, to enable s often
been an opaque pro training helped our staff
Precinct Structure Plans (PSPs) to be cess for organisation to develop and develop skills to improve
industry and has som
developed quicker and with stronger etimes retain talent, so we created
been slow and expe overall emotional health and
partnerships. nsive. the student/graduate/planner
We developed the Be provided tools to help us
nchmark three-year pathway program.
Infrastructure Cost gu operate in rapidly changing
We are adapting the PSP 2.0 process ide Students work during their last
which reduces poten environments.
to apply to plans for urban renewal by tial for year of undergraduate study,
infrastructure ‘scope
developing an Urban Renewal Products and creep’ and progress to graduate role for
provides certainty on
Processes Framework. The framework will allowable one year and then are offered
items. This has result
guide the scoping and delivery of projects, ed in a fixed term contract. Each Expert ad
visor in ac
Facilitating land use Bringing delivery-informed more transparency tion –
Planning great urban places allowing replicable and streamlined processes and year, we have at least three We innova
te giving in
and infrastructure solutions
Strategic Plan
insights to urban policy so we can commence and deliver our projects efficiency in the Infras dustry
in areas of state and regional tructure people moving through this and comm
unity more
significance so that plans get built and projects faster. Contributions Plan an
d program at each level. housing ch
oice
Development Contribu
tions
Our update to the PSP Guidelines is
Plan development pro We regularly support our We pro
vided grea
cess ter
designed to keep pace with new policy
giving industry confi staff on secondments to build certainty fo
r builders
We are VPA: We are VPA: direction and provide aspirational targets for
government is consist
dence that
their skills and improve our to provide
housing div
seeking
ent and ersity
relationships and reach across
agile
PSP development. This update incorporates in greenfie
talent Victorian Government and international
predictable.
government. In the last year we coming up
ld PSP are
with an up
as by
builder innovator best practice policy, including the ‘20-Minute
Neighbourhoods’ framework and alignment to
In response to de
delivery of some items
lays in
of
have seconded staff to Building
Better Regulation Victoria, the
Small Lot
This work
Housing C
will make it
dated
ode.
essential infrastructu easier
the United Nations Sustainable Development re, we Building Victoria’s Recovery for approva
ls to be so
revised the process ught
Goals. for the Taskforce, the Department of under the
Code and
delivery of GAIC Works housing
One of the impacts of COVID-19 has been In Kind Environment, Land, Water and diversity to
be delivere
agreements to bette d in
a significant net migration to Victoria’s r support Planning and the Department our precin
cts.
the needs of new co
regions. We are developing the Regional mmunities. of Transport.
We have since delive
Victoria Strategic Land Supply Program to red eight
agreements, valued
help regional councils under the greatest at $64
million and resulting
pressure to unlock land for development and in savings
to the state in the ord
Leading a future-ready provide certainty to government, er of
Unleashing the expertise and $7-8 million and bring
ing
12 potential of our people organisation landowners, and the community. forward the provision
of key
13
infrastructure.VPA prepared the Leneva Baranduda PSP to
unlock new housing in Wodonga.
Photo courtesy of City of Wodonga.
Our risk themes:
Urban growth Trusted Expert Talent Agile
planner problem solver advisor builder innovator
2021-2024
Managing risk
in achieving our strategy
Meeting reasonable government and stakeholder expectations,
maintaining probity, and ensuring there is clarity in the VPA’s
Reputation communicated role in the planning system and in individual
projects.
Supporting effective and timely delivery by creating
Timely delivery plans that will get built, using the right processes
of outputs and collaborating openly with project partners.
Strategic Plan
Adapting our solutions to meet changing community needs,
Innovation advocating for improved policies and practices,
and influence and embracing innovation in our operations and activities.
Quality Ensuring our plans drive quality planning decisions and
outcomes outcomes.
Statutory Complying with legislation, and working fairly and
compliance objectively with our partners and stakeholders.
Continuing to build and capitalise on our people’s potential,
Organisational capability our inclusive culture, and our technology, information
and culture security/management, systems and processes.
Providing safe (including psychologically and socially healthy)
Workplace health and flexible workplaces for all our people, wherever they are
and safety working.
Financial Bringing in sufficient revenue and managing expenditure to
sustainability ensure we deliver on statutory requirements and expectations.
14 15Our purpose: the positive change we deliver Our contribution to the big agenda
Our purpose: UN Sustainable Development Goals 20-Minute Neighbourhoods
The 20-minute neighbourhood hallmarks are about planning for
Prosperous, liveable, and sustainable urban communities across a growing Victoria Consistent with the principles and outcomes of Plan
Melbourne, the United Nations Sustainable Development living locally, living sustainably and social connectedness.
Goals (UN SDGs) provide a framework within the global
context to help ensure our plans align with international best A 20-minute neighbourhood must:
practice in sustainability. • be safe, accessible and well connected for pedestrians and
2021-2024
• development unlocked in areas of state and regional significance cyclists to optimise active transport
The goals enable planning, to the extent that it can drive and
across Melbourne and in key regional cities and towns Density influence outcomes, to reduce greenhouse gas emissions from
• offer high-quality public realm and open space
• post-pandemic economic health and resilience done well development and mitigate the effects of climate change. They • provide services and destinations that support local living
pr o s p
• zoned land for houses and jobs delivered to market at speed call for resilience to natural hazards and extreme weather • facilitate access to quality public transport that connects
events such as bushfire risk, flooding and the urban heat people to jobs and higher-order services
• timely provision of, and funding towards, essential infrastructure island effect. • deliver housing/population at densities that make local
• well-designed, affordable options for jobs and housing services and transport viable.
Integration of the UN SDGs framework connects our structure
er
us planning to the international agenda. To genuinely create 20-minute neighbourhoods in greenfield
o
communities, the urban form we plan for will need to:
• adapt to support increasing densities and intensity of activity
Suburban and
• ensure the design of the public realm
Strategic Plan
regional jobs United Nations Sustainable Development Goals
provides more meaningful
• 20-minute neighbourhoods opportunities for amenity
• great places for a growing and changing urban Victoria and social inclusion
THRIVING L
TO OCA
• efficient and well-connected communities • be developed in PLE ECONOM L
P EO ICES IES
alignment with T RV
EC SE
liv e a
• local amenity, housing, jobs and services N &
infrastructure BS
DE
N
SE TIN
CO
Local
• increased transport choices and reduced congestion planning and
RV ATI
Local
JO
shopping
S
employment centres Local health
IC ONS
Better aligning
opportunities facilities and services
delivery.
ES
Well connected to public
transport, jobs and
Local
e
&
services within the region
development and
schools
bl
SAFE, ACESSBILE &
WELL CONNECTED
Local Lifelong learning
infrastructure
public transport opportunities
Safe cycling
networks
Features of a
Local playgrounds
20-Minute Neighbourhood and parks
• development that mitigates and adapts to the impacts
PUBLI
Walkability
of climate change Green streets
CR
Housing and spaces
diversity
• active, walkable and healthy places and communities
EA
Community
gardens
Ability to age
LM
in place
• protected and enhanced biodiversity
s u s t ai
Sport and
Affordable Safe streets recreation facilities
• integrated water management Growing IE
S
housing
options
and spaces
C
regional cities
IT IN OOR
Features of
NS BLE
• strong social and cultural fabric E FR D
D AS INATI
VIA TR O
and towns
UCT N
a 20-Minute
• local open spaces and green infrastructure
URE
Neighbourhood
na
16 bl • reduced travel and building energy
17
eOur new focus
Changing the game for Victoria
Our drivers compel us to think carefully about how we can make This is because these roles allow us to carry our planning proposals
the greatest possible impact in a critical period for Victorians. and advice directly to the decision maker. This in turn gives us
greater strength to bring government and other stakeholders
One of our key shifts is to prioritise how, where and why we work for around the table because they can be confident in our ability
the greatest impact. This strategy helps to make choices that set us to deliver.
2021-2024
up to deliver prosperous, liveable and sustainable communities.
For example, in Melbourne’s greenfields – where the VPA has a
When we deliver our planning and infrastructure coordination criteria-driven work pipeline and standing authorisation to act as
projects we have one of four roles: planning authority – we delivered nearly twice the government's
housing supply metric over the three years 2018/19 to 2020/21 as we
Authority: the VPA leads the project and submits to the
• built stocks of zoned land to meet the state policy of 15-year zoned
Minister for Planning for approval supply.
• Provider: the VPA leads the project and presents to the In established Melbourne and regional cities and towns, where we do
responsible decision-maker (council or minister) not have a guaranteed work pipeline and generally act as provider
or advisor to councils, our contribution was much less.
• Advisor: the VPA provides formal advice or support to a
council or state entity Our pillars, priorities and broader work program will maximise our
Strategic Plan
impact by directing our work towards places of state and regional
• Facilitator: the VPA assists a council or state entity in its
significance, where we contribute to socioeconomic recovery and
planning work
growth, and where we have the authorising environment to deliver.
We have the most impact when we act as authority, or as provider
Where these factors are present, we maximise the public value we
to the Minister for Planning (or another client minister).
deliver for Victorians.
VPA contribution 10% Established
Melbourne
to meeting
projected annual 187% Greenfields
Melbourne
dwelling demand
2018/19 to 2020/21 (as per VIF, 2019) 49% Regional
Victoria
Artists impression of VPA urban
18 renewal project at the PMP 19
Printing site in Clayton.VPA Strategic
Purpose Prosperous, liveable, and sustainable urban communities across a growing Victoria
Plan Our purpose defines the value we
bring and our reason for being
2021-2024 Pillar 1
We are VPA:
Pillar 2
We are VPA:
Pillar 3
We are VPA:
Pillar 4
We are VPA:
Pillar 5
We are VPA:
Pillars urban growth planner
Planning great urban places in areas
trusted problem solver
Faciltiating land use
expert advisor
Bringing delivery-informed
talent builder
Unleashing the expertise and
agile innovator
Leading a future-ready
Our five strategic pillars of state and regional significance and infrastructure solutions insights to urban policy potential of our people organisation
respond to external drivers so that plans get built and projects
to deliver on our purpose
Our priorities are: Our priorities are: Our priorities are: Our priorities are: Our priorities are:
1.1 Use state and regional significance to 2.1 Strengthen our infrastructure coordination 3.1 Assess the outcomes of our plans and use 4.1 Sustain a positive culture that brings our 5.1 Create a leading model of flexible and
trigger our involvement. advice to government. this to drive continuous improvement. values to life every day. hybrid working.
1.2 Adopt a preferred role as planning authority 2.2 Nurture our collaboration and networks with 3.2 Bring delivery-informed evidence to add 4.2 Establish strength-based career pathways 5.2 Build replicable and innovative products
for government, or by acting as provider to our stakeholders and partners. value to government’s decisions, policies within and through our organisation. and processes.
government. and projects.
2.3 Embed new ways of engaging with 4.3 Lift our community engagement, data 5.3 Ensure strong organisational governance,
1.3 Prioritise resources to speed up plans that Traditional Owners and the Victorian 3.3 Test and operationalise innovations to literacy, and people management skills. integrity and oversight.
support Victoria’s socio-economic recovery. Aboriginal community. better map government policy into place.
4.4 Empower and develop our people to be 5.4 Strengthen knowledge sharing and
1.4 Deepen the impact of our plans to secure 2.4 Continually clarify our role, outputs and 3.4 Use our delivery expertise to support leaders, partners and team players. cross-team and cross-project innovation
Priorities
better outcomes and add value to outcomes for each project. planning and regulatory reform that and learning.
government projects. streamlines plan-making and delivery. 4.5 Explore dynamic gateway-based project
2.5 Advocate and support delivery of resourcing and prioritisation models. 5.5 Strengthen our financial resilience.
1.5 Define a criteria-driven forward pipeline of quality on-ground outcomes in the areas 3.5 Offer our expertise to government to solve
Our priorities connect our projects in established Melbourne and in we plan for. planning problems.
pillars to tangible action regional cities and towns.
2.6 Sequence urban growth to align with
1.6 Leverage our impact and capability as infrastructure.
planning authority in outer Melbourne.
Values
Our values underpin our
strategy and everything we do Partnership Leadership Professionalism Responsiveness Inclusion
Outcomes Density done well Better aligning development and infrastructure
The positive change
we deliver Suburban and regional jobs Growing regional cities and towns
prosperous liveable sustainable
20 21Artist impression of
VPA urban renewal project
How we deliver our strategic plan Arden Precinct
Victorian Planning Authority Act 2017
Our functions (Sec 8):
Planning advice and assistance to Minister(s), state entities and councils
2021-2024
Integrated land use planning and infrastructure coordination in designated areas
Government urban policy and projects including:
Plan Melbourne Big Housing Build
Land Use Framework Plans Big Build
Regional Growth Plans Business Precincts
Homes for Victorians Transport Precincts
Statement of Expectations Ministerial Direction(s)
VPA Strategic Plan:
Strategic Plan
from the Minister (Sec 36, VPA Act)
Focusing on the outcomes we deliver Minister for Planning
for Planning Minister for Transport Infrastructure
Prioritising where and how we work
Programmatic priorities Minister for Business Precincts
Maximising our value to the state
Building our capacity as an organisation and deliverables Minister for Suburban Rail Loop
VPA Annual Business Plan (Section 44, VPA Act):
Work program (projects, areas, VPA role, priority)
Key Performance Indicators
Approved by the Minister for Planning
Reported and adjusted quarterly
OUTCOMES
Prosperous, liveable and sustainable urban communities across a growing Victoria
Density done well
Suburban and regional jobs
Better aligning development and infrastructure
Growing regional cities and towns
22 23Victorian Planning Authority Strategic Plan 2021-2024 24 August 2021
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