Melton South Structure Plan Social Infrastructure Assessment · Appendix 2 – Quantitative Demand & Supply Estimates for Melton South (Existing) ... and a more detailed qualitative

Prepared by ASR Research Pty Ltd

For Melton City Council

November 2018

Melton South Structure Plan

Social Infrastructure Assessment

Review Polices, Population Forecasts and Audit of

Existing and Planned Social Infrastructure

Stage 1 Draft Report

Version 4

Draft Melton South Structure Plan Social Infrastructure Assessment: Draft Stage 1 Report

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Table of Contents

1 Introduction.................................................................................................................................................... 4

1.1 Background ............................................................................................................................................ 4

2. Assessment Objectives & Scope ..................................................................................................................... 6

2.1 Assessment Objectives .......................................................................................................................... 6

2.2 Social Infrastructure Definition & Scope of Plan ................................................................................... 6

2.3 Geographic Assessment Structures ....................................................................................................... 8

2.4 Social Infrastructure Provision Standards ............................................................................................. 9

3 Review of Statutory Framework & Other Strategic Documents .................................................................. 10

3.1 Overview .............................................................................................................................................. 10

3.2 City of Melton Community Infrastructure Plan 2017 to 2036 ............................................................. 10

3.3 Melton Planning Scheme ..................................................................................................................... 12

3.4 Plan Melbourne 2017-2050: Metropolitan Planning Strategy (Department of Environment, Land

Water and Planning, 2017). .............................................................................................................................. 16

3.5 Other Relevant Strategic Documents .................................................................................................. 20

4 Social Infrastructure Audit Analysis .............................................................................................................. 27

4.1 Audit of 20 Minute Walkable Catchment ............................................................................................ 27

5 Projected Population Change ....................................................................................................................... 31

5.1 Dwelling and Population Projections for Melton South (Existing) ...................................................... 31

5.2 Residential Development Assumptions ............................................................................................... 31

6 Implications of Stage 1 Information Review ................................................................................................ 33

6.1 Existing Local Social Infrastructure Provision in Melton South and the 1.5-kilometre Population

Catchment ........................................................................................................................................................ 33

6.2 Regional Context & Higher Order Social Infrastructure ...................................................................... 34

6.3 Projected Population Growth .............................................................................................................. 35

6.4 Review of Melton Planning Scheme and Other Stratgeic Documents ................................................ 35

Appendices ............................................................................................................................................................ 36

Appendix 1. Review of Non-Council Strategic Documents ......................................................................... 37

Appendix 2 – Quantitative Demand & Supply Estimates for Melton South (Existing) Small Area & Melton

Township Overlay Area by 2051 ....................................................................................................................... 46

Appendix 3 – Audit of Existing & Planned Social Infrastructure in Melton South Structure Plan Area ............ 52


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List of Tables

TABLE 1 - SOCIAL INFRASTRUCTURE HIERARCHY ........................................................................................................................................................... 7

TABLE 2 – EXISTING STRATEGIC DIRECTIONS & ACTIONS POTENTIALLY RELEVANT TO THE ASSESSMENT ................................................................................ 20

TABLE 3 – MELTON SOUTH (EXISTING) POPULATION AND DWELLING FORECASTS ............................................................................................................. 31

TABLE 4 – NON-COUNCIL STRATEGIES AND PLANS ...................................................................................................................................................... 37

List of Figures

FIGURE 1 - BOUNDARY OF MELTON SOUTH STRUCTURE PLAN ........................................................................................................................................ 5

FIGURE 2 – LOCATION OF MELTON SOUTH (EXISTING) SMALL AREA ................................................................................................................................ 8

FIGURE 3 - MELTON TOWNSHIP OVERLAY AREA ........................................................................................................................................................... 9

FIGURE 4 - PLAN MELBOURNE IMPLEMENTATION PLAN: WESTERN MELBOURNE ............................................................................................................. 19

FIGURE 5 - TOOLERN PSP COMMNUITY HUBS 1 & 6 .................................................................................................................................................. 26

FIGURE 6 - AUDIT OF 20 MINUTE WALKABLE CATCHMENT (GREEN SHADED AREA) ........................................................................................................... 30

FIGURE 7 – FORECAST RESIDENTIAL DEVELOPMENT FOR MELTON SOUTH (EXISTING) ........................................................................................................ 32

FIGURE 8 - LOCATION OF NEAREST EARLY YEARS & YOUTH FACILITIES ............................................................................................................................ 53

FIGURE 9 – LOCATION OF NEAREST EDUCATION FACILITIES ........................................................................................................................................... 54

FIGURE 10 - LOCATION OF NEAREST OPEN SPACE RESERVES WITHIN 1.5 KILOMETRES OF MELTON TRAIN STATION PRECINCT .................................................. 55

FIGURE 11 - LOCATION OF NEAREST ACTIVE OPEN SPACES AND RECREATION FACILITIES WITHIN 1.5 KILOMTRES OF MELTON TRAIN STATION PRECINCT................ 56

FIGURE 12 - LOCATION OF NEAREST EXISTING & PLANNED LIBRARIES, NEIGHBOURHOOD HOUSES, COMMUNITY CENTRES AND MEETING SPACES ....................... 57

FIGURE 13 - LOCATION OF NEAREST ACUTE & COMMUNITY HEALTH FACILITIES ............................................................................................................... 58

FIGURE 14 - NEAREST JUSTICE & EMERGENCY SERVICES .............................................................................................................................................. 59

FIGURE 15 - LOCATION OF NEAREST RESIDENTIAL AGED CARE SERVICES, RETIREMENT VILLAGES AND SUPPORTED RESIDENTIAL SERVICES (SRS) .......................... 60


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1 Introduction

1.1 Background

Melton City Council engaged ASR Research Pty Ltd to prepare a social infrastructure assessment as a key input

to inform the preparation of the Melton South Structure Plan (also referred to as “MSSP”).

This report presents Stage 1 information relating to the preparation of the social infrastructure assessment and

contains an overview of the objectives and scope of the assessment as well as the following key information

inputs:

• An extensive review of statutory and strategic documents contained within the Melton Panning

Scheme and documents prepared by Melton City Council and other Non-Council agencies. This

material has been reviewed as the basis of assessing its relevance to preparation of the final Structure

Plan.

• The identification of existing and planned social infrastructure (including open space and recreation

facilities) generally within a 1.5 kilometre (the “walkable catchment”) radius of the Melton Train

Station.

• A draft set of quantitative social infrastructure demand estimates for the Melton South (Existing) Small

Area and the wider Melton Township Overlay Area.

This information will be used to inform the stakeholder engagement process with internal Council business units

as well as external agencies and stakeholders, and a more detailed qualitative assessment of needs identification

and appropriate response measures.

The MSSP is located at the western end of the City of Melton (refer to figure 1 below) and south of the Melton

Town centre. The MSSP will set out an integrated vision for the area and provide actions for how the area should

develop into the future. The MSSP will deal with matters such as improvement of the Melton Railway Station,

existing and preferred land use, improvements to community facilities and the public domain, improvements to

the access and movement networks, and preferred built form outcomes. The MSSP will:

• Establish a clear and integrated vision for the area surrounding the Melton Railway Station in Melton

South.

• Provide detailed strategies, objectives, planning design requirements, and guidelines to implement

the vision.

• Have specific sections dedicated to the development of the Melton Railway Station and the Victoria

University Site.


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• Develop an implementation plan outlining statutory and strategic initiatives, advocacy actions, and

improvements to community facilities, the public domain and movement networks required to be

undertaken by Council to implement the Structure Plan.

• Include internal and external consultation with landowners, occupiers (businesses) relevant

stakeholders, Council staff, Councillors and the wider community

• Establish a process for monitoring and review

The MSSP area is shown in Figure 1 below. The MSSP area boundaries are described as follows:

• Rees Road and Coburns Road to the west;

• Toolern Creek to the east;

• Fraser Street and Second Avenue and all of the properties fronting First Avenue to the north; and

• Wilson Road and Morshead Street to the south.

According to the Australian Bureau of Statistics (ABS) 2016 Census of Population and Housing the MSSP area

contained approximately 3,000 residents.

Figure 1 - Boundary of Melton South Structure Plan


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2. Assessment Objectives & Scope

2.1 Assessment Objectives

The aim of the project is to assess in detail the social infrastructure needs and opportunities for the proposed

development of the Melton South Structure Plan area. The specific objectives of the assessment were as follows:

• To analyse the implications of projected population growth for the Melton South area and the broader

region for social infrastructure provision and what role the Melton South Structure Plan area should

play in response;

• To conduct an audit of existing and planned social infrastructure provision;

• To identify all relevant State and local policies, strategies and plans likely to inform the planning and

delivery of social infrastructure within the Melton South Structure Plan area;

• To consult with Council to confirm their current strategic position about the need to deliver specific

social infrastructure forms within the Melton Structure Plan area, including a description of any

relevant policy rationale that may underpin their strategic position;

• To undertake a social infrastructure assessment of a variety of specific social infrastructure forms that

may be relevant to the development of the Melton South Structure Plan area;

• To incorporate all the recommendations forming part of the assessment into the preparation of the

Melton South Structure Plan.

2.2 Social Infrastructure Definition & Scope of Plan

For the purposes of this assessment social infrastructure is defined as both public and private, Council and non-

Council facilities (e.g. buildings and ovals) likely to be required to support social services, programs, activities and

accessibility to them (e.g. Kindergarten services, child care, community meetings, sporting competition, informal

recreation etc).

For the purposes of undertaking this assessment an audit of the following social infrastructure categories were

selected:

1. Early years services;

2. Open space (active and passive);

3. Community meeting spaces, libraries and learning centres;

4. Indoor recreation facilities;

5. Education facilities;

6. Health services;


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7. Police & Emergency services; and

8. Residential aged care.

Categories 1 to 4 are typically (but not exclusively) Local Government responsibilities and are often (but not

always) included in development contribution agreements associated with significant land use developments.

However, government education facilities (typically primary and secondary schools), where deemed to be

required within a land use development, are generally funded (both land and building costs) by the State

Government.

Although not prescriptive, different forms of social infrastructure generally have different population catchments

as shown in Table 1 on the following page.

Table 1 - Social Infrastructure Hierarchy

Hierarchy Items

Level 1

Up to 10,000 people

• Government Primary Schools (including out of schools hours care)/Early Years Facility

• Level 1 Council Community Centres/ Early Years Facility/Neighbourhood House

• Level 1 Active Open Space

• Level 1 Passive Open Space (including level 1 playgrounds)

• Long Day Child Care Centres

• Social housing

Level 2

Between 10 and 30,000

people

• Government Secondary Colleges

• Catholic Primary Schools

• Level 2 indoor recreation centres

• Level 2 Council Community Centres/Early Years Facility/Neighbourhood Houses

• Low Order Tennis Facilities

• Low Order Youth Facilities

• Maternal & Child Health (within every second level 1 early years facility)

• Occasional Child Care (as part of every neighbourhood house and leisure centre)

• Residential Aged Care

Level 3

Between 30 and 60,000

people

• Libraries

• Aquatic Leisure Centres

• Community Arts Centres

• Catholic Secondary Colleges

• Higher Order Active Open Space Reserves

• Level 3 indoor recreation centres

• High Order Tennis Facilities

• Lawn Bowls Facility

• High Order Dedicated Youth Facilities

• Level 3 Council Community Centres

• Level 2 Community-based health precincts (dedicated outreach health precinct sites)

• Early Childhood Intervention Service

• PAG facility

• Delivered meals facility

• Level 3 adventure playgrounds

• Other independent schools

Level 4

Total municipality

• Main Council Civic Centre

• Level 3 Community-based health precincts – Day hospitals that contain main or outreach Community Health Centre site (including Mental Health)

• Synthetic athletics track


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Appendix 3 of this report contains maps showing the existing supply of community infrastructure generally within

a 1.5-kilometre radius of the subject site and Appendix 2 contains indicative estimates of demand and / or supply

requirements for each form of social infrastructure for the Melton South (Existing) Small Area and the Melton

Township Overlay Area.

2.3 Geographic Assessment Structures

In order to assess the quantitative impact of projected population change on social infrastructure needs within

the Melton South Structure Plan Area, the following two geographic areas (both derived from the City of Melton

Population and household forecasts) were used to understand likely future demand changes and supply

requirements:

• Melton South (Existing) is bounded by the Western Freeway in the north, the Toolern Creek in the

east, a line that run east-west along Denny Place and Rees Road in the south and the Melbourne-

Ballarat Railway and Coburns Road in the west (refer to Figure 2 below).

• Melton Township Overlay Area comprises the small areas of Brookfield, Kurunjang, Melton, Melton

South (Existing) and Melton West (refer to Figure 3 on the following page).

Figure 2 – Location of Melton South (Existing) Small Area

Source: City of Melton Population and household forecasts, 2016 to 2051, prepared by .id , the population experts, July 2018.

Melton Train

Station


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Figure 3 - Melton Township Overlay Area


2.4 Social Infrastructure Provision Standards

A number of social infrastructure provision standards were adopted for the purposes of preparing the following

assessment. These are located in Appendix 2 and contain the indicative population thresholds for each type of

community infrastructure. It should be emphasised that the provision standards are used only as a guideline and

do not necessarily confirm the final community infrastructure strategy in every case and should be used only in

conjunction with other qualitative and quantitative assessment methods.

Melton South


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3 Review of Statutory Framework & Other Strategic Documents

3.1 Overview

This section reviews:

• City of Melton Community Infrastructure Plan 2017 to 2036;

• Two key statutory documents that inform future social infrastructure priorities for the City of Melton:

1) the Melton Planning Scheme, and 2) Plan Melbourne 2017; and

• Other Council and non-Council strategic documents of potential relevance to this assessment.

The review allows for existing statutory requirements and broader strategic objectives to be identified and

assessed for its potential relevance and application to the subject site.

3.2 City of Melton Community Infrastructure Plan 2017 to 2036

The purpose of this Community Infrastructure Plan is to establish:

• The Vision for community infrastructure planning with in the City of Melton

• Principles for community Infrastructure decision making

• Agreed service catchments

• Agreement on the relevant planning standards to be applied:

- Scope and hierarchy of community infrastructure types

- Population-based benchmarks (desired standards of service) and development triggers

• Analysis of localities.

The report contains a section specifically relating to the community infrastructure issues, needs and priorities of

the Melton South community. The following outlines the analysis for the area.

Community Space

• The allocation of community space across the DJ Cunningham Centre, Mt Carberry Children's &

Community Centre and Blackwood Drive Hall is adequate across the planning horizon, though there is

little available in the catchment for general hire.

• The Melton South Community Centre within the DJ Cunningham Community Centre is one of only two

independent neighbourhood house services operating in the LGA.


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• The level of embellishment of each of these buildings is also quite basic, and the buildings are likely to

need renovation and adaptation over the planning horizon.

Early Years Infrastructure

The single kindergarten and M&CH consulting room may be insufficient over the planning horizon, though this

is most likely best met through the capacity in adjoining localities such as Melton, Toolern and Brookfield.

Recreation Infrastructure

There are three recreation pavilions in Melton South: the Melton South Pavilion, DJ Cunningham Pavilion in the

Mt Carberry Reserve and the Blackwood Drive Recreation Reserve Pavilion. No further pavilions are planned.

Specialist Infrastructure

Kirrip House is a converted dwelling that provides an Aboriginal and Torres Strait Islander Service Hub. It is

intended for this to occupied by Kirrip Aboriginal Corporation for an initial period of five years, after which the

State Government may look to facilitate a longer term solution for Kirrip.

Relevant Precinct Structure Plan

A Melton South Structure Plan is being prepared by Council to guide future development.

Discussion

• While there is insufficient justification presently for additional community infrastructure, the Melton

South locality is a growing area with high social needs. Its existing assets are ageing, and provided to

a low level of embellishment. At some point during the planning horizon, there is likely be a need to

upgrade the Mt Carberry Children’s and Community Centre and the DJ Cunningham Centre.

• The likelihood is that unmet demand for early years services within the catchment will need to be

serviced from Brookfield, Toolern or Melton facilities.

Recommendations

• Conduct fitness for purpose assessments on ageing facilities including the DJ Cunningham Centre and

the Mt Carberry Children’s and Community Centre.


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• Consider residents in Melton South and Melton West are likely to require the early year's

infrastructure of Brookfield and Melton central by 2021 if no locality specific infrastructure is

developed.

3.3 Melton Planning Scheme

The Planning Scheme is a statutory document that guides and shapes development in Melton. It includes State

Government provisions as well as local policies specific to Melton and a strategic vision for the municipality.

The Melton Planning Scheme contains a number of Clauses of potential relevance to the development of the

subject site. These include:

• Clause 21.03-2 Planning Objectives;

• Clause 22.03 Recreation and Open Space Networks Policy;

• Clause 22.04 Urban Development Policy;

• Schedule to Clause 52.01 (Public Open Space Contribution);

• Clause 56.03-3 (Planning for Community Facilities Objective); and

• Clause 56.05-2 (Public Open Space Provision Objectives).

A summary of each of these Clauses is provided on the following pages. It should also be noted that Council has

prepared Amendment 200 which proposes to implement the findings of the Municipal Strategic Statement

Rewrite Background Report June 2017. It proposes to rewrite and update the Local Planning Policy Framework

(LPPF) by replacing the existing Municipal Strategic Statement (MSS) at Clause 21 of the Melton Planning Scheme

with a new MSS to improve its usability and align with the structure and themes of the State Planning Policy

Framework (SPPF).

3.2.1 Clause 21.03-2 Planning Objectives

Planning Objectives

In support of this overarching vision, the following are Melton City Council’s key land use planning objectives.

These objectives explicitly address each of the identified key issues and they underline Council’s decision making

and strategic thinking for the municipality. The objectives are further developed as the basis for local policy

statements at Clause 22.


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The planning objectives are:

Residential Land Use

• To create sustainable and livable communities that are attractive and desirable places in which to live.

• To recognise the importance of housing diversity in achieving Council’s commitment to a ‘Sustainable

City’.

A Sustainable Environment

• To protect and conserve the environmental resources and assets of the City for the benefit of current

and future communities.

Recreation and Open Space Networks

• To provide recreation and open space networks that cater for a variety of lifecycle needs.

Urban Development - Staging and Patterns

• To ensure that infrastructure is designed and provided in an efficient and timely manner and the

development of urban areas reflect sound planning principles and practices.

Employment

• To create an environment conducive to economic growth and wealth generation.

Retailing

• To encourage the growth and development of vibrant and dynamic retail centres.

Transport and Movement

• To develop an efficient and integrated transport infrastructure that allows people choice about how

they move within and through the City.

Rural Land Use

• To preserve the integrity of the City’s rural land for sustainable and efficient rural land use.

Areas of Historical, Cultural and Environmental Significance

• To protect and enhance areas of environmental, historical and cultural significance and sensitivity.

3.2.2 Clause 22.03 Recreation and Open Space Networks Policy

Policy Objectives


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• To provide for passive and active recreation use by a cross-section of the community.

• To maximise opportunities for multi-use open space and the location of appropriate community and

cultural facilities near open space.

• To ensure that open space is appropriately integrated with surrounding land uses, and is responsive

to natural landscapes and features.

• To ensure that the maintenance of open space is considered as part of the design process in all

development.

• To use linear links to connect parcels of planned open space, residential, civic and commercial areas

with existing and planned district and regional recreation facilities.

• To provide adequate open space within walking distance of all residents and workers.

• To locate open space and recreation facilities in new developments to maximise surveillance and

direct public access.

Policy

It is local policy (“OP”) to:

1. Pursue the creation of a major public open space link along the Toolern Creek between the northern

edge of the Melton township and the Werribee River and along the Djerriwarrh Creek between the

Diggers Rest-Coimadai Road and Werribee River by requiring creek frontages as part of open space

contributions from developers.

2. Pursue the creation of a major open space corridor along the Kororoit Creek in the Melton East

Growth Area by requiring creek frontage land from developers as part of their open space

contributions.

3. Ensure that parcels of land given to active open space are large enough to cater for a range of

activities and uses and generally discourage the creation of small areas of pocket-type parks in

residential areas.

4. Apply the Melton East Growth Area public open space contribution, as specified in the Schedule to

Clause 52.01, to the area bounded to the south by the Ballarat Railway line, to the west by Clarkes

Road, Monaghans Lane and the high voltage transmission line, to the north by a natural watershed

and the Bendigo railway line, and to the east by the Melton City boundary.

5. Ensure that development fronts on to open space wherever possible in order to increase surveillance

and create a sense of community ownership.

6. Locate community and commercial facilities such as local shops and schools adjacent to large areas

of public open space.

7. Link open space to residential and commercial areas by pedestrian, equestrian and cycle links.


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3.2.3 Clause 22.04 Urban Development Policy

Policy Objectives

• To ensure that all development proceeds in an orderly and timely manner which enables the efficient

provision of community facilities and services.

• To provide appropriate infrastructure assets for the City.

• To protect existing and proposed infrastructure assets from inappropriate development.

• To ensure that developers contribute equitably to the cost and provision of physical and community

infrastructure.

• To ensure that the form of future residential development does not prejudice the outward expansion

and development of the urban area.

• To encourage and facilitate orderly, incremental, outward growth of the urban fringe in the environs

of the Melton township.

• To ensure the construction of street patterns which allow easy access, are understandable to residents

and visitors and are designed so as to minimise trip length and frequency.

• To provide market variety in the form of a range of lot sizes and locations.

Policy

It is local policy (“UD”) to:

• Encourage low density residential development to be connected to reticulated sewerage except in

exceptional circumstances. In all other cases, the preferred size for low density residential lots is a

minimum of 6000 square metres.

• Ensure that development patterns in Melton township focus on the orderly outward expansion of

community and reticulated services and the sequential extension of the arterial road network.

• Ensure that Melton East is developed in an orderly manner gradually proceeding from the northern to

the central seam and from the southern to the central seam as infrastructure such as roads and

drainage is provided and connected in accordance with the model outlined in the Melton East Strategy

Plan Review (1997).

• Ensure that developments which place an unreasonable demand on the provision of community,

hydraulic and other physical infrastructure due to their separation from existing urban areas are

discouraged.

• Require out-of-sequence developments to contribute to the full cost of infrastructure, and to

demonstrate that the proper planning of the area will not be compromised.

• Adopt and implement a Development Contributions Plan for the Melton township and the Melton

East Growth Area.


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• Protect existing infrastructure assets including Surbiton Park, Djerriwarrh Reservoir and Melbourne

Water assets from inappropriate development.

• Discourage sensitive land uses from establishing in close proximity to Councils waste water treatment

facility at Surbiton Park.

• Locate new low density and rural residential development in locations which will not prejudice the

efficient connection and provision of community and physical infrastructure.

• Encourage all subdivisions to front-on to main roads and gain access from a local service road.

• Require all new residential development to front-on to open space, drainage lines and watercourses

where available.

• No further industrial rezonings of land in the Coburns Road area will be considered.

• Industrial land uses, including extractive industry, that have off-site impacts on the amenity of

sensitive uses will be discouraged.

• Industrial uses in Melton East will be confined to the southern employment suburb.

• Ensure that the use or development of land does not lessen the service, safety, role and amenity of

freeways and highways.

• Avoid linear or ribbon development along highway and freeway frontages.

• Discourage proposals on freeways and highways which lessen the level of service, safety and function

of the road; which result in a lessening in appearance and visual amenity of the area; which result in a

loss of vegetation; and which extend linear or ribbon forms of development.

3.4 Plan Melbourne 2017-2050: Metropolitan Planning Strategy (Department of

Environment, Land Water and Planning, 2017).

Plan Melbourne 2017 is a metropolitan planning strategy that defines the future shape of the city and state over

the next 35 years. Integrating long-term land use, infrastructure and transport planning, Plan Melbourne sets

out the strategy for supporting jobs and growth, while building on Melbourne's legacy of distinctiveness,

liveability and sustainability. The plan includes:

• 9 principles to guide policies and actions

• 7 outcomes to strive for in creating a competitive, liveable and sustainable city

• 32 directions outlining how these outcomes will be achieved

• 90 policies detailing how these directions will be turned into action

In addition, a separate 5-year Implementation Plan with 112 actions has been developed. Of particular relevance

to this assessment are the directions and policies outlined in Outcome 2 (housing related directions) and

Outcome 5 (social infrastructure related directions). The directions and polices associated with these two

outcomes are summarised below.


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Outcome 02: Melbourne provides housing choice in locations close to jobs and services

Manage the supply of new housing in the right locations to meet population growth and create a sustainable

city

• Maintain a permanent urban growth boundary around Melbourne to create a more consolidated,

sustainable city

• Facilitate an increased percentage of new housing in established areas to create a city of 20-minute

neighbourhoods close to existing services, jobs and public transport

• Plan for and define expected housing needs across Melbourne’s regions

• Provide certainty about the scale of growth in the suburbs

Deliver more housing closer to jobs and public transport

• Facilitate well-designed, high-density residential developments that support a vibrant public realm in

Melbourne’s central city

• Direct new housing and mixed-use development to urban-renewal precincts and sites across

Melbourne

• Support new housing in activity centres and other places that offer good access to jobs, services and

public transport

• Provide support and guidance for greyfield areas to deliver more housing choice and diversity

• Require development in growth areas to be sequenced and staged to better link infrastructure delivery

to land release

Increase the supply of social and affordable housing

• Utilise government land to deliver additional social housing

• Streamline decision-making processes for social housing proposals

• Strengthen the role of planning in facilitating and delivering the supply of social and affordable housing

• Create ways to capture and share value uplift from rezonings

Facilitate decision-making processes for housing in the right locations

• Support streamlined approval processes in defined locations

• Facilitate the remediation of contaminated land, particularly on sites in developed areas of Melbourne

with potential for residential development

Provide greater choice and diversity of housing

• Facilitate housing that offers choice and meets changing household needs

• Provide a range of housing types in growth areas

Outcome 05: Melbourne is a city of inclusive, vibrant and healthy neighbourhoods


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Create a city of 20-minute neighbourhoods

• Create mixed-use neighbourhoods at varying densities

• Support a network of vibrant neighbourhood activity centres

Create neighbourhoods that support safe communities and healthy lifestyles

• Improve neighbourhoods to enable walking and cycling as a part of daily life

Deliver social infrastructure to support strong communities

• Facilitate a whole-of-government approach to the delivery of social infrastructure

• Create health and education precincts to support neighbourhoods

• Support not-for-profit community services to build social capital and stronger communities

• Provide and protect land for cemeteries and crematoria

Deliver local parks and green neighbourhoods in collaboration with communities

• Develop a network of accessible high-quality, local open spaces

• Support community gardens and productive streetscapes

Western Melbourne Implementation Plan

Plan Melbourne’s implementation plan for Western Melbourne is shown below in Figure 5. Of relevance of this

assessment is the relatively close proximity of the Melton Train Station and Melton South area to Melton Major

Activity Centre, Melton-Woodgrove and Coburns Road Activity Centre, Melton Health Precinct and the future

Toolern Metropolitan Activity Centre, the implications of which are discussed in Section 6 of this report.


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Figure 4 - Plan Melbourne Implementation Plan: Western Melbourne

Source: Department of Environment, Land, Water and Planning

Melton Train Station &

Melton South

Future Toolern

Metropolitan Activity

Centre

Melton Health Precinct

Melton-Woodgrove

and Coburns Road

Major Activity Centre Melton Major Activity

Centre


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3.5 Other Relevant Strategic Documents

A number of Melton City Council and other non-Council agency strategies, plans and polices were identified and

reviewed for potential relevance to the community needs analysis. Council policies, strategies and plans are

reviewed in Table 2 below. The documents reviewed are:

• Melton City Council and Wellbeing Plan 2017-2021;

• Melton: A City for All People 2017–2021;

• City of Melton Community Learning Plan 2015 – 2018;

• City of Melton Open Space Plan 2016-2026;

• Melton South Recreation Reserve Master Plan (2013), and

• Toolern Precinct Structure Plan (Amended December 2015).

A summary of important non-Council social infrastructure strategies is provided in Appendix 1 of this report, and

where applicable, will be discussed in more detail in the next stages of the assessment. These reports include:

• Victoria University (VU) Strategic Plan 2016–2020;

• Melbourne Archdiocese Strategic Provision Plan 2014: Western Region Archdiocese of Melbourne

Catholic Education Office Melbourne (September 2014);

• Health 2040: Advancing health, access and care;

• Statewide Design, Service and Infrastructure Plan for Victoria’s Health System: 2017–2037;

• Western Health Strategic Plan: 2015-2020;

• Strategic Direction Djerriwarrh Health Services 2017 -2019;

• Court Services Victoria Strategic Asset Plan:2016-2031;

• Victoria Police Blue Paper: A Vision for Victoria Police In 2025;

• Country Fire Authority (CFA) Strategy 2013-2018;

• Ambulance Victoria Strategic Plan 2017-2022; and

• VICSES Corporate Plan 2015-2018.

Table 2 – Existing Strategic Directions & Actions Potentially Relevant to the Assessment

Strategy Type and Name

Corporate Strategies

Melton City Council and Wellbeing Plan 2017-2021 The Melton City Council and Wellbeing Plan 2017–2021 is the key document that sets out the strategic and planning direction for Council and the community over the next four years.

• Council has integrated the Municipal Health and Wellbeing Pan into its Council Plan to:

• recognise that all areas of Council have an impact on the health and wellbeing of the community

• ensure a whole of Council and community approach to promoting and protecting community wellbeing

• align strategic planning, objectives and indicators.


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The Council and Wellbeing Plan 2017–2021 will be reviewed each year to reflect the evolving needs of our growing community. The progressive achievement of the Plan will be reported to the community in Council’s Annual Report. The five key themes identified in the Plan are as follows:

• Theme one - A proud, inclusive and safe community

• Theme two - A thriving and resilient natural environment

• Theme three - A well planned and built City

• Theme four - A strong local economy and a lifelong learning City

• Theme five - A high performing organisation demonstrating leadership and advocacy Of particular relevance to this assessment are the following proposed strategies: 1.3.1 Advocate and plan for long term health infrastructure 1.3.2 Deliver localised services and programs that are based on community need 1.3.3 Support existing and attract new community service organisations to ensure the current and future needs of the community are met 1.3.4 Plan, advocate and provide services and facilities that respond to the changing needs and life stages of the community 1.3.5 Provide, promote and support initiatives and services that contribute to improving access, inclusion and equity for all 1.5.3 Design, build and maintain the public realm to enable the promotion of formal and informal physical activity 3.1.1 Appropriately plan for future development of greenfield land and ensure linkages to existing communities and assets 3.1.2 Undertake integrated open space planning to ensure new neighbourhoods have timely access to reserves, parks, gardens, heritage places and natural assets 3.2.1 Identify and address gaps in community infrastructure and open space 3.2.2 Ensure facilities are designed and built to accommodate growth, diverse needs and future flexibility 3.2.3 Ensure facilities are accessible, safe and well maintained 3.2.4 Ensure existing assets are adequately renewed, maintained, fit for purpose and resilient to changing climate conditions 3.2.5 Provide spaces and places for the community to meet, reflect and ‘just be’ 3.2.6 Explore opportunities for the flexible delivery of Council services 3.2.7 Advocate to resource providers to ensure secure public access to essential services 3.3.1 Create diverse and inclusive opportunities for all people to enjoy and share time and spaces 3.3.2 Provide existing and new public spaces that are accessible, safe and well maintained 3.3.3 Provide appropriate facilities and resources across the public space network 3.3.4 Provide and promote public art

Education, Early Years, Youth and Older Persons

Melton: A City for All People 2017–2021 Melton: A City for all People is an integrated plan that combines four individual Council strategies, specifically the Disability Action Plan (recognising disability can be present at any age), the Municipal Early Years Plan (0-12 years), Youth Strategy (12-25 years), and the Ageing Well Strategy (50+ years) into one, all-encompassing document. The strategies identified in the Plan are listed below under each of the 5 major themes identified by the document. THEME 1 Being inclusive Strategies 1.1 Advocate for, attract and support high quality, person centred, coordinated and integrated services that are responsive to all people’s needs, particularly vulnerable people 1.2 Ensure spaces are accessible and welcoming, aim to provide universal access and reflect diversity and individual needs 1.3 Provide and plan facilities and services according to evidence based needs and future growth 1.4 Provide a variety of communication options that connect people to information and services 1.5 Provide natural environments that encourage relaxation, interactive play and discovery 1.6 Facilitate the provision of a range of partnerships and networking opportunities that support integrated planning and delivery of services THEME 2 Being connected Strategies 2.1 Provide and advocate for the provision of community spaces, infrastructure, transport options and the natural environment that are safe and accessible 2.2 Build resilient communities through fostering social connectivity and capacity building 2.3 Foster neighbourhood level connections through community led local programming and easy access to localised information 2.4 Strengthen intergenerational connections through activities that foster skill and knowledge sharing and transfer


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2.5 Encourage and support participation in community events and celebrations 2.6 Develop and promote digital media communications and platforms THEME 3 Being happy and healthy Strategies 3.1 Develop partnerships and programs that enhance physical, social, mental, and emotional health 3.2 Provide opportunities to value the diversity and significance of arts and cultural experiences 3.3 Create and promote a sense of safety in all settings including in the home, education settings, workplaces and public spaces 3.4 Provide programs that aim to increase the capacity and resilience of community members particularly those who are marginalised or vulnerable 3.5 Contribute to and provide leadership in the prevention of violence against women and their children and other forms of family violence 3.6 Provide opportunities to participate in prevention and intervention programs that improve health and wellbeing of all people 3.7 Provide support to build the capacity of the service sector and community to ensure that children, young people and vulnerable people are protected from harm THEME 4 Being all you can be Strategies 4.1 Foster and support a love of lifelong learning starting from birth 4.2 Support key transition stages across the life stages 4.3 Provide leadership programs and opportunities that empower people of all ages and abilities to build skills, confidence and capacity 4.4 Encourage local and regional employment opportunities that are flexible and support individual needs 4.5 Support individuals to maximise their potential through the provision of programs and services that are person centred 4.6 Encourage and support engagement in key universal services with a focus on addressing barriers to participation THEME 5 Being heard Strategies 5.1 Encourage and support people of all ages and abilities in ethical, respectful and transparent deliberative engagement, co-design and consultation processes 5.2 Enable all community members, including children, to have a voice through relevant, targeted and meaningful engagement avenues 5.3 Ensure relevant data, policy and community information is collected and used to inform decision making as part of the continuous improvement process 5.4 Encourage community consultation and engagement when planning for facilities, open spaces and services and programs 5.5 Foster community participation, leadership and ownership

City of Melton Community Learning Plan 2015 – 2018 The City of Melton Community Learning Plan (CLP) is developed and implemented by the Council’s Community Learning Board. The Community Learning Board has been established as an advisory committee of Council. The Board consults with the community and provides advice and recommendations to Council on matters relating to lifelong learning and its social and economic benefits. The purpose of the Board is to consult with the City of Melton community about how to enrich social, cultural, economic and personal well-being through lifelong learning. The Board also brings key people and organisations together to facilitate the implementation of the Community Learning Plan (CLP) for the City of Melton. The CLP is designed to support, promote and incubate initiatives that develop our community at the individual level; supporting personal development and the gaining of skills and qualifications, and at the community level; for improved social resilience and economic outcomes. The key priorities and strategies of the CLP are listed below. Priority 1 – Economic Development 1. Promote and stimulate training and retraining opportunities that link to current, emerging and future jobs 2. Undertake a Supply Chain Skills Gap Analysis 3. Develop an employability and future skills strategy 4. Scope training and research needs that support business incubation


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Priority 2 – Social Inclusion 1. Implement the Community Learning Board’s action plan to increase employment opportunities for people with disabilities 2. Commission an audit and gap analysis across the City of Melton to identify existing and emerging learning and life skill needs, including, social, leisure, health, digital, civic, financial and employment capabilities 3. Develop an action plan to re-engage early school leavers into learning 4. Develop an action plan to incubate or support learning and career planning initiatives with the City of Melton’s Indigenous and the Torres Strait Islander communities 5. Develop an action plan to incubate or support learning and career planning initiatives with the City of Melton’s Culturally and Linguistically Diverse (CaLD) communities Priority 3 - Children 1. Support and implement initiatives that assist our families to provide a supportive and rich learning and developmental environment for their children; and 2. Evaluate Government initiatives designed to improve access to kindergarten for children of our more vulnerable families and develop a response. Priority 4 - Youth 1. Research barriers to youth employment and engagement in schooling in the City of Melton 2. Continue to promote matching training to employability and future work skills to the needs of local and new and emerging job opportunities 3. Support and advocate for education settings and support structures for young people disengaged from mainstream schooling 4. Design a Melton approach that will actively engage families in their children’s career planning Priority 5 - Adults 1. Strengthen opportunities and pathways from informal and semi formal to formal learning 2. Scope a learning, re-skilling, employability and future skills strategy 3. Promote learning for self development, leisure and social activity through U3A, neighbourhood houses, Library and Learning Hubs, Men’s Sheds and RTOs Priority 6 - Advocacy Advocate to Government and relevant organisations to fund, support or partner in programs and initiatives that: 1. Provide new and upgraded schools, kindergartens and community infrastructure in a timely manner 2. Build new and upgraded environmentally sustainable community infrastructure that incorporates learning, play and meeting spaces within new developments and older suburbs 3. Provide facilities to deliver higher education, training, employment skills and business development within the City of Melton 4. Redress any disadvantage where there is diminished access to learning and its benefits 5. Increase family capacity to provide a rich learning and developmental environment for their children 6. Increase young people’s opportunity to plan and pursue career pathways from school to vocational education, training, higher education and employment. 7. Ensure all adults can actively access learning for self development, employment, leisure and social activity

Open Space

City of Melton Open Space Plan 2016-2026 The vision provides the end goal for open space provision. It reflects the community’s aspirations and Council’s corporate vision. The vision for the open space network for the City of Melton is to ensure that: “Our open space network will include attractive and desirable places to visit and use. It will be a well-connected network, offering a diverse range of vibrant and engaging opportunities for health and wellbeing and settings that reflect the demands of our local communities.” The guiding principles of the Open Space Plan are listed below. Desirable

• Open spaces are attractive and desirable places for residents and visitors

• Open spaces are fun, stimulating, challenging and safe

• The open space network is adaptable to future recreation needs

• The community is proud of the quality of the open spaces and the benefits the network provides Accessible

• Open space is accessible by all. It is available to and encourages people of all ages, abilities, gender and cultural backgrounds to recreate

• Open space is developed as a linked network with appropriate pedestrian and cycling connections


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• The provision of open space is equitable across and within planning areas

• The open space network expands commensurate with growth in the community Diverse

• All members of the community have ready access to a comprehensive range of open space and recreation opportunities and settings that reflect the diversity and interests of the community

• Open space is co-located with other community facilities where possible

• The open space network considers the history and character of places and spaces and incorporates these themes into design

• A wide range of health and wellbeing pursuits are available in the open space network Sustainable

• Citywide and regional requirements are considered when undertaking a proactive open space planning approach

• Financial viability and cost effectiveness are incorporated in all aspects of the planning, development and management of open space

• Multiple use of open space is encouraged to provide cost effective options for Council while still providing

• community health and well-being benefits

• Open space design considers environmentally sustainable design principles and practices

• Open space protects, enhances and manages indigenous vegetation and waterways to provide habitat and movement corridors for native fauna

• Council works closely with key funding bodies to lobby and to advance its established open space priorities The key actions identified by the Open Space Plan are as follows: Open spaces will be DESIRABLE places for residents and visitors

• Ensure a consistent approach to community consultation processes relating to planning and provision of future open space

• Work in partnership with state government authorities to provide regional- level open space

• Encourage and facilitate sustained physical activity through implementation of healthy by design principles

• Undertake parks usage and participation surveys on a biennial basis Survey/monitor the standard of open space on a biennial basis Complete bicycle participation counts annually, completing the Super

• Tuesday bike count one year and the Super Saturday bike count the alternate year

• Develop policies that guide Council on the provision of open space (i.e. facility naming, playspace audit and lifecycle matrix, water play in district- level passive open spaces, shade sail provision, public conveniences, public lighting)

• Develop a suite of preferred furniture and signage standards for open space Open spaces will be ACCESSIBLE by all

• Collaborate with the Metropolitan Planning Authority to ensure suitable open space to meet the demands outlined in the planning area-based assessments

• Continue advocating to MPA to ensure collocation of open space and community infrastructure where possible

• Create a connected and active community through the design and delivery of walking and cycling networks

• Advocate to the MPA to change from a net developable area model to a demand-based model when planning for open space provision

• Undertake parking analysis to determine parking requirements for open space. A DIVERSE range of open spaces will be provided

• Investigate opportunities to ensure the inclusion of district passive open space in future PSPs

• Identify areas in open space with the highest environmental values to protect and enhance them while maintaining suitable public access

• Develop a position paper on the planning and provision of ornamental lakes in new developments Open space planning and design will ensure a SUSTAINABLE network

• Develop policies to provide Council with clear direction for the management of open space. Proposed policies could include: Fees and Charges, Ground Allocations, Self-Managed Capital Works, Sporting Infrastructure

Recreation

Melton South Recreation Reserve Master Plan (2013) The Melton South Recreation Reserve is located centrally within Melton South. The 3.8ha Reserve is Council-owned land (Lot 1 on TP863793 and Lot 1 on TP 863837) bounded by Northcott, Lavarack and Morshead Streets and it shares its western boundary with the Melton South Primary School. The Reserve is flat and is currently home to the Melton South Tennis Club and Melton South Little Athletics Centre, and is also used by the Melton South Primary School Cricket Club and Eynesbury Cricket Club. Both the Little Athletics Centre and Eynesbury Cricket Club will be relocated within the next two to three years.


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The vision for the Melton South Recreation Reserve is to provide a wide range of predominantly community-level active and passive recreation opportunities commensurate with the size of the Reserve and its location in a residential area. Additionally, the Reserve will continue to provide a quality habitat for birdlife and can develop into a higher-level tennis facility. The masterplan facilitates the following outcomes:

• maximised opportunities for walking and cycling, as these are popular physical activity options (fortunately the Reserve has an existing path around the perimeter)

• considered new low cost recreation experiences potentially being developed within the Reserve so that it has broad appeal

• created naturally and artificially shaded areas

• catered for all age groups and considered the needs of the aged and less physically mobile

• created opportunities for the development of higher standard and optimal use of sporting facilities where appropriate. The specific measures outlined by the masterplan are summarised below. Stage 1 (short-term)

• Re-surfacing the 2 existing tennis hardcourts (in their existing location)

• Erect volleyball posts to grass court

• Erect multi-goal posts at northern end of playing field

• Develop the recreation node (including picnic furniture, barbecue and play opportunities)

• Seal existing car park

• Construct entry signage

• Remove all athletics infrastructure (except high jump synthetic fan) once the new regional athletics facility is ready for use

• Landscaping Stage 2 (medium-term)

• Construct 2 new lit and fenced tennis hardcourts to the west of the existing synthetic grass courts (and develop a grass swale)

• Install training level lighting to service ‘oval’ playing field

• Develop new picnic node to the south-west of the pavilion

• Extend the pavilion (and construct rainwater garden and bio-retention swale)

• Construct all pathways (and install associated bench seating) Stage 3 (long-term)

• Re-align the 2 southern hardcourts toward the west

• Construct 2 new lit and fenced hardcourts to the south

• Relocate the synthetic grass cricket wicket to the north-east

• Construct the multi-use hard court (unfenced)

• Seal the new western car park. Recommendations The following recommendations are also made in relation to the Melton South Recreation Reserve Master Plan:

• The Master Plan becomes the blueprint for development at the Reserve

• Schedule works in Council’s capital works program. Regularly monitor and update the indicative costing and capital works budgets to allow smooth implementation

• Seek external funding through application to various grant schemes to deliver key elements of the Master Plan

• Support and encourage the individual user groups (clubs) to seek grants for upgrading facilities. Maintain a coordination role between user groups to facilitate joint funding applications and co-share arrangements to maximise community and financial outcomes

• Liaise with the Melton South Primary School for potential contribution toward the development of the new secondary (western) car park.

Land Use Planning

The Toolern Precinct Structure Plan (PSP) The Toolern PSP has been prepared by the Melton Shire Council in conjunction with the Victorian Planning Authority, government agencies, service authorities and major stakeholders. The Precinct Structure Plan is a long-term plan for urban development. It describes how the land is expected to be developed, the services planned to support development and how they will be delivered. The PSP is relevant to the MSSP process as it is located both to the south and east of the MSSP study area, and includes the provision of a large number of diverse social infrastructure forms. The projected population of Toolern, estimated at approximately 55,000 people, yields units that span the spectrum of the growth areas social infrastructure hierarchy. The structure plan also takes into account current population and social infrastructure provision surrounding the subject area, and opportunities to accommodate higher order social infrastructure units within the Toolern area where existing gaps exist. This means that Toolern will need to provide higher order social infrastructure units as the community grows. Generally, social infrastructure has been distributed


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such that the higher order units are located in the Major Activity Centre and local level units within the Neighbourhood Activity Centres and Community Hubs to create local amenity and support walkable neighbourhoods. Of particular relevance to the MSSP social infrastructure assessment are the two hubs located nearest the MSSP area. These are shown below as Community Hubs 1 (located to the south of the study area) and 6 (located to the east of the study area). Elements of community hub 6 have already been constructed such as the Bridge Road Recreation Reserve and Community Centre. Local community hubs typically consist of Council community centres, active open space, passive open space and education facilities.

Figure 5 - Toolern PSP Commnuity Hubs 1 & 6


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4 Social Infrastructure Audit Analysis

4.1 Audit of 20 Minute Walkable Catchment

Appendix 3 of this report provides an audit of the following existing social infrastructure categories generally

located within 1.5 kilometres1 of the subject site:

1. Early years services;

2. Education facilities;

3. Libraries, learning centres meeting spaces and other community centres;

4. Open space (active and passive);

5. Indoor recreation facilities;

6. Health services;

7. Police & Emergency services; and

8. Residential aged care and other older persons housing.

Figure 6 further on shows the 20-minute walkable catchment (approximately 1.5 kilometres) surrounding the

Melton Train Station Precinct. Key social infrastructure features within this catchment (or just outside it) include:

Early years facilities

• Brookfield Children’s Services Centre – Council owned (which includes Black Dog Drive Kindergarten,

Long Day Child Care and Maternal & Child Health services)

• Mt. Carberry Children’s and Community Centre (Council owned Kindergarten)

• Melton Christian College Playgroup Venue (private)

• Melton South Early Learning Kinders (private)

• Dickory Dock Kids Childcare (private)

• Eclipse Early Education Brookfield (private)

• Al Iman College – Early Learning Centre (private)

Education facilities

• Al Iman College (formerly a campus of VU)

• Staughton College

1 Plan Melbourne, the city’s metropolitan planning strategy, proposes a city made up of 20 minute neighbourhoods were every home will be within 20 minutes travel time of jobs, shops, cafes, schools, parks and community facilities. Rather than basing this on car based travel times, Plan Melbourne proposes it will be 20 minutes travel by active modes i.e. by public transport, walking and cycling. For the purposes of this assessment the 1.5 kilometre radius was chosen as it approximately equates to a 20 minute walk.


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• Melton Christian College

• St. Anthony's Primary School (Catholic Primary School)

• Coburn Primary School (Government Primary School)

• Melton South Primary School (Government Primary School)

Libraries, Neighbourhood Houses, Community Centres & Meeting Spaces

• Melton South Community Centre (Neighbourhood House) – DJ Cunningham Centre

• U3A Melton

• Blackwood Drive Hall

• Blackwood Drive Scout Hall

• Kirrip House

Passive and active open space reserves (main reserves only)

• Blackwood Drive Recreation Reserve (active open space)

• Melton South Recreation Reserve (active open space)

• Mount Carberry Reserve (active open space)

• Arnolds Creek Linear Reserve

• Toolern Creek Linear Reserve

• Bill Cahill Reserve

• Fraser Street Reserve

• Manson Drive Reserve

• Wattle Place Reserve

• Acacia Crescent Reserve

• McDonald Street Reserve

• Childs Street West Reserve

• Crestmont Drive Reserve

• Kurrajong Crescent Reserve

• Childs Street East Reserve

• Cheshire Avenue Reserve

• Staughton Street Reserve

• Blamey Drive Creek Reserve

• Exford Downs Reserve

• Tamar Drive Reserve

Indoor Recreation and Private Fitness Clubs


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• Former Victoria University Melton Campus (1 court)

• Swimmers Learn to Swim

• Genesis Melton

• Inch by Inch Body Toning

Police and Emergency Services

• Melton South CFA

Residential Aged Care and Other Older Persons Housing

• Estia Health Melton South

• Sutton Park Assisted Aged Care

• Melton Gardens

• Lifestyle Brookfield

• Coburns Gardens Retirement Village

• Abbeyfield

• Meadowbrook Supported Residential Service

A more detailed audit documenting existing and planned social infrastructure within a broader population

catchment is provided in Appendix 2 of this report.


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Figure 6 - Audit of 20 Minute Walkable Catchment (green shaded area)


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5 Projected Population Change

5.1 Dwelling and Population Projections for Melton South (Existing)

Table 3 below shows that the Melton South (Existing) small area currently has a population of approximately

10,000 residents and is projected to increase to approximately 14,000 residents by 2051, an increase of

approximately 35%.

Table 3 – Melton South (Existing) Population and Dwelling Forecasts

Variable 2018 2021 2026 2031 2036 2041 2046 2051 Change no.

from ’18 to

‘51

% Change

from ’18 to

‘51

Average household size 2.5 2.5 2.5 2.4 2.4 2.4 2.4 2.4 -0.13 -5%

Households 3,941 4,231 4,982 5,263 5,380 5,508 5,575 5,642 1,701 43%

Dwellings 4,160 4,462 5,246 5,536 5,657 5,788 5,856 5,926 1,766 42%

Total Population 10,234 10,828 12,714 13,131 13,232 13,499 13,644 13,822 3,588 35%


5.2 Residential Development Assumptions2

2017 dwelling additions are based on building approvals, lagged by 12-18 months. From 2016 onwards:

• 15 Crestmont Drive - 10 dwellings (2020-2021);

• 13 Staughton Street - 12 dwellings (2022);

• Daniel & Grace Units - 14 dwellings (2017);

• Brentine Aged Care Facility Redevelopment - 23 dwellings (2022);

• 44 Coburns Road - 41 dwellings (2025-2027);

• Maplewood Estate Extension - 64 dwellings (2018-2024);

• Bridge Road - 70 dwellings (2021-2026);

• Iqra Village - 73 dwellings (2017-2027);

• Toolern PSP - 111 dwellings (2034-2041);

• Belle Gardens Estate - 133 dwellings (2017-2023);

• Oakbank Road Greenfield - 400 dwellings (2022-2033);

• Maplewood Estate - 491 dwellings (2017-2031); and

• Moderate level of infill (12-14 dwellings per annum).

2 Source: City of Melton Population and household forecasts, 2016 to 2051, prepared by .id , the population experts, July 2018.


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As Figure 7 below shows, the majority of the forecast residential development will occur between 2018 and

2030.

Figure 7 – Forecast Residential Development for Melton South (Existing)



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6 Implications of Stage 1 Information Review

This section summarises the key implications of the information presented in the previous sections of this report

and will form the basis of discussion with Council officers and external agencies.

6.1 Existing Local Social Infrastructure Provision in Melton South and the 1.5-kilometre

Population Catchment

• The Melton South community and the 1.5-kilometre catchment surrounding the Melton Train Station

is relatively well provided for in terms of the number of education facilities, passive and active open

spaces and some forms of Council provided community facilities. However, much of the existing

infrastructure in the established area of Melton South is old and will require upgrade and renewal.

• Social infrastructure strategies for the Melton South Structure Plan are likely to more largely focus on

improvements to existing facilities to ensure renewal initiatives maximise what services and amenities

can be delivered from existing sites and deliver high quality place making outcomes. The identification

of opportunities for reconfiguring existing social infrastructure and establishing new, more efficiently

configured community hubs will be explored as part of ongoing phases of the assessment process.

This assessment will include identifying what opportunities existing Government school sites in the

area might play in achieving enhanced community, recreation and open space outcomes.

• Another important strength of Melton South includes its good proximity to important linear open

space assets in the form of Toolern Creek to the east and Arnolds Creek to the west. The Structure

Plan has a key role in ensuring the linkages to these open space assets from the Town Centre and

residential area continues to be improved as well as enhancing the environmental values and informal

recreation assets of both creek reserves.

• However, notwithstanding the existing the social infrastructure profile of Melton South, there is clear

evidence that the City of Melton overall has relatively less social infrastructure provision than Greater

Melbourne. VPA prepared data reveals that the City of Melton has a lower level of provision in most

social infrastructure categories including recreational areas and sports fields, indoor sports venues,

kindergartens, long day child care places, occasional child care places, libraries, government primary

school sites, non-government primary school sites, non-government secondary school sites, GP

practitioners and clinics, specialist medical sites, allied health sites, dentists sites, community health

service sites; and residential aged care places.

• Identifying what role Melton South should or can play in addressing these deficiencies will be further

explored in subsequent phases of the Melton South Structure Plan.


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6.2 Regional Context & Higher Order Social Infrastructure

• Although the Melton South community contains a very important piece of public transport

infrastructure in the form of the Melton Train Station, the adjoining Melton Station Shopping Centre

is designated as a Neighbourhood level activity centre only. Two existing larger activity centres to the

north and one future metropolitan activity centre to the east are located within approximately 3 to 4

kilometres of the Melton Train Station (approximately a 6-minute car trip). The Melton Township to

the north of the Melton Train Station and Shopping Centre contain both the Melton Major Activity

Centre and the Melton-Woodgrove and Coburns Road Major Activity Centre, and a Metropolitan

Activity Centre has been designated by Plan Melbourne to be established within the Toolern Precinct

Structure Plan area to the east.

• The Melton Township is significant in so far as it contains a number of higher order social infrastructure

forms including Melton Library and Learning Hub, Melton Health Precinct (identified by Plan

Melbourne as a designated health precinct), Melton Waves, Melton Community Health Centre and

the Melton Civic Centre.

• The future Toolern Metropolitan Activity Centre, which is currently the subject of an updated Urban

Design Framework planning process being managed by Council, is likely to contain a number of future

higher order social infrastructure forms including a significant health and education precinct, a new

municipal library and aquatic leisure centre.

• Although the status of a Neigbourhood level activity centre does not preclude the inclusion of higher

order social infrastructure forms the proximity of existing and planned higher order services and

facilities suggests that the Melton South Structure Plan area has a limited role in accommodating

higher order social infrastructure forms.

• Up until recently Melton South formed part of Victoria University’s extensive network of campus

locations across Western Melbourne. In the meantime, the future functions of the former Melton

campus (now being used by independent school provider Al Iman College), will form a key consideration

of the Melton South Structure planning process. The largely vacant site, has a number of future

opportunities for development including:

- Continued use for education. This may include the retention/expansion of existing education

facilities on the site, namely Al Iman College Islamic school, and in-line with nearby Staughton

College and the Trade Training Centre. The VU site is suited to further development of

education uses having regard for the site’s proximity to the train station and the anticipated

increase in services to and from Melton, proximity to Melbourne’s western growth corridor

(which is forecast to experience significant population growth), and the potential to co-locate

with existing educational uses.

- Medium-density residential development, in-line with medium-density residential

development occurring in the surrounding area.


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- Aged care/retirement living. Depending on the eventual mix of uses, the VU site may also be

suitable for aged care and/or retirement living.

6.3 Projected Population Growth

• Melton South (Existing) small area currently has a population of approximately 10,000 residents and

is projected to increase to approximately 14,000 residents by 2051, an increase of approximately 35%.

Much of this growth will occur over the next 12 years.

• While this projected scale of population growth is not as significant as that projected for many Precinct

Structure Plan (PSP) locations in the municipality, it is potentially significant enough to trigger an

increase in capacity requirements at some existing services and facilites

6.4 Review of Melton Planning Scheme and Other Stratgeic Documents

• Much of the statutory and strategic material reviewed in this assessment provides an indication of

broader strategic social infrastructure principles and measures rather than identify specific

recommendations for Melton South.

• The exceptions to this are the City of Melton Community Infrastructure Plan 2017 to 2036 and the

Melton South Recreation Reserve Master Plan (2013). The directions outlined in both these

documents will be further discussed with Council officers to determine what has been implemented

and what further initiatives are required. Notable issues to explore further include the likely need to

upgrade the Mt Carberry Children’s and Community Centre and the DJ Cunningham Centre, and

whether any unmet demand for early years services within the catchment will need to be serviced

from Brookfield, Toolern or Melton facilities

• Further engagement with external agencies representing various social infrastructure sectors such as

Victoria University, Western Health, Djerriwarrh Health Services, police and emergency services to

discuss and confirm whether Melton South forms parts of their respective future provision strategies.


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Appendices


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Appendix 1. Review of Non-Council Strategic Documents

Table 4 – Non-Council Strategies and Plans

Document Name

Victoria University (VU) Strategic Plan 2016–2020 Victoria University is particularly significant in the preparation of the Melton South Structure Plan as it retains ownership of its former Melton South campus site (located within the Structure Plan boundary) despite ceasing to operate courses from there in 2015. After undertaking a public expression of interest process to attract suitable tenants and consulting extensively with the Department of Education about potential uses for the site, the Al Iman Islamic School was chosen as the next major tenant of the Melton campus and which commenced operating in 2016. It involves a five-year contract for the school to use the site, with an option for a further five years to provide both primary and secondary education. A number of existing tenants at the campus including the community radio station, the University of the Third Age, and the CALM group will continue to operate from the site. VU is committed to working closely with Melton City Council to foster tertiary education pathways with the local community, perhaps by commencing a Learning Link facility in Melton. VU operates from eleven campuses across Melbourne's central and western suburbs and the Sydney CBD, with purpose-built learning environments and state-of-the-art laboratories. Of these eleven campuses, there are four main campuses, each of which are described below:

• City Flinders Campus – this campus is a modern building in the centre of Melbourne’s busy central business district (CBD). It also includes a convention centre. It offers business and multimedia courses at this campus, which is located amongst hundreds of city businesses.

• Footscray Park Campus - this is the oldest and largest of VU’s campuses and is a short walk from Footscray station. This campus offers a vast number of courses to choose from, including business, engineering and education. It is home to our aquatic and fitness centre and housing services.

• St Albans Campus – St Albans is a large campus which specialises in arts and science programs, and is a centre for health and nutrition research. The campus has a modern community feel and is set in gardens of native grasses and gum trees. It also includes a Children’s Centre, a gym, and award-winning architecture.

• Werribee Campus - This campus has a strong science focus offering specialised facilities for teaching and research including major research centres for water treatment, food science, biomedical science and fire safety.

The other campus locations are:

• City Flinders Lane campus – offers the main base for VU’s International office, osteopathy clinic and nutrition programs.

• The City King campus - is close to Southern Cross Station (external link) - Melbourne's major railway station and transport hub. This campus offers courses in: hairdressing; health and beauty; massage and training and assessment.

• The City Queen campus - is made up of two main heritage buildings in the heart of Melbourne's legal precinct, and two smaller buildings.

• Footscray Nicholson campus - is a few minutes walk from the Footscray train station and is a relaxed and friendly campus with an emphasis on TAFE courses.

• Sunshine campus - hosts building and construction trade courses, a range of engineering courses and our Adult Migrant English Program (AMEP). A world-class trade training centre called Construction Futures opened here in 2012. This $44 million state-of-the-art industry training facility is home to Victoria Polytechnic's construction program. The building is flexible and adaptable, and can be modified to suit industry demand and emerging technologies. The Sunshine Convention Centre is also located here and is the premier conference centre of Melbourne's western suburbs.

• VU at MetroWest campus - is a new Victoria University facility in the heart of Footscray - part of VU's commitment to Footscray as a University Town.

• Sydney Campus - is located on Kent Street, in the heart of Sydney's central business district. The campus features a range of on-site facilities and is easily accessible from all parts of Sydney.

Victoria Polytechnic operates from 6 of the 11 campus locations identified above: 1) Footscray Park; 2) Footscray Nicholson; 3) Sunshine; 4) St Albans; 5) Werribee, and 5) City King campus.


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Document Name

In his introduction to the Strategic Plan, the Vice-Chancellor of VU, Professor Peter Dawkins, describes the focus and aspirations underpinning the Universities priorities over the next four years. He states: “Now, more than ever, Victoria University needs to focus on a transformational agenda to position ourselves as both an outstanding and an open university providing high quality tertiary education to any student from any background who seeks a tertiary education in order to succeed in achieving their career and life goals. This strategic vision also needs to

be one that accounts for the rapidly changing world within which we operate and to be flexible enough for us to recalibrate and refresh as conditions around us change. We need to secure our long term sustainability in an increasingly

competitive tertiary education market”. In order to achieve this ‘transformational agenda’ the Strategic Plan identifies seven “design aspirations”. These are stated as: 1. Dedicated to student opportunity and success, employment and entrepreneurship. 2. Offering quality, contemporary learning experiences with a unique VU blend. 3. Connecting deeply with industry. 4. Research with impact and renowned for excellence in flagship areas. 5. Championing our heartland and uplifting communities in the West of Melbourne and beyond. 6. Engaged internationally, especially in Asia. 7. Future focused workforce in a dynamic and sustainable organisation. The specific strategies of the Plan are categorised into three elements: 1) position ourselves as an open and excellent university; 2) pursue a transformational agenda, and 3) ensure financial sustainability. The key strategies are summarised below under each element. Element 1 - Position ourselves as an open and excellent university. This will be achieved by: • tertiary education at all levels from pre-vocational certificates to PhDs with flexible entry and exit points and seamless

pathways; • a standards-based approach with personalised support for students at all levels; • a contemporary vocational education offer, focused on developing the skills and competencies required in a rapidly

transitioning economy; • clear transition and pathway opportunities for students not yet prepared for the academic requirements of

undergraduate study; • creation of a VU Academy for high achieving students; and • research with impact, delivering productive outcomes to industry and community and enhancing teaching and learning

especially in flagship areas. Element 2 - Pursue a transformational agenda. This will be achieved by: • enhancing the quality and outcomes of the student experience to support their successful careers as employees and

entrepreneurs, through contemporary career-based vocational and higher education at all levels; • student attraction strategies that target different student segments and deliver growth opportunities; • applied and translational research and industry and community engagement that has measureable impact, especially

in Sport, Health and Active Living, Education, Lifelong Learning and Workforce Development and Sustainable Industries and Liveable Cities; and

• building the underpinning capabilities: leadership, human resources and hard infrastructure required to deliver a flexible, personalised, value adding experience to students, industry and community.

Element 3 - Ensure financial sustainability. This will be achieved by: • increasing productivity by efficient use of resources underpinned and enabled by systems and processes that support

this;


39

Document Name

• delivering revenue growth by raising tertiary education participation in the West of Melbourne, exploring new markets and models beyond our traditional region, including internationally and strengthening our capacity to attract research funding in areas of strength;

• decreasing costs through workload improvements, better understanding of course and unit delivery costs and a reshaped campus footprint; and

• an ongoing commitment across the organisation to ensure strong financial management.

Melbourne Archdiocese Strategic Provision Plan 2014: Western Region Archdiocese of Melbourne Catholic Education Office Melbourne (September 2014) The Catholic Education Office – Archdiocese of Melbourne (CEOM, now called Catholic Education Melbourne or CEM) seek to fulfil a mission to ensure that every Catholic child, whose parents so choose, has access to Catholic education and to provide Catholic families and communities with a quality education options that promotes the Church’s teachings. This is the Report for the Western sub-region which includes 31 Parishes which largely border the western coast of Port Phillip Bay and Corio Bay, and the western suburbs of Melbourne, including Altona, Footscray and Yarraville, the growth areas, including Caroline Springs and Werribee, as well Geelong and the wider Geelong area. The report concluded that a number of additional Catholic schools will be required to meet the demand of the growth areas of Western Melbourne and Geelong. While there are no recommendations to build new schools in Melton South (which only contains 1 Catholic Primary School and no Catholic Secondary Schools), a number of new schools are planned for the adjoining Toolern Precinct Structure Plan Area including two primary schools and one secondary college. It should be noted that Catholic Education Melbourne (CEM) intends to review the Plan regularly (e.g. approximately every 5 years).

St Anthony’s Catholic Primary School (Melton South)


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Document Name

Health 2040: Advancing health, access and care The organisation’s vision is for all Victorians to have: • better health – skills and support to be healthy and well • better access – fair, timely and easier access to care • better care – world-class healthcare every time. Better health • A system geared to prevention as much as treatment • Everyone understands their own health and risks • Illness is detected and managed early • Healthy neighbourhoods and communities encourage healthy lifestyles Better access • Care is always there when people need it • More access to care in the home and community • People are connected to the full range of care and support they need • There is fair access to care Better care • Target zero avoidable harm • Healthcare that focuses on outcomes • People are active partners in care • Care fits together around people’s needs

Statewide Design, Service and Infrastructure Plan for Victoria’s Health System: 2017–2037 This Plan focuses on five priority areas over the coming 20 years: 1. building a proactive system that promotes health and anticipates demand 2. creating a safety and quality-led system 3. integrating care across the health and social service system 4. strengthening regional and rural health services 5. investing in the future—the next generation of healthcare


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Document Name

In relation to Western Melbourne, including the City of Melton, the Plan states that the area “requires significant hospital infrastructure investment to keep existing facilities operating, to reconfigure and expand their capacity and to provide new capacity to meet the demands of rapid growth”. Infrastructure priorities identified in planning for the western growth corridor include: • new health and wellbeing hubs (including the new Melton hub currently under construction) to provide local access

to healthcare services in locations with very high expected population growth • redevelopment and expansion of existing hospital services in the inner west • further planning for additional hospital capacity on the peri-urban fringe of this growth corridor to promote local

access over the longer term The Victorian Government has begun to address this need through major infrastructure investments in the western growth corridor: • $200 million to build the new Joan Kirner Women’s and Children’s Hospital that will provide an additional 237 beds,

39 special care nursery cots, four theatres and ambulatory services • $85 million for the redevelopment and expansion of Werribee Mercy Hospital, delivering six extra operating theatres

and 64 new inpatient beds including eight critical care beds. • $61.3 million for urgent infrastructure works at Western Health (Footscray and Sunshine Hospitals) • $21 million for the new Melton health and wellbeing hub, which will bring together community health, mental health

and family services under the one roof. In addition, the 2017-18 State Budget includes a commitment to building a new Footscray Hospital, with provision of $50 million to develop a business case and commence design work for the construction.

Western Health Strategic Plan: 2015-2020 Western Health provides comprehensive health services to those living in western Melbourne including the City of Melton (refer to catchment map below). Covering a population of more than 800,000 our services are a combination of hospital and community-based services to newborn babies, children, adults and the elderly. It is responsible for managing three acute public hospitals - Footscray, Sunshine and Williamstown, a day hospital at Sunbury, a transition care facility at Williamstown and a drug health service in Footscray. Western Health does not have a service site within the City of Melton.

The Strategic Plan outlines the following 5 strategic aims:


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Document Name

• Strategic Aim 1: Growing & Improving the Delivery of Safe, High Quality Care;

• Strategic Aim 2: Connecting the Care Provided to Our Community;

• Strategic Aim 3: Communicating with Our Patients, Our Partners & Each Other With Transparency & Purpose;

• Strategic Aim 4: Being Socially Responsible & Using Resources Sustainably; and

• Strategic Aim 5: Valuing & Empowering Our People. Key relevant actions include the following:

• Review our existing service profile and focus on areas for growth, consolidation and / or alternative service delivery;

• Identify key gaps and pursue new service delivery opportunities;

• Develop a regional service plan outlining key health service profiles and their associated needs in the catchment under the Strengthening Hospitals in Melbourne’s West initiative;

• Support growth across the provider network to better meet the needs of the catchment;

• In partnership with other agencies strengthen how we address core social determinants of community health and wellbeing, such as Better Health Plan for the West Initiative and key relationships with organisations like the regional Primary Care Network; and

• Foster academic partnerships with educational institutions, including the development of the Sunshine Health, Wellbeing and Education Precinct.

Strategic Direction Djerriwarrh Health Services 2017 -2019 Djerriwarrh Health Services provide an integrated range of primary, ambulatory, aged and acute health care services from its hospital, community health centres, super clinic, and residential aged care facilities servicing the communities of City of Melton and the Shire of Moorabool. Many of its services are also provided in the patient’s/client’s home and within the community as part of its district nursing, hospital in the home, home and community care, and community health programs. Djerriwarrh Health Services healthcare delivery sites include: • Caroline Springs Community Health Centre; • Melton Community Health Centre; • Melton Health; • Bacchus Marsh & Melton Regional Hospital; • Bacchus Marsh Community Health Centre; and • Grant Lodge Residential Aged Care. Djerriwarrh Health Services’ strategic directions are arranged around the following objective headings: 1) quality and safety; 2) staff; 3) consumer partnership; 4) relationships & partnerships; 5) governance & leadership; 6) financial sustainability, and 7) infrastructure. In relation to infrastructure the Service intends to: • Seek to provide infrastructure that meets contemporary health care needs and expectations and advocate for the

necessary funding to do so • Provide welcoming facilities that are culturally sensitive and positively engage our community • Develop and monitor our environmental sustainability plan • Develop asset strategies to ensure facilities are equipped to meet future demands including clinical and technical

innovations • Prioritise the capital infrastructure requirements for the health service • Consult effectively with the Department of Health and Human Services regarding current and future infrastructure

development

Victoria Police Blue Paper: A Vision for Victoria Police In 2025 Based on an understanding of the role of Victoria Police, the principles of policing, and the external and internal challenges facing Victoria Police, A Vision for Victoria Police in 2025 lays out three proposed strategic directions to enhance public safety, and increase value for money for the Victorian community through its investment in Victoria Police: 1. Better matching of resources to demand by rethinking the traditional operating model


43

Document Name

The Paper makes the following observations on this direction: The traditional police service delivery model needs to shift from one based on an historical geographic footprint, to one that is mobile, technologically-advanced, and more responsive to changing demand. The type and location of police operations should be determined by what is required to provide the best possible service to the community. For example, larger, consolidated ‘supersites’ should replace many of the smaller and less operationally-effective traditional police stations. The supersite – or sites - in each Division should be the central ‘hub’ that supports a variety of other Victoria Police service points for local communities, such as ‘shopfronts’, mobile police stations, and self-service kiosks for non-urgent issues. In rural Victoria, multiple hubs might be required. Supersites should be multi-disciplinary centres where Victoria Police is co-located with other public services””. 2. Improving capability through workforce reform and technology The Paper makes the following observations on this direction: ”Victoria Police officers need to be far better supported by modern technology. They need to have the information and systems to do their work in a more ‘virtual’ environment, and to be freed from time-consuming paperwork. Technology should also support a strong culture of information security. Frontline officers should not need to return to their supersite during their shift: the proportion of an officer’s time spent in the community (not in a police complex) should increase from 54 per cent to around 80 per cent. Each supersite should be designed to accommodate an IT system which allocates tasks and coordinates police operations. The system would integrate audio and video feeds from mobile and fixed sensor platforms, advanced analytics, and advice from partner agencies. It would also have capacity for a custody suite, operated by a private provider. Victorians should be able to report crime and suspicious activity through online self-service portals, and provide pictures and video to assist in offender identification. There should also be a dedicated non-emergency telephone line, where the public can talk directly to a staff member who can take their report and provide access to crime prevention information. Individuals should be able to track the progress of their reports via a secure online system. The system would, via social media, provide the community with real time alerts and requests for assistance to solve a crime or problem.” 3. Collaborating more closely through partnerships The Paper makes the following observations on this direction: ”Different types of partnerships with the community are necessary:

• An effective model of local policing in collaboration with residents and business owners will remain of vital importance, for maintaining and building community trust and confidence in Victoria Police.

• Local policing partnerships should use practical and wide-reaching methods for public participation to shape local

• priorities (such as community forums and social media platforms). A more personal approach, through greater face-to-face interaction with identified individual police officers – recognisable ‘faces’ – is vital.

• Victoria Police must increase the trust that communities of identity (relating to gender, ethnicity, religion, sexuality, age, capacity or otherwise) have in its ability to serve them as well and treat them as fairly as anybody else.

• Victoria Police needs to engage with businesses in a different way for mutual benefit, based on enduring structures and processes.

• Police and private security firms need to work together to deter crime and maintain public order most effectively, but police should retain an involvement in the regulation of the industry and could become involved in the training of its members”.

Country Fire Authority (CFA) Strategy 2013-2018 The Strategy identifies six priorities to direct the CFA’s activities, resources and investments: 1. Responding to Community Need 2. Supporting our People 3. Promoting Health, Safety and Wellbeing 4. Building Sector Partnerships & Collaboration 5. Strengthening our Operational Capability 6. Leading Transformational Change


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Document Name

The Strategic Plan includes an overview of its asset plan for 2017-2018, but no specific initiatives for existing or planned fire facilities within the City of Melton are identified.

VICSES Corporate Plan 2015-2018 The mission outlined in this Strategy is for VICSES to partner with communities, government, other agencies and business to provide timely and effective emergency management services, building community preparedness, disaster resilience and contributing to risk prevention. The strategic themes and associated actions outlined by the Plan are: 1. People and Culture

• Implement the VICSES Our People strategy 2014-2018

• Develop a VICSES volunteer strategy 2. Community and Industry Partnerships

• Develop and deliver a community connection program that meets the diverse needs of the communities in which VICSES operates

• Foster wide support from industry, business and/or employers for the VICSES, and its volunteer members, to deliver services to the community

3. Government Support

• Develop and deliver a Government and Local Government engagement and advocacy strategy

• Develop appropriate business cases for investment in VICSES capability and establish appropriate advocacy programs

• Contribute to the delivery of the Emergency Management Victoria Strategic Action Plan 4. Service Delivery

• Implement the Planning the Future Together strategy recommendations

• Implement the information communication technology strategy 2014-2018

• Develop a Memorandum of Understanding between emergency services to better deliver support for diverse communities

5. Community Awareness

• Develop and implement a strategic communication strategy and corporate communications plan

• Develop a community resilience strategy

Ambulance Victoria Strategic Plan 2017-2022 This Strategic Plan outlines how Ambulance Victoria will continue its recent operational reforms, to provide Victorians with a world-class emergency ambulance service over the next five years. The Plan focuses on achieving four key outcomes and associated priorities: Outcome1 - An exceptional patient experience • Providing safe, high quality, timely and expert patient care every time • Helping people to make informed decisions about their emergency health care • Connecting people with the care they need • Using research and evidence to continuously learn and improve our services Outcome 2 - Partnerships that make a difference • Working with communities to deliver local emergency health care solutions


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Document Name

• Collaborating with our partners to improve health outcomes • Planning for and responding to major events and emergencies • Sharing knowledge, experience and data Outcome 3 - A great place to work and volunteer • Keeping our people safe, and physically and psychologically well • Providing an inclusive and flexible workplace • Developing a culture of continual learning and development • Embedding an ethical, just and respectful culture Outcome 4 - A high performing organisation • Embracing innovative ideas, systems and technology • Being accountable for our actions and outcomes • Improving our integrated service model • Operating in a financially and environmentally sustainable way

Court Services Victoria Strategic Asset Plan:2016-2031 The purpose of this Plan is to deliver safe, secure and sustainable court and tribunal assets via excellent and expert asset management. Court Services Victoria (CSV) aims to enable provision of accessible justice for all Victorians through a portfolio of buildings that are safe, secure and sustainable to meet the service needs of the jurisdictions, court and tribunal users and community, now and into the future. The key priority focus areas are:

• Enabling specialist court infrastructure including family violence response

• Ensuring safe, flexible, future proofed and fit-for-purpose environments

• Delivering Melbourne CBD Legal Precinct (the Precinct) development requirements

• Delivering Melbourne growth corridor development priorities

• Implementing the Court Services Delineation Model across metropolitan and regional Victoria

• Identifying a set of principles that will determine proper priorities and allocation of resources for new capital works and maintenance of the existing asset base both within and between the CBD, metropolitan Melbourne, and regional Victoria.

The strategy responds to the defined service needs of all jurisdictions, incorporating the following components over a 15 year period:

• Investment in ten new court and tribunal facilities

• Expansion of five existing court and tribunal facilities

• Upgrade and lifecycle management across the court portfolio - Accommodating the new Court Services Delineation Model - Replacing/upgrading critical infrastructure - Increase in recurrent maintenance funding

• Divestment of up to thirteen properties

• Release of up to ten leased properties.


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Appendix 2 – Quantitative Demand & Supply Estimates for Melton South (Existing) Small Area & Melton Township Overlay Area by 2051

Community Infrastructure Category

Provision ratio / participation Rate Description of measure Source of measure

Melton South (Existing)

Melton Township

Overlay Area

Organised Sport Facility & Participation Estimates

Indoor and outdoor recreation facilities

Indoor recreation centres / courts 10,000 Total population per court

Typical standard used by some Melbourne Growth Area Councils (note: individual LGAs vary on their views about the “desired” benchmark and some have no documented working benchmark). 1.4 10

Council aquatic / leisure centre memberships 3.4%

% of Population who are members of a Council aquatic / leisure centre

Based on 2010 CERM PI® Operational Management Benchmarks for Australian Public Sports & Aquatic Centres 470 3400

Council aquatic / leisure centres 60,000 Approximate total population per facility in the City of Melton) City of Melton benchmark 0.2 1.7

Participation in organisation/venue based activity:

Adults (people aged 15 and over)

Fitness/Gym 27.7% As above Australian Sports Commission, AusPlay Survey (AusPlay): July 2016 to June 2017 Victoria Data 3181 21,687

Swimming 9.0% As above As above 1036 7,067

Golf 4.8% As above As above 548 3,734

Pilates 4.0% As above As above 456 3,111

Basketball 3.5% As above As above 405 2,763

Tennis 3.4% As above As above 389 2,651

Football/soccer 3.4% As above As above 386 2,634

Yoga 3.3% As above As above 379 2,585

Netball 3.1% As above As above 355 2,423

Australian football 3.0% As above As above 349 2,382

Organised participation by activity - top 10 activities (children aged 0

to 14)


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Melton Township

Overlay Area

Swimming 39% As above Australian Sports Commission, AusPlay Survey (AusPlay): July 2016 to June 2017 Victoria Data 911 8,459

Australian football 16% As above As above 367 3,402

Basketball 12% As above As above 285 2,643

Cricket 9% As above As above 211 1,960

Dancing (recreational) 8% As above As above 199 1,848

Netball 8% As above As above 198 1,838

Football/soccer 8% As above As above 194 1,805

Tennis 8% As above As above 186 1,726

Gymnastics 8% As above As above 183 1,703

Athletics, track and field (includes jogging and running) 4% As above As above 91 841

Early Years Services

Kindergartens

Number of 4 year olds participating in 4 year old

Kindergarten 100% % of all eligible children particpating in 4 Year Old Subsidised Kindergarten Aspirational service target of State and Local Government 164 1,533

Total number of enrolments in 4 year old sessional Kindergarten 74%

% of participating children (see above) enrolled at a Sessional Kindergarten service

Victorian Child and Adolescent Monitoring System (VCAMS), Department of Education & Training Based on indicator 31.4 Number of four year old kindergarten enrolments in a long day care or integrated children’s services setting for Melton: 26% (2015 data). 121 1,134

Number of Kindergarten rooms when proposed policy changes are

implemented 66

Number of sessional Kindergarten rooms required if 1 Kindergarten room accommodates 66 enrolments per week

ASR Research constructed measure assuming one kindergarten room is licensed for 33 places 1.8 17.2

Number of 3 year olds participating in 3 year old

Kindergarten 50% % of children participating in 3 Year old Kindergarten ASR Research constructed measure using data from other municipalities 82 767

Number of 3 year old groups per week 22

Number of 3 year old kindergarten participants per 3 year old Kindergarten group

ASR Research constructed measure based on typical group sizes operating in other municipalities 3.7 34.8


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Melton Township

Overlay Area

Maternal & Child Health

Number of MCH Full-Time Nurses 130 1 FT nurse per 130 children 0 years ASR Research calculated measure using actual Growth Area Council data 1.2 11.2

Number of MCH consulting units 1 Number of MCH consulting units required per FT nurse

ASR Research calculated measure using actual Growth Area Council data (2008) 1.2 11.2

Playgroup

Number of 2 hr playgroup sessions per week 50

Total number of children aged 0-3 years required to generate demand for a 2 hour playgroup session per week ASR Research constructed measure using Playgroup Victoria 12.9 120

Occasional Child Care

Number of occasional child care places 20.1

Total number people aged 0 to 4 years per licensed place

Victorian Planning Authority, Melbourne Metropolitan Community Infrastructure Assessment: Local and Subregional Rates of Provision (MMCIA). A provision rate of occasional child care places equal to that documented by the MMCIA report (2015) for Melton 40.2 375

Number of occasional child care centres 30

Total number of facilities required based on number of licensed places generated (see above)

ASR Research constructed measure based on a typical sized occasional child care facility. 1.3 12.5

Long Day Child Care Centres

Number of Long Day Child Care places 226

Total number of licensed places per 1,000 children aged 0 to 4 years

Victorian Planning Authority, Melbourne Metropolitan Community Infrastructure Assessment: Local and Subregional Rates of Provision (MMCIA). A provision rate of long day child care places equal to that documented by the MMCIA report (2015) for Melton 183 1702

Number of Long Day Child Care centres 120

Total number of facilities required based on number of licensed places generated (see above)

ASR Research constructed measure based on a typical large sized long day child care facility. 1.5 14.2

Community Centres, Meeting spaces, Neighbourhood Houses & Libraries

Local multipurpose community centre 3,000 Number of dwellings per local facility

ASR Research constructed measure typically applied in Melbourne’s outer growth areas. 2.0 12.7

multipurpose community meeting space seating capacity 130 Total number people per seat ASR Research constructed measure 106 769

Neighbourhood Houses


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Melton Township

Overlay Area

Number of Neighbourhood Houses 15,000 Total population per Neighbourhood House

ASR calculation of the total number of people in Victoria (2015 population estimate of 5.88 million) per Neighbourhood House in Victoria (approximately 400 in 2015). Based on data provided by the Neighbourhood Houses Victoria website (https://www.nhvic.org.au/) 0.9 6.7

Libraries

Number of library loans annum 4.9 Total loans per person Public Libraries Victoria Network, 2015-16 PLVN Annual Statistical Survey (2016), Melton City Libraries 67,723 490,069

Number of library visits per annum 4.4 Total visits per person Public Libraries Victoria Network, 2015-16 PLVN Annual Statistical Survey (2016), Melton City Libraries 60,812 440,062

Number of library facilities 1.6 Library facilities per 100,000 people

Victorian Planning Authority, Melbourne Metropolitan Community Infrastructure Assessment: Local and Subregional Rates of Provision (MMCIA). A provision rate for libraries equal to that documented by the MMCIA report (2015) for Melton 0.2 1.6

Education Enrolment & Facility Estimates

Primary Schools

Govt Primary Enrolment 60% % of 5-11 year old population Australian Bureau of Statistics, 2016 Census of Population and Housing, based on data for the City of Melton 647 6,117

Catholic Primary Enrolment 20% % of 5-11 year old population As above 220 2,083

Non Govt Primary Enrolment 10% % of 5-11 year old population As above 111 1,051

Total Primary Enrolment 90% % of 5-11 year old population As above 978 9,248

Govt Primary School 3,000 Total number of dwellings per facility Department of Education & Training 1.98 13

Secondary Schools

Govt Secondary Enrolment 54% % of 12-17 year old population Australian Bureau of Statistics, 2016 Census of Population and Housing, based on data for the City of Melton 486 4,226

Catholic Secondary Enrolment 20% % of 12-17 year old population As above 184 1,598

Non Gov Secondary Enrolment 13% % of 12-17 year old population As above 113 986

Total Secondary Enrolment 87% % of 12-17 year old population As above 783 6,807

Govt Secondary School 9,000 0.7 4.2

TAFE


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Melton Township

Overlay Area

TAFE Full-Time Enrolment (15 to 24) 2.8% % of 15-24 year old population

Australian Bureau of Statistics, 2016 Census of Population and Housing, based on data for the City of Melton 45 366

TAFE Full-Time Enrolment (25+) 0.5% % 25 + year old population As above 44 294

TAFE Part-Time Enrolment (15 to 24) 2.8% % of 15-24 year old population As above 45 368

TAFE Part-Time Enrolment (25+) 0.8% % 25 + year old population As above 81 536

Universities 216 1564

University Full-Time Enrolment (15 to 24) 15.4% % of 15-24 year old population As above 247 2,003

University Full-Time Enrolment (25+) 0.9% % 25 + year old population As above 89 585

University Part-Time Enrolment (25 to 24) 2.2% % of 15-24 year old population As above 35 281

University Part-Time Enrolment (25+) 1.1% % 25 + year old population As above 109 721

Primary & Acute Health Services 479 3,590

Number of public and private hospital beds 3.9

Number of public and private beds per 1,000 people

Australian Institute of Health & Welfare, Australian hospital statistics 2015–16 53 386

Number of public hospital beds 2.4 Number of public beds per 1,000 people

Australian Institute of Health & Welfare, Australian hospital statistics 2015–16 33 241

General practices 0.23 Number of general practices per 1,000 people

Victorian Government Department of Health, Metropolitan Health Plan Technical Paper (Outer West), May 2011 3.2 23

Dental services 0.09 Number of dental services per 1,000 people


Pharmacies 0.12 Number of pharmacies per 1,000 people


Projected hospital admissions 494.9 Hospital admissions per 1,000 people Victorian Government Department of Health, Metropolitan Health Plan Technical Paper (Outer West), May 2011 6840 49,497

Emergency presentations 248 Emergency presentations per 1,000 people

Victorian Government Department of Health, Metropolitan Health Plan Technical Paper (Outer West), May 2011 3428 24,803


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Melton Township

Overlay Area

Drug & alcohol clients 3.8 Drug & alcohol clients per 1,000 people

Victorian Government Department of Health, Metropolitan Health Plan Technical Paper (Outer West), May 2011 53 380

Mental health clients 10.2 Mental health clients per 1,000 people Victorian Government Department of Health, Metropolitan Health Plan Technical Paper (Outer West), May 2011 141 1,020

Aged Care & HACC

Aged Care

Number of residential aged care beds 78

Number of beds per 1000 people aged 70 years + Proposed Australian Government Planning Ratio by 2021 192 1,055

Number of Community Aged Care Packages 45

Number of Community Aged Care Packages per 1000 people aged 70 years + Proposed Australian Government Planning Ratio by 2021 111 609

Number of Community Aged Care Packages 2

Number of Community Aged Care Packages per 1000 people aged 70 years + Proposed Australian Government Planning Ratio by 2021 5 27

HACC Services

Total HACC clients 61.5 Total Clients per 1,000

Public Health Information Development Unit (PHIDU), Social Health Atlas of Australia: Victoria. Data by Local Government Area. Published 2018: July 2018. Melton Data 151 832


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Appendix 3 – Audit of Existing & Planned Social Infrastructure in Melton South Structure Plan Area


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Figure 8 - Location of Nearest Early Years & Youth Facilities

LEGEND


54

Figure 9 – Location of Nearest Education Facilities

LEGEND


55

Figure 10 - Location of Nearest Open Space Reserves within 1.5 Kilometres of Melton Train Station Precinct

LEGEND


56

Figure 11 - Location of Nearest Active Open Spaces and Recreation Facilities within 1.5 kilomtres of Melton Train Station Precinct

LEGEND


57

Figure 12 - Location of Nearest Existing & Planned Libraries, Neighbourhood Houses, Community Centres and Meeting Spaces

LEGEND


58

Figure 13 - Location of Nearest Acute & Community Health Facilities

LEGEND


59

Figure 14 - Nearest Justice & Emergency Services

LEGEND


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Figure 15 - Location of Nearest Residential Aged Care Services, Retirement Villages and Supported Residential Services (SRS)

LEGEND