I’ve previously pointed out some of the areas where I think Melbourne 2030 was found wanting, so I’ll offer some thoughts on what the new strategy should be and do, starting today with what it should be.
First, it should be a strategy for managing the growth of Melbourne. It can’t just be a land use plan, limited to the Planning Minister’s domain. It has to take a multi-portfolio view because planning is only one force shaping the way Melbourne will develop over the next 20, 30 or 40 years. In particular, it must recognise the intimate long-term, two-way relationship between land use and transport, both public and private.
Second, it should positively embrace so-called ‘soft’ policies like regulation, taxation and marketing. It must not limit its perspective solely to ‘hard’ initiatives like capital works and zoning regimes. These are important because they’re long term decisions, but how Melbourne develops in the future will be shaped as much by how behaviour is managed as by what projects are constructed. There are, for example, a host of regulatory and taxation policies – e.g. road pricing – that can potentially have a profound impact on shaping the way the city develops (and not all of them are as politically fraught as road pricing). Some can obviate the need for capital works.
Third, it should focus single-mindedly on what can be done most efficiently and effectively through a growth management strategy. It should resist the temptation to ‘solve’ every economic, social and environmental issue confronting Melbourne. Sometimes what are seen as urban issues are more the symptom of other processes rather than the underlying cause – I’ve previously suggested that diversity is one such issue. It’s important that the strategy understands how it impacts on, or even exacerbates, variables like diversity, but close attention should be given to whether or not it is the appropriate vehicle to achieve change. Read the rest of this entry »