Glen Waverley Central Car Park Redevelopment Alternatives
Glen Waverley Central Car Park (GWCCP) Community Engagement in Decision Making What is the state of good governance practice? 1. Decision making transparency 2. Community Engagement Quality Good Governance is embedded in Decision Making Transparency Community Engagement Integrity Transparent Council decision making is about: Community engagement integrity is about involving community to:
1. Considering all viable options 1. Understand all the viable options, including their proposals & Councils 2. Developing explicit decision criteria to choose a best value outcome 2. Provide feedback to inform Council decision making and shape the best value outcome Part A: Transparent Decision Making Transparent decision making shows: 1. The viable options 2. How & what decision criteria is constructed to be used to select the best value option 3. Recommends the best option, with a full
disclosure of the decision was made, plus its implementation schedule & risk management framework. 1) The Options Observed Current Land Use Council Chosen Option Green open space amenity JMMS Option Do Nothing Central Car-Park As is 2) Developing The Decision Criteria Community Responsive Decision Criteria
Weighting 1. Increases green open space 5 (highest) 2. 3. 4. 5. Retains GW public land Enables outdoor, open space & activity based town square use Mitigates growing car parking problem Enables intergeneration health & well-being 5 4
5 5 6. Connects people with nature and spirit, mind and body balance 3 7. Increases GW intergeneration liveability in alignment with Monash Garden City ambience 4 Other Decision Criteria 8. CALD responsiveness Feng shui/Vastu implications Supports diverse multicultural activities 9.
5 Creates multicultural identities and sense of place Reduces Asianisation developments in GW/Monash via compact & high density built forms 10. Benefits community first before developers & council 5 5 More Green open space amenities CALD Responsive & Community Come First
3) Choosing the Best Value Decision Evaluating Councils Decision Making One dev option involved Pre-determined in 2012 One funding option involved: Started Request for Proposal (RFP)s EoI phase No disclosure RFP is a procurement process to buy or sell, or both. Have breached or @ risk of breaching LG Act - Best Value Principles sections and
Primary Principle of Councillor Conduct Section 76B Part B: Evaluating Community Engagement Principle 1 Trust Do it WITH community Collaborate Community centred Council centred Control Mistrust Do it TO
community Principle 2 Do it WITH us, not do it to us! Tokenistic community consultation Informs premade decision Opinions can be discretionary disregarded IPA2 level Collaborate Informs decision making
Integrates in decision criteria & matrix to decide the Best Value Option Community Engagement Evaluation Qs Council centred Trust Do it WITH community Collaborate Control Mistrust
Do it for community Community centred Has council informed the community of one option? Or all other options ? Has council sought community feedback? Has council used the feedback to shape the decision criteria & matrix? Has council show the community how their feedback was used to select the best value option? Evaluation Findings Community engagement is Council Centred, hence deemed tokenistic, at most IPA2 Level CONSULT Good practice decision making requires decision making to be at least IAP2 level INVOLVE ; preferred by community to be at level COLLABORATE
Q: What is the state of good governance practice? and Consult Decision Making Transparency is about: Considering all viable options Understanding all the viable options, including their proposals & Councils Developing explicit decision criteria to choose a best value outcome Providing feedback to inform Council decision making and shape the best value outcome Collaborate
Empower? Next Step: What can be improved? Decision Making Gaps Community Engagement Gaps Discuss & Agree Action Items Appendix Supporting Details $ummary: Total Cost of Ownership (TCO) Amenity Green Open space amenity dev Underground car park amenity
Total Acquisition Cost Scenario 1 500 spaces $10 m Scenario 2 1,000 spaces $10 m $25 m for 500 spaces $40 m for 1,000 spaces $35 m $50 m Annual maintenance $40K
$80K Funding Options Drawn down from Councils $42m cash reserves and/or loans Raise long term bonds from Money Market Increase rates Raise revenue from charging car parking Council Cost Modelling & One Funding Strategy Lacking substantiated cost ballpark disclosure
One Funding Strategy only considered Cost Guesstimates with no modelling materiality Pending EoI responses would indicate ballpark estimates BUT RFPs EOI Invitation before C120 finalisation introduces investment risk for potential purchasers, who will negotiate down their offers for the public land dilutes best value outcome for community = this is a no no.
CALD Responsiveness Respecting their Beliefs & Values GWs Prosperity, Health & Happiness Luck Community Liveability Balancing Revenue Vs Liveability Priorities Apartment residents are mainly new settlers from China Offer them Australian standards of liveability Improve & sustain high liveability standards in all Monash Developers make more money from compact high density developments. Councils get more rates revenue from compact high density properties
Residents loses out on current & future liveability: New settlers live in smaller spaces Monash is one of 7 councils (10%) lacking in the allocation of open space for its population ( VEAC, 2011)
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