Overview
The core process presented in the following six steps outlines the spectrum of activities that constitute ‘taking a Movement and Place approach’ – from setting a vision to determining a preferred option for implementation. The six steps may be iterative.
Practitioners should aim to use existing work where possible and use the core process to elaborate on and complete the steps. Some of the required analysis or decisions may already have been completed as part of a previous strategic planning activity. For example, a business case needs assessment would cover Steps 1 and 4, while a strategic business case would complete Step 5, and a final business case, Step 6.
The core process set out here requires collaboration and also ‘design thinking’ – using spatial information in the form of network and place maps, overlays, comparisons and scaled options – to better understand the problems, opportunities, potential outcomes and solutions. This supplements other processes (such as business case processes) and should be used by practitioners working together in taking a Movement and Place approach.
The process should not be taken as preventing more integrated methods of working, including interdisciplinary practitioners, more workshops, co-design with joint practitioner teams, or co-design with the community.
Who is involved?
The core process uses a workshop model with a core team of practitioners leading the process and preparing analysis for discussion and refinement at those workshops. The process is scalable to smaller meetings or larger forums with break-out sessions. Those involved will generally depend on the stage and scale of projects as follows:
Core team
The core team composition may vary from individuals with interdisciplinary skills and design skills, through to specialist teams coordinated by a project manager, depending on the scale of the project.
Typically the core team skills would include:
- early stages – capability in community and stakeholder engagement, spatial planning and strategy (transport planning, strategic land-use planning, strategic urban design) and project management
- later stages – capability in detailed design actions (road design, urban design, landscape design), assessment and delivery (traffic engineering, land-use integration, structure planning, evaluation) and project delivery, management, and monitoring
Workshop and meeting participants
Workshops and meetings should include a balance of movement and place practitioners and relevant stakeholders, depending on the project, location, and extent of work already completed. Typically workshop participants would include:
- larger scale – core project team; representatives from all relevant local and State government agencies; other key stakeholders, including industry and community groups, local custodians and members of the local community; subject matter experts (~ 20 people)
- smaller scale – core project team including a representative from each key delivery agency and council as community representative (4–8 people).
Where possible, directly involve the community in workshops.