Step 6 – Strategies, opportunities and priorities

The most significant part of the strategy comes with the development of strategies and priorities to meet the gaps identified Step 5. There are a number of ways to meet gaps in provision. These include, but are not limited to:

  • Better use of existing spaces (efficiency measures)
  • Converting or adapting existing space (change of use)
  • Strategic land acquisition to improve linkages or increase capacity of existing space;
  • Integrating and colocation with other services/users;
  • Using new technologies and enhanced design (installing lighting to extend times that facilities can be used, using artificial services to reduce maintenance costs and time);
  • Providing more indoor facilities that can be used throughout the year rather than being subject to weather or seasonal vagaries;
  • Rationalising facilities by identifying poorly used and/or located spaces; and
  • Identifying future requirements to provide guidance to developers on site provision and development.

The WAPC’s Draft Liveable Neighbourhoods 2015 (LN15) provides standards for POS provision as part of Element 1 Community Design, Element 5 Public Open Space, and Element 6 Education. In addition to these minimum standards, consideration needs to be given to local factors such as population size, demographics, barriers to access, local needs and trends in demand and usage, as defined in step 4 in the adequate, standard POS provision definition. Step 6 is the opportunity to determine how best to implement both adequate and aspirational POS delivery.

The POS strategy provides an opportunity to provide more detailed guidance should be developed in the context of:

  • The strategic objectives of the organisation (i.e. environmental, economic, social, health, active cities);
  • Future development considerations (i.e. urban growth and density);
  • Future public open space provision opportunities;
  • Statutory constraints on open space provision;
  • Industry and regional trends in open space planning;
  • Whole of life costs/sustainability projections;
  • Climate – shade/sun/water;
  • Local materials and character/sense of place;
  • Maintenance requirements; and
  • Budget planning for parks crews.

In addition consideration should be given to different partnership and management models including:

  • Identifying joint and shared use opportunities with schools, colleges and universities;
  • Seeking cross boundary or regional coordination between groups of Local Governments (regional council);
  • Partnering with community groups to manage POS, particularly urban bushland.

The findings of the analysis in each of the previous stages will identify a series of short, medium and long term priorities for action. Actions may be community wide or tailored by facility or program type, or for different user groups. They should also be considered at different geographic scales. Priorities will be determined by reference back to the strategy context, goals and objectives and the needs analysis.

Continue to: Step 7 - Implementation