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Names of public realm locations in this document are for drafting purposes only and do not indicate formal naming of these squares.
Version 2, April 2012.
Contents
Executive Summary
1. Introduction
The Coburg Initiative’s integrated approach to urban regeneration offers an unparalleled opportunity to create a substantial city that truly builds the local community.

In 2002, Moreland City Council embarked on an extensive consultation with the community, businesses and stakeholders to produce the ‘Central Coburg 2020 Structure Plan’.  This Plan was adopted by Council in 2006 and provides the framework for planning proposals and major projects in Coburg into the future in recognition of its status as the Principal Activity Centre for Moreland. It is a holistic document developed within a triple-bottom line framework where decisions will be made following consideration of their social, cultural, environmental and economic consequences. 
Further work and extensive community engagement refined this Plan in respect of the core of the Activity Centre with the main aim of testing the commercial deliverability  of the Plan and establishing an implementation plan to achieve that end –this work is known as ‘The Coburg Initiative’.  The City of Moreland is seeking to develop alternative employment-generating activities to replace the loss of old style manufacturing and to re-establish a vibrant retail centre responsive to the changing nature of commerce, residential household profiles and local needs.
The Coburg Initiative’s integrated approach to urban regeneration offers an unparalleled opportunity to create a sustainable city centre that truly builds the local community.  The broad partnership and team structure create a unique opportunity to build on and draw out the creativity and commitment from the range of partners, and to guide the growth and development of Central Coburg as a regional shopping, living, employment and activity precinct; improving streetscape, character, quality of life and environment, encouraging economic expansion and improving transport infrastructure.
Figure 1. The Coburg Initiative study area.
The Coburg Initiative study area is approximately 40 hectares in size, of which 12.7 hectares is owned or managed by Moreland City Council.
This area includes:
Major supermarket chains; 
A variety of retail premises; 
Public transport facilities and services; 
Moreland City Council Municipal Offices; 
Coburg Primary and St Paul’s Catholic Primary Schools; 
Coburg Library; 
Coburg City Oval; 
Merri Community Health Services Limited; 
Coburg Leisure Centre; 
Churches representing a number of denominations; and  
Regional community services.
The Coburg Initiative is a unique opportunity for as much as $1 billion in new investments to enhance this offer and create a revitalized heart for Coburg which will celebrate and preserve the things that make today’s Coburg great but will also provide jobs, housing, services, investment, new business and retail. It will lead to improvements to the public realm and address safety and accessibility issues.  The Coburg Initiative focuses on new connectivity between people and their places of work, culture, sport, leisure and residence.  

Figure 2. Coburg Principal Activity Centre (Central Coburg) and TCI Boundaries.
The vision for Central Coburg in 2020 is to:
‘Develop as the prime shopping, living, employment and activity precinct in Moreland.  The centre is transformed into an attractive system of streets and spaces.  Central Coburg becomes a sought-after living environment, offering a range of housing choices, including high density housing.  Most people arrive at the centre on foot, by bike or by public transport.  
The provision of a range of services enables people to conduct a number of different activities based on the one trip.  Central Coburg is linked with networks of green space.’

To drive this vision 12 key principals have been established against which every element of The Coburg Initiative project will be assessed:
Central Coburg will revive and capitalise on its sense of place by – 
Recognising its history while building a strong economic future;
Connecting all its people and generating visible local pride and ownership of place;
Developing its cultural vitality and embracing entrepreneurship, creativity and innovation.
Central Coburg will support a vibrant, safe, diverse, connected and harmonious community by providing – 
A place that is economically and environmentally efficient, economically and socially equitable, and socially and environmentally healthy;
A pedestrian-oriented environment, with streets, laneways and other public spaces that are attractive, safe, inviting and lively and by maintaining a human scale, flavour and feel to Sydney Road;
Streets that serve walking, cycling, public transport, delivery vehicles and private vehicles in that order, and easy access to regular and reliable public transport services of all types;
In one accessible location, mixed use development throughout that includes a range of services and community and cultural facilities that reflect a growing and diverse community;
Residential development that is high density, diverse, accessible and adaptable, includes affordable and social housing, and gives housing opportunities to all people;
Both public and private developments and public spaces that are accessible and allow participation by people of all abilities and ages;
A feature of high-quality open spaces with more street trees and off-street plantings, landscape features and improved links between places to allow social interaction for all ages and circumstances.
Central Coburg will be an exemplar eco-city of the 21st century by – 
Harnessing the benefits of its close proximity to the Melbourne CBD and using its significant public transport links to strengthen Coburg’s role within the northern region as a Principal Activity Centre and increasing opportunities for people for work, study and play close to home;
Contributing to an excellent built environment through quality, sustainable design, development and stewardship and developing a reputation as a smart city.

Five Key Community Benefits Sought
The future vision for Coburg will evolve from a range of opportunities and constraints which are balanced, prioritised and tested in order to achieve the optimal outcome. In order to determine a ‘Sense of Place’ Framework for Coburg which best services its community into the future, the City of Moreland carried out a process of Investment Logic Mapping for The Coburg Initiative.
This process has identified the 5 key benefits that the Coburg community is seeking from The Coburg Initiative. These are graphically represented in the Investment Logic Map on the following page along with key drivers, objectives, enablers, and Key Performance Indicators [KPI’s] by which the success of achieving the desired benefits can be measured.
The Investment Logic Map, outlined on the following page, is a set of practices that allow :
The reason for the investment to be defined;
Shape the solution that will best respond to the needs; and
Track delivery of benefits throughout the lifecycle
The key benefits identified are:
Benefit 1: A strong local economy
Which will be achieved by:
Creating new jobs within Moreland.
Increasing retail floor space.
Increasing commercial floor space.
Encouraging new retail business to move to Moreland.
Investing in long-term social and physical infrastructure.
Benefit 2: Quality spaces and services for people
Which will be achieved by:
Providing quality, safe, welcoming public spaces.
Providing easily accessible, well-designed, flexible civic facilities.
Encouraging a diverse retail mix.
Providing appropriate and easily accessible community services.

Benefit 3: A great place to live
Which will be achieved by:
Enhancing community participation and engagement in social and cultural activities.
Encourage the expansion of the supply of appropriate, accessible, diverse, forward looking, flexible and affordable housing within Coburg.
Providing new dwelling.
Benefit 4: A connected community
Which will be achieved by:
Ensuring that residential stock meets regional housing statement targets.
Creating community spaces and programs which encourage social interaction.
Designing the Public Realm spaces in a way that encourages social activity within them.
Benefit 5: Leading environmental benefits
Which will be achieved by:
Managing to, and achieving world’s best practice with respect to building, utility infrastructure, transport and carbon emissions.
Encouraging alternative modes of transport to the car.
Incorporating specific pathways in and around the Activity Centre for alternative modes of transport.

2. The Case for Change - our key drivers
2.1 Strategic Role within the Region
Figure 3. Coburg’s location within Metropolitan Melbourne
In order to satisfy the key characteristics of a Principal Activity Centre there are a number of roles which Central Coburg must strengthen if it is to fulfil this status.

2.1.1 Melbourne 2030
Melbourne 2030 is the plan for the growth and development of metropolitan Melbourne.  It has as its main thrust, the objective to continue to protect the liveability of established areas and to increasingly concentrate major change in strategic redevelopment sites such as activity centres and underdeveloped land.  
Coburg has been identified as a Principal Activity Centre within this framework as it is a large centre with a mix of activities and well served by Public Transport. 
The location of Coburg, being approximately 8 kilometres from the Melbourne CBD with the Activity Centre covering an area of approximately 83 hectares incorporates arterial roads such as Bell Street and Sydney Road and is well serviced by public transport in the form of train, tram and bus routes.  As can be seen in Figure 3, Coburg is a highly strategic transport hub.
As a Principal Activity Centre, Central Coburg has an especially important role to play as a focus for community activity, services and investment and as such, has or should have the following characteristics:
A mix of activities that generate high numbers of trips, including business, retail, services and entertainment;
Be generally well served by multiple public transport routes and on the Principal Transport Network;
A very large catchment covering several suburbs, attracting activities that meet metropolitan needs; and
The potential to grow and support intensive housing developments without conflicting with surrounding land uses.
Central Coburg does not currently fulfil all of these Principal Activity Centre roles.  Its particular weakness is the limited mix of activities it currently offers, which severely constrains its ability to serve a very large catchment.  As stated, it is however, well served by public transport and has strong potential to grow and support intensive housing developments without conflicting with surrounding land uses.  
Combined with its potential to be able to meet a greater mix of activities, there is enormous potential for Central Coburg to successfully fulfil its role as a Principal Activity Centre.
Over the next two years the Victorian Government will be preparing a new metropolitan planning strategy to manage Melbourne’s growth and change.  The strategy will contribute to the overall vision for the State including links with regional Victoria.   The strategy will help guide Melbourne’s growth and change over the next 30-40 years.  It will give communities, businesses and local government the confidence, flexibility and certainty needed to make informed decisions about their future.

2.1.2 Melbourne @ 5 Million
There is increasing pressure on established areas like Central Coburg to provide employment locations and intensive housing development.
Released in December 2008, this complementary policy initiative established further directions for Melbourne 2030.  Projecting Melbourne’s population growth as reaching 5 million much faster than previously forecast has placed even greater emphasis on urban renewal and employment locations in established areas.    
State Government is working collaboratively with Moreland City Council to help the “inner north sub region” reach its full potential.  The emphasis of this work is on freeing up surplus industrial land located in and around activity centres, exploring how more housing can be accommodated along transport corridors, and improving public spaces to help stimulate private investment. 
In effect this has placed an even greater emphasis on maximising the potential of Coburg, particularly for intensive housing development.

2.1.3 Victorian Transport Plan
Network improvements relevant to Coburg are unclear and the need for 2 additional tracks on the Upfield line may be required.
The Victorian Transport Plan, announced in December 2008, is a $38 billion transport planning framework for Victoria and aims to integrate transport and land use planning to link employment, services and homes.  It was prepared in response to, and largely centred on, solutions to urban transport problems in Melbourne.
This Plan and Melbourne @ 5 Million bring together future transport and land-use decisions to: 
Increase development and job opportunities through transport investment;
Develop future housing in Melbourne’s established areas along the train and tram network; 
Invest in new transport links to promote more jobs closer to homes in Melbourne’s fast growing west and north; and
Support Melbourne’s growth areas with high capacity public transport links.
The Victorian Transport Plan has 6 main goals, which it aims to achieve through extensive expansion of the public transport network and road system and improvements made to existing roads and rail services as well as addressing changes in the way people commute to and around Melbourne and Victoria.  

Those goals and projects relevant to Coburg are:
Goal: Shaping Victoria – linking jobs, services and homes:
Increase development and job opportunities through strategic transport investment
Develop future housing in established areas of Melbourne along the tram and rail network
Goal: Linking rural, regional and metro Victoria – strengthening these connections so all parts of the State share in prosperity
Significantly increase regional passenger rail services by investing in new tracks, purchasing new trains and 
station upgrades (possible 2 additional standard gauge tracks to serve the north east regional and interstate passenger services) has been identified by VicTrack ( August 2010)and future option preserved within The Coburg Initiative area) 1
Goal: Creating a Metro System – taking practical steps to increase the frequency, reliability and safety of trains and trams, and move towards a Metro System
Deliver 70 new trains and 50 new trams to increase capacity (north, west and south-eastern lines up from 67 to 109 in busiest hours)
Upgrade key stations and provide more staff (part $80 m program)
$440m program to eliminate level crossings at critical locations
Recast timetables to make them simpler and services more frequent
Goal: Taking Practical Steps for a Sustainable Future – Moving towards a sustainable and lower emissions transport system to a support a greener Victoria
Linking urban planning and transport projects to reduce car reliance, where people live closer to opportunities to reduce the need for travel
Significantly increase bicycle paths (part $100m program)
There is clearly the potential for significant public transport investment to be made in the network supporting Central Coburg.  
Given the significant investment needed to occur in Central Coburg in order for it to fulfil its role as a Principal Activity Centre, such investment will be vital if Central Coburg is going to be part of the move towards a sustainable and lower emissions transport system.
Considerable investment by the State Government is being made to strengthen the public transport network. Such investment will be vital if Central Coburg is going to be part of the move towards a sustainable and lower emissions transport system.

2.1.4 Victorian Government’s Climate Change White Paper and Bill
July 2010, the Victorian Government released its Climate Change White Paper Taking Action for Victoria’s Future. The White Paper commits $329 million to ten key actions intended to drive down emissions, drive up job and investment opportunities and secure the future for Victorians as we transition to a low-carbon future. 
Central to the Victorian Government’s plan is a commitment to cut greenhouse gas emissions by at least 20 per cent by 2020 (compared to 2000 levels) and to cut emissions from brown coal power stations over the next four years (equivalent to the closure of two of the eight units at Hazelwood Power Station). In the same week the Victorian Government introduced a Climate Change Bill to Parliament that will make law the State’s emissions reduction target of at least 20 per cent by 2020 compared to 2000 levels (equivalent to 40 per cent 
per capita).

2.1.5 Melbourne’s North – The New Knowledge Economy
It is critical that the knowledge economy is embraced in Central Coburg and that education and training levels are increased to align the skills of residents and local businesses to ensure access to these new opportunities 
Melbourne’s North – The New Knowledge Economy (2009) report provides a detailed analysis of Melbourne’s North regional economy, together with recommendations and benchmarks that will support growth and quality employment outcomes for the region into the future.
This report has confirmed that Melbourne’s North is in the process of evolving from a manufacturing past to a culturally diverse region, characterised by:
new and emerging companies in the biotechnology, information and communications technology (ICT), automotive and food industries;
strong and successful collaboration between R&D facilities, education, government and business, leading to outstanding new businesses;
advanced high technology manufacturing; 
a multi-skilled workforce;
quick and direct access to the CBD, Port of Melbourne and Melbourne Airport ; and 
a strong sense of community.
Results from modelling show that between 1991 and 2006, Melbourne’s North held its share of Victorian gross domestic product (GDP) between 11.6% and 12.5%, but did not improve it.  Given the historical importance of manufacturing to Melbourne’s North and these sectors decline and restructuring, the region has done extremely well to maintain its share of Victorian GDP, which demonstrates an economy in transition, and an economy that is creating new foundations on which to build its future prosperity.
To maximise the future for the North, it is critical that the knowledge economy2 is used as a driver and spread as broadly as possible across the region. This means that smart businesses need to operate in the region, growing knowledge, skills and innovation. It also requires an increase in the number of highly skilled households, whose residents have a range of qualifications and skills, adding value to the region. Education and industry must also be further aligned to ensure a higher level of R&D, as well as training residents with the skills needed by local businesses. Retraining of unemployed residents is also a vital factor. The advent of the knowledge economy, which is primarily accommodated in offices, is increasing the need for office floor space across a range of sizes and in a variety of locations. 
The built environment should include smart office buildings, housing developments, business parks and incubators. Both businesses and households should be positioned to take advantage of a carbon-constrained economy and the opportunities presented by climate change.
The way in which communities are developed and how well they are located in relation to employment nodes will determine their sustainability from both economic and environmental perspectives.  Activity Centres increase in economic significance as the knowledge economy grows stronger, manufacturing declines and cities become more constrained because of population growth. 
In order for Central Coburg to be part of this required change there needs to be increasing emphasis on key sectors that will encourage a sustainable and viable future local and regional economy, namely:
The Education sector
Education provides the regional foundation for economic growth and productivity and is a critical component in meeting the goals of enabling greater knowledge intensification of industry and the higher skills of residents.  At the core of all opportunities for economic development in the region is the knowledge and skills of its residents. Schools play an important role in the economic development of a region as, apart from teaching excellence, schools can determine where parents choose to live. Local secondary schools are an essential part of creating and sustaining local employment, local spending and community development benefits.
Adequate provision of school infrastructure has also been shown to have direct links with the attractiveness of a location to international and interstate investors.   With access to local schools, families are better connected to their local community and will undertake more overall family activities such as sports, leisure activities and library usage.
Given the relatively low skills of some residents there is a strong case for increased investment in, and development of, education at both school and tertiary level including:
Currently there are only two high schools within the immediate Coburg area, both select entry schools being Coburg Senior High School and Preston Girls High School.
RMIT University and LaTrobe University provide tertiary education in Melbourne’s North from their campuses in Brunswick (Dawson Street) and Bundoora.  They have a role assisting with regional integration of learning and research, to assist the local community towards better employment prospects and give industry improved access to highly skilled workers.
NMIT currently delivers 640 programs through its campuses in Melbourne’s north located at Greensborough, Heidelberg, Epping and Preston.
TAFE is Victoria’s major training provider for the automotive, aerospace, polymer and transport industries and is the States’ largest provider of traineeship and apprenticeship training with locations in Moreland, Coburg, Broadmeadows and Craigieburn in the North. They also have a role assisting with regional integration of learning, improving local employment prospects, and improving industry access to high skilled workers.
The training, education and industry sectors need to work closer together to develop training programs whilst industry needs to consider the training and education sectors in its planning and development, including encouraging work placements and using education providers’ networks.
Education is a lifelong activity and given the decline and restructuring of the manufacturing industry in Melbourne’s North, a greater training effort for older workers is critical.
Construction Sector
Despite the economic downturn there will be opportunities in construction, including infrastructure developments and the retrofitting of commercial and domestic buildings to improve their environmental sustainability. 
Sustainable buildings of the future will be more energy and water efficient through improved design and extensive use of innovative green systems, equipment and appliances.  Tradespeople involved in design and construction will need new knowledge and skills to fully realise the potential of leading construction techniques, advanced materials and green technologies.   Ongoing training and up-skilling of construction workers and trades will play an important role in improving the regional competitiveness of the construction industry.
Health Sector  
The development of health clusters should encourage growth in specialist services.  The strategy for the region will be to increase the depth of services available locally and the consolidation of the practice specialisation of major hospitals. 
Training and ongoing education is also an important part of the mix – cancer research, medicine and the aged and rehabilitation are among the disciplines in which the region has built knowledge, skills and competitive advantage.
Business Services Sector
The development of business services, and increasingly specialist business services is essential if the region is going to increase the knowledge intensity, export and innovation capacity of its business sector.  
Business Incubators
The region’s enterprise or business incubators include the Brunswick Business Incubator, the La Trobe Technology Enterprise Centre and the Darebin Enterprise Centre. The regions incubators provide an opportunity to grow a range of new businesses and successful new businesses moving out of incubators need to be accommodated locally.

2.2 Local Economic Structure
2.2.1 Workforce
The local employment opportunity ratio (ratio of local jobs to residents in the workforce) is unacceptably low compared to other metropolitan Councils at 0.50. 
A relatively low proportion of Moreland working residents actually work in Moreland with around 17% or one in six, as compared with one in three in Wyndham or one in four in Bayside, for example. The vast majority of Moreland residents in the workforce travel outside the municipality to work in adjacent or nearby areas such as Melbourne, Hume, Yarra, Moonee Valley, Darebin, Port Phillip and Brimbank. People who work in Moreland but live outside the municipality travel from a similarly wide area that ranges from municipalities in the west, such as Moonee Valley, Brimbank and Maribyrnong, from the north, such as Hume, Whittlesea, Banyule and Nillumbik, and from the east and south, such as Manningham and Yarra. 
The local employment opportunity ratio (the ratio of local jobs to residents in the workforce) of Moreland is low compared to most other municipalities in metropolitan Melbourne. Continuing employment loss in major industries and urban consolidation has continued to reduce this ratio from 0.57 in 1996 to 0.50 in 2006, which is of the same order of magnitude as dormitory municipalities like Glen Eira and Manningham, and also semi-rural municipalities like Yarra Ranges and Cardinia.

Moreland’s resident labour force is approximately 60,000 and half the number of jobs are provided by local employers. Of the 30,000 jobs required to achieve full containment, more than 17,600, are in industry sectors that can be appropriately provided in a Principal Activity Centre.
Based on the 2006 Census, the difference between the jobs provided and the work Moreland residents are engaged in (shortfall) is outlined in Table 4 on the following page.   Key shortfalls of jobs in industry sectors that can appropriately be accommodated in a Principal Activity Centre exist in the areas of:
Professional, scientific and technical services (3,562 job shortfall)
Education and training (3,030 job shortfall)
Financial and insurance services (2,495 job shortfall)
Accommodation, cafes and restaurants (2,353 job shortfall)
Health care and social assistance (2,149 job shortfall)
Public administration and safety (2,066 job shortfall)
Retail (2,028 job shortfall)
While it is recognised that the choice of employer is largely a very personal decision a greater match between the jobs sought by residents and jobs provided by local businesses will greatly enhance Moreland’s ability to improve the local employment opportunity ratio.  A targeted approach to job creation will have more success in opening up opportunities for the Moreland resident workforce and the greatest potential demand is in those sectors outlined above. 

						

						

						

						

						

						

						

						
Figure 4: Moreland Labour Force and Employment
The current provision and mix of jobs in Central Coburg and immediate surrounds3  is summarised below and further highlights the mismatch between the jobs sought by the resident workforce and those currently on offer.
Figure 5. Employment (Jobs)
Note: Manufacturing in the area includes printing, photographic & scientific equipment and furniture making.	(Source: REMPLAN) 

The total employment in the Coburg Initiative Area is 3,149 jobs, with the top industry sectors of employment being retail trade, health and community services, Government administration (almost entirely local government), property & business services and education.  A significant number of jobs need to be added to this provision if Central Coburg is going to raise its position as the primary employment precinct in Moreland and assist in moving the gap between the job supply and local resident workforce supply.
Coburg residents are becoming increasingly better educated and now access a wider range of occupations currently in under supply in Coburg. 
As can be seen from Figure 6, adjacent Coburg residents are becoming increasingly better educated enabling greater access to a wider range of jobs and industry sectors.  Coburg now has a greater proportion of University graduates than the Moreland average (22.7% compared to 21.4%) and the proportion of residents in Coburg who now have post-school qualifications (Diploma, Certificate, Degree or higher) has increased by 31% since 2006.
The occupation of residents in Coburg has also changed over the past ten years. Accompanying an increase in the proportion of managers, professionals, and community and personal service workers, has been a decrease in the proportion of technician and trades workers, clerical and administrative workers, sales workers, machinery operators and drivers and labourers.

Figure 6. Moreland Resident Occupations  (Source: 2006 ABS Census) 

							

Coburg Central 2020 Structure Plan
Concept Plan Low
Concept Plan Medium
Concept Plan High
Table 15. Proposed Land Use Yields for 4 Scenarios

						

						

						

Table 16. Activity Centres Weighted Employment Distribution 

						

						

						

						

						

						

					

										

										

										

3. Economic Transformation
A key element of the vision for Central Coburg in 2020 is to develop as the prime shopping, living and employment precinct in Moreland.  In achieving this vision, those key principals most relevant will be:
Recognising its history while building a strong economic future;
Connecting all its people and generating visible local pride and ownership of place;
Developing its cultural vitality and embracing entrepreneurship, creativity and innovation;
A place that is economically and environmentally efficient, economically and socially equitable, and socially and environmentally healthy;
In one accessible location, mixed use development throughout that includes a range of services and community and cultural facilities that reflect a growing and diverse community;
Residential development that is high density, diverse, accessible and adaptable, includes affordable and social housing, and gives housing opportunities to all people; and
Harnessing the benefits of its close proximity to the Melbourne CBD and using its significant public transport links to strengthen Coburg’s role within the northern region as a Principal Activity Centre and increasing opportunities for people for work, study and place close to home.
In fulfilling these principals the key community benefits sought are:
A strong local economy,
A great place to live, and
A connected community.
To achieve the vision, principals and community benefits, substantive change is required.  To drive this economic transformation the following goals and objectives have been established. 

3.1 Goals and Objectives
Based on the preceding analysis the following goals and objectives have been established for The Coburg Initiative:

			

			

			

			
3.2  Precincts
3.2.1  Precinct 1: Station Precinct & 
Sydney Road

3.2.2  Precinct 2: Bell Street North
3.2.3  Precinct 3: Civic, Cultural, City Oval 
& Environs

		

		

		

		

		

		

		

		

		

		

		

3.2.4  Precinct 4: Russell Street & Environs
3.2.5  Precinct 5: The Boulevard & Environs

		

		

		

		

		

		

		

		

										

										

										

										

3.2.6 Community 
The yields proposed under the previous precinct discussion provide for a range of activities that also support a preferred approach of clustering activities in The Coburg Initiative to achieve 6 important hubs of community infrastructure:
Hub 1 – Local Community Hub, a place where local open space, meeting spaces, access to information and schooling is provided within walkable access.
Hub 2 – Information and Learning Hub, a place where access to information, library services, meeting spaces, community education and post school education is possible.
Hub 3 – Cultural and Spiritual Hub, a place that provides spaces for reflection, meeting spaces, performance and exhibition spaces, large events, and respects cultural and spiritual diversity.
Hub 4 – Health and Wellbeing Hub, a place where health and outreach services, community support, legal services, affordable recreation/leisure opportunities and family focus is provided.
Hub 5 – Active Recreation Hub, a place where indoor and outdoor recreation, low cost recreation opportunities, and activities for young people and families is provided.
Hub 6 – Workplace Neighbourhood Hub, a place where the community can genuinely work, reside and recreate (live work and play) in the one location.
Social sustainability is the investment and use of social resources to meet the need of current generations without compromising the capacity of future generations to realise their aspirations. The social sustainability of Coburg requires foresight in planning to ensure that investment in social infrastructure facilitates just and equitable social outcomes now and into the future. Additionally, the established communities within Coburg must not be disadvantaged or displaced by the development of the centre.
Social planning objectives have been developed to guide decision-making with respect to the planning and provision of social, recreational and cultural facilities and services in Central Coburg. These reflect existing state and local policy directions and the findings of the research and consultation process undertaken to develop the social and cultural needs assessment. The objectives have been developed to support an integrated approach to planning and service delivery and to ensure that key social values inform future initiatives.
Social planning objectives for Central Coburg 2020 include:
integrating municipal and regional community services that will support the role of the centre as a community hub;
developing the role of the centre in building community capacity and creativity through access to space, resources, knowledge and learning;
planning for sustainable models of service delivery, that are effective in the delivery of identified social outcomes and responsive to changing needs over time;
optimising the use of public space for informal leisure and social interaction;
providing opportunities for the expression and integration of cultural heritage and identity;
providing multi-modal access to the centre (i.e. planning for the use and integration of different types of transport into the centre);
optimising pedestrian and cycling connectivity of the centre with surrounding areas; and
supporting the value of social diversity through the housing, service and facility mix provided in the centre.
These objectives acknowledge the complementary roles of the centre as a focus for civic and community activity, both through the provision of facilities and services and the design of public spaces to support community interaction. The principals support key state and local policy objectives to improve the integration, flexibility and efficiency of social infrastructure, and imply a partnership approach to future initiatives.  
Identifying Community Infrastructure Needs
In determining the future needs of Central Coburg, a Social, Cultural and Leisure Needs Assessment has been completed.  An initial assessment based solely on population benchmarks has revealed a number of priorities for community infrastructure in Coburg.  Refer Appendix 5.1 for a full assessment
High priorities for Coburg Central are:
Kindergartens
Arts spaces
Playgrounds
Public secondary school; and
Spaces for young people
Medium and long term priorities are:
Halls, meeting spaces and a community centre
Public primary school
Maternal and Child Health Centres
Sportsground
Youth Resource Centre for the municipality
Planned activity groups and activities for older citizens
These priorities will need to be assessed in relation to capacity, demand and policy directions in detail however a strategic approach to community infrastructure delivery will involve:
Linking Coburg with surrounding areas and consolidate the service and facilities
Providing access to information through all community facilities
Providing meeting spaces that are flexible enough and are appropriate scale to meet a range of needs and functions
Providing more health services and family and children’s services
Providing more youth and family friendly spaces
Creating safe, sustainable and culturally sensitive spaces
Increasing capacity for library services
Improving standards of ageing facilities, including disability access 
In addition to those projects identified in the Public Realm and Infrastructure Strategy that will address this strategic approach, the following projects summarised in Table 26 to follow are therefore necessary. 
Key Decisions
1.	Regional Facilities
A key function of a Principal Activity Centre is to offer activities that serve a metropolitan or regional function.  To this end a number of Council community facilities have been identified as appropriately serving such a function, namely; City Oval, Coburg Leisure and Aquatic Centre, Coburg Library and Town Hall and Civic Centre.  
The options outlined for these facilities (outlined Table 26) recognise that Council has resolved to keep City Oval in its current form and therefore operating as a regional sportsground.  Locations for additional sportsgrounds and/or alternative regional sportsgrounds have also been identified.  
The next key decision is to confirm Council’s desire to establish a regional leisure and aquatic facility.  As this cannot be accommodated in the current configuration of City Oval a decision to establish such a facility requires either an alternate site (identified as Murray Road) or the reconfiguration of City Oval.  If the existing local facility is retained this means that reuse options for other high priority facilities such as child care and senior citizens facilities will require purpose built facilities on alternate sites.
The brief for the library and Town Hall and Civic Centre have been prepared to serve a regional service function.

2.	Confirmation of priorities
Sequencing of the provision of Council’s new and /or refurbished community facilities is clearly an important factor that has the potential for flow on implications for land assembly and staging.  For this reason Table 26 outlines the suggested sequencing of projects and preferred location for each facility.  Ultimately this will inform future financial modelling for these projects.  
To assist in this sequencing it is also important that capacity to temporarily locate facilities is enabled.  The creation of multipurpose facilities at the Court House and City Oval Pavilion will assist in creating this capacity.

										

								

								

									

		

										

										

									
				
3.3  Land

3.3.1	Transaction Strategy
As outlined earlier Council holds a number of existing key land parcels in The Coburg Initiative area. In managing the future development of this land, Council has indicated its preferred approach is to retain ownership to provide an ongoing funding stream for the operation and maintenance of the Coburg Initiative area. In the current market, Council is exploring sale of land for residential activity. This is likely to utilise strata titles. As a result, it is likely that a mixture of approaches will be required to deal with this land.
Added to Council’s preferred long term land management approach is the need to retain significant parcels of space for the purpose of public car parking provision (outlined in detail in the Public Realm and Infrastructure Strategy)  . As significant areas of basement car parking for public purposes are required under virtually every Council owned land parcel, Council will seek to retain ownership of this layer of the development. In effect the new opportunity is to develop above these parcels.  Each development will be assessed on a case by case basis in order to maximise the benefit to Council and the community.
3.3.2  Land Staging

4. Expected Outcomes
4.1  Economic Impact
4.1.1  Methodology

		

		

		

4.1.3  Output Impacts 
4.1.4  Value-Added Impacts
4.2  Community Benefit
4.2.1 Quality Diverse Housing