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Enhancing Performance-Based Activity Centre Planning for User-Driven Decision Making

This document explores a transformative approach to performance-based activity centre planning, emphasizing user-driven decision making. It advocates for a deeper understanding of success metrics, user dynamics, and future performance goals. By defining success in measurable terms and acknowledging the changing landscape of users, functions, and scales, planners can create effective strategies that address real-world impacts. The focus is on enabling better decision making, planning for diverse user needs, and fostering resiliency amidst evolving social and economic contexts.

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Enhancing Performance-Based Activity Centre Planning for User-Driven Decision Making

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  1. Performance Based Activity Centre Planning Opportunities for user-driven decision making

  2. Performance-Based Activity Centre Planning • New paradigm • Performance oriented • Requires an understanding of what success is…. • A vision

  3. Old School • Compliance • Retail Scale • Existing network capacity • Hierarchy • Defends the status quo • “Pleasant Mediocrity” Effectiveness Decision Rules Metrics Vision Function

  4. Performance-Based Activity Centre Planning Context Change in users, function and scale Future vision of performance Performance goals Solutions to respond to impacts Impact on context

  5. Vision • Defining success in a way that can be measured • Change in • User Mix • Function • Scale

  6. Planning for people • Existing and future • User Mix • Residents • Workers • Visitors • Enterprises

  7. User Mix  Function • Meeting the needs of users • Function = Drivers + Capacity • Policy often tries to predetermine future function based upon: • Existing capacity of network • Existing capacity of centre • Anticipated capacity constraints • Not a hierarchy

  8. Drivers of user behaviour • Land use planning’s strength is developing capacity to respond to drivers of user’s behaviour • Reflexively thinking we can control behaviours = trouble • Drivers bigger than governments and developers • Trends (e.g. savings rates, cost of fuel) • Discontinuities (e.g. internet retail) • Encourage and mitigate • Intervene where necessary (evolution/revolution)

  9. Performance Context ✔ Change in users, function and scale ✔ Future vision of performance ✔ Performance goals Solutions to respond to impacts Impact on context

  10. Measuring Performance • Actual performance can only be measured retrospectively • But we can • Set performance goals • Measure capacity to meet goals • Assess potential impact of specific solutions against goals

  11. Pracsys Performance Metrics • Intensity • Diversity • Employment • Accessibility • Maturity • Urban form

  12. Performance-based decision making • Opportunity to support better AC decision making • Opportunity to better define transport performance in supporting AC development • Solutions must respond to a vision! jmcfarlane@pracsys.com.au

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