Page 28 - Planning Group Induction Pack

Key stakeholders Relationship
Portfolio partners We collaborate with a range of statutory bodies such as the Victorian Planning Authority,
Victorian Building Authority, and Heritage Council to deliver on our portfolio objectives.

Commonwealth We are responsible for administering various commonwealth legislation such as the Historic
Government Shipwrecks Act 1976 and Environment Protection and Biodiversity Conservation Act 1999
and maintaining their respective intergovernmental agreements. We engage with the
Commonwealth and advocate for state planning, building and heritage objectives through
various forums and Senior Official’s Groups.
Central agencies We work closely with the Department of Premier and Cabinet and Department of Treasury
Finance in delivering on government policies such as housing affordability.
DEDJTR, RDV and We work closely with the Department of Economic Development, Jobs, Transport and
Project Authorities Resources (DEDJTR), Regional Development Victoria (RDV) and specific infrastructure
authorities such as North-East Link Authority and the Melbourne Metro Rail Authority to
facilitate planning and impact assessments and approvals to state significant projects such
as major transport infrastructure and those that support extractive industries.

Other government We support, input to and facilitate the delivery of other government departments and
departments and agencies priorities through some of our core programs such as delivery of Homes for
agencies Victorians, implementation of Plan Melbourne, the Government Land Planning Service, and
Public Housing Renewal Program.
Office of Suburban We work closely with the Office of Suburban Development to administer the Growth Areas
Development Infrastructure Contribution, and provide planning input to the six Metropolitan Partnerships.

Metropolitan and We provide planning support and input to the Metropolitan Partnerships and Regional
Regional Partnerships Partnerships which bring together state and local governments, and industry and community
leaders, to identify opportunities and deliver on the ground change to support communities
maintain their liveability.
International We continue to build on our significant relationship with China to strengthen our ties through
engagement the launch of the Victorian Government’s China Strategy in 2016. We are exchanging
knowledge on liveability and sustainability initiatives and managing the challenge of
population growth.

4.4 Customer and stakeholder intelligence

Customer and Stakeholder Intelligence research helps to inform our work to strengthen stakeholder
relationships, develop customer service and stakeholder skills and place the community at the centre of
everything we do.
The findings from the second round of research in 2017 highlighted a slight drop in the Planning Groups
reputation amongst customers, but a significant increase in its reputation with key stakeholders. Overall
there has been a positive shift in relationships and internal capability, but Planning has a way to go to deliver
the intended expectations outlined in the Community Charter.
Key actions for Planning to improve customer and stakeholder experiences:
• Embed Stage 2 Smart Planning changes to drive efficiencies within the Planning System; delivered using
values promised in our Community Charter and develop Stage 3 showcasing selected councils as
exemplar pilots.
• Plan and collaborate as ‘one team’ within the group, department, portfolio and key agencies to deliver core
services and future focused requirements. Create a ‘value proposition’ on how to do this and an operating
delivery model to underpin it; including:

– Showcase priority scheme review(s) as co-design collaboration exemplars
– Develop critical impact assessments for all priority/major work and consolidate into a Planning Group
Communications and Engagement Plan. Coordinate and prioritise group, department and portfolio
efforts against this including the use of ‘agile working groups’

Planning Group 15
Business Plan