[Agency Logo]
[Agency Title]
Land Assembly Plan
[Date]
Approval
Name/Title
Signature
Date
Chief Executive Officer
Chief Finance Officer
Senior Asset Manager
Other
Contact Officer
Name/Title
Email
Phone
Version Control
Version
Draft 1
Draft 2
Final
Date
Status/Action/Change
Approved By
Executive Summary
This section summarises the main results and advice from the land assembly plan
and lists the recommendations for which approval is sought from decision-makers.
Advice is provided on the:

context and strategic priority for land enhancements, acquisitions and
transfers over the next ten years;

agency’s existing and proposed land holdings for the short, medium and long
term, and why they will be important for the success of its service delivery
model;

why the proposed holdings would reflect cost effective investment in
government and private land; and the

next steps, such as for renewed stakeholder engagement, and the
development of an application for concept approval to improve an existing
land holding, or to acquire a new one.
The information in the remainder of the land assembly plan provides the
necessary backing.
Strategic Outlook
Overview
This section provides an overview of the future land component of an agency’s
service delivery model as outlined in its strategic asset plan; including both
existing land that should be retained and new land to be acquired.
A strategic asset plan clarifies the asset-related demand drivers, service delivery
objectives and model for an individual agency, and for the agency in cooperation
with others.
This provides the point of reference for a strategic approach to the land assets
that should be retained and enhanced, or acquired over the next ten years. For
example, if an agency intends to consolidate various facilities to a single location,
its land holdings will change gradually from small, scattered areas to a large
central location.
The land assembly plan does not repeat the detail in the Service Delivery Model
section of the strategic asset plan. Instead, clear advice is provided on the land
that will be needed, the reasons, and the timing for the transition from current to
future land holdings.
1
To support the proposed holdings and acquisitions, advice is provided on their
consistency with long-term State plans for urban and regional development; for
example, in terms of their proximity to, synergies with, and impacts on future
population centres, transport corridors and heavy industrial areas.
Questions

How consistent would each site be with long-term State plans for urban and
regional development? Why are any inconsistencies unavoidable and justified
in terms, for example, of the agency’s objectives, or the costs and benefits?
Evidence
Cross-references are provided to the parts of an agency’s strategic asset plan,
and to the State urban and region plans, that were used to define the land
holdings.
Land Elements
This part focuses on the individual, major elements in an agency’s future land
holdings that would be: retained; obtained from another agency; and acquired on
the private market.
By clarifying its major land sites well in advance, an agency increases the
prospect that it will acquire the right land on time at a fair market price and with
the greatest likelihood of achieving value for money. This in turn enables the early
preparation of well-targeted asset investment proposals in applications for concept
approval.
For each major proposal, a table similar to the following is used to convey the
essential aspects:
Site A
Details
Location
Size
Purpose
Special Attributes
(e.g. Access)
Timelines for Delivery
Consistency with
State Planning
Advice is also provided on the costs and benefits associated with each major land
element, as outlined in the remaining sections of this model.
2
Section One: Retained Land
This section focuses on the major land elements that an agency intends to retain
as part of its service delivery model.
The broad costs and benefits are explained. For example, the benefits may
include proximity to future growth centres, or the potential for development on-site
or on adjacent sites. Costs may include on-going maintenance of an unused part
of the land.
Questions

How would each site form an effective part of an agency’s service delivery
model over the short, medium or long-term?

Why should the existing land be retained and perhaps enhanced for future
use?
Section Two: Other Government Land
This section clarifies the broad benefits and costs of acquiring land held by other
agencies.
To complete this section, an agency contacts the Land Asset Management Unit
(in the Department of Lands) to check whether potential sites have been identified
for disposal by another agency. An agency also contacts other agencies that hold
land in the vicinity of its future land holdings.
Questions

What due diligence was done to check whether other agencies may have
suitable vacant, surplus or underperforming land?

Why are the most promising government sites not suitable; for example,
because a transfer would not be possible at a mutually agreeable time?
Evidence
Information is available on the liaison conducted with the Land Asset Management
Unit and other agencies to seek government land purchase opportunities.
3
Section Three: Private Land
This section focuses on the private land that may form part of an agency’s service
delivery model, and for which the investment of State funds would be required.
A compelling proposition is required, given the principle that private land should
only be considered if no suitable government land is available.
The imperatives and the broad costs and benefits are explained. For example, the
benefits may include the prevention of encroachments on land that will be
essential for future services, and the need to acquire the land before its value
escalates as projected by independent market analysts.
Questions

Why is the acquisition of private land unavoidable?

How will a fair price and value for money be obtained?

If available, should the resumption option (compulsory acquisition) be
considered now or later?
Section Four: Summary
This section summarises the land elements.
A pie graph is used to show the relative extent of the elements, for example, that
private land would be approximately thirty percent of the total. A brief explanation
clarifies why these proportions represent the most cost effective approach.
Questions
4

What percentage of the property portfolio will contribute directly to service
delivery in the short-term (1-4 years), medium-term (5-10 years) and long-term
(20 years)?

What proportion of the future service delivery model will be located on land
acquired from the private sector, compared to retained land and to
acquisitions from other agencies?

Why do the investment proportions reflect the efficient use of State funds?