IMPORTANT: The ICTC Society will not be providing abstracts in paper format at the conference. This Book of Abstracts is based on the Final Program revised on 18 June 2015
ICTC Mainstreet 2015 Book of Abstracts For Oral Presentations
www.ictcsociety.org Oral Presentations Abstracts – Wednesday, 22 July 2015 Session 2:
Official Opening and Keynote Presentation
0830 - 1030
Downtown Austin. Youth, music, innovation and tacos. Molly Alexander Associate Director, Downtown Austin Alliance, Texas, U.S.A. Austin is one of the youngest, largest, and fastest growing cities in the United States. The friendly, laid back atmosphere, tolerant and accepting nature, and refreshingly youthful vibe continues to attract people to the State Capital of Texas. From its claim as the Live Music Capital of the World, to its growing foodie scene with upscale restaurants and over 1,200 food trailers, Austin is experiencing a renaissance. The exploding downtown area has emerged as ground zero for the city’s high-tech start up community. New investments in innovation and the creation of a new medical school and teaching hospital promises to marry research, health care, and economic development to the local community and serve as a model in the United States for what is possible through public-private partnerships. Although the city and downtown are not immune to the growing pains of traffic, transportation, and affordability, the opportunity exists to take its youthful, manageable feel and create a new model for the 21st century.
KEYWORDS: Austin, Youth, Music, Innovation Bringing Wollongong Back Professor Edward Blakely Founder and Chair Future Cities Collaborative
To come
Session 3A:
Placemaking
1100-1300
Vital Signs – how to get the local edge Jo Kelly Director People, Place and Partnership 0404 868602 jo@ppandp.com.au
Understanding what is actually happening in a centre is not only critical but essential. Looking at market analysis, consumer behaviour, local and global trends, consumer satisfaction, local conditions, and information overtime to determine how best a local centre can respond is often not considered holistically. Who effects decisions in a centre? Who is responsible for managing change? How can this change be measured?
Jo will present an insightful talk on how town centres, main streets, city centres and small businesses can thrive in a changing market. Jo has been working closely with local council’s and small businesses in Sydney over the last decade to demystify the challenges of operating in the main street. Successfully delivering a Business 101 Series on behalf of the City of Sydney for the last 4 years, as well as a keynote speaker at Better Business Partnership talks Jo will draw on this knowledge providing insightful hot tips from a depth of strategic place planning expertise to help town centres to “get the local edge”
KEYWORDS: town centre evaluation, trends, town centre healthcheck. Is place measureable? The value proposition for place making Kylie Legge Place Partners, Australia 02 8065 7401 kylie@placepartners.com.au
With place making rapidly becoming a mainstream profession there is increasing pressure to deliver measurable benefits from the process. Many measurement tools are complex and in themselves time consuming and expensive. Kylie will review existing tools and data, and share Place Partners most recent independent research and place audit tool. The big question is can city makers, developers and asset managers actively plan for the relatively intangible qualities of place? KEYWORDS:
place making, measurement, metrics
The nuts & bolts of creating high performing and well loved places Gilbert Rochecouste Placemaker, Village Well, Australia T (03) 9650 0080 gilbert@villagewell.org This inspiring and practical session will explore the successful tools, processes and techniques that have created some of the most loved and successful places in Australia. Questions explored include how do we deliver a compelling vision? How do we build partnerships? Everybody wants a great place, but how do we overcome the blocks and deliver the goods on a small budget? How do we inspire retailers and motivate property owners to participate in the delivery and activation of the vision? For the following case studies, an outline of how the 5 P’s of Placemaking (Village Well’s critical lens for understanding place) were implemented will be presented. Participants will be given simple tools of how to create a successful Place Activation Program and “how to’s” to overcome the blocks. Three recent case studies will be explored: 1.
Imagine Murray Bridge- An impressive and successful town centre renewal program that engaged and mobilised over 500 community members to activate their town centre. Over 100 ambassadors were trained to become Placemakers. (This project won the SA Premiers Prize for Community Engagement). The place activation process will be described including: • Facilitating visioning workshops to understand the needs and aspirations of the community;
• •
2.
Developing a public and private partnership model between Murray bridge council and Burke Urban to fund the renewal strategy; A small wins process to implement low cost and high impact strategies to build momentum within the community.
Darling Quarter (Birth of a New Place & Icon)– Darling Quarter is a highly activated and curated destination and has become one of the most popular attractions in the Sydney CBD. The place activation process will be described including: • The retailer engagement process; • Training in place management and curation for the Centre Manager; • The place activation plan to activate the day and evening economy; • Creating key rituals and wow factor events.
3.
Brookfield Place (Perth CBD)– Brookfield Place has become a vibrant precinct for locals and visitors, which has catalysed the renewal of the Perth CBD. The place activation process will be described including: • A place story and positioning that informed the masterplanning and physical design for the site; • A strategic leasing mix and night-time activation plan; • Place management and place curation directions.
KEYWORDS: Place Activation, Great Places, Localisation, Place Branding Get your Arts into Gear: How to Maximise Place Value using Arts and Technology Jason McFarlane Principal Consultant Pracsys Economics
Arts events play a significant role in successful, vibrant places. Performances, exhibitions, festivals and public art contribute to the stories, memories and rich history that define the culture of our local places. This value is difficult to demonstrate through ticket sales and attendance numbers alone. How are people affected? What value do they derive from their experiences? What social objectives are achieved? Mobile and web-based applications can now play an important role in ascertaining real-time usergenerated big data that provides a framework for better project prioritisation and funding decisions. Crucial to this are metrics and tools that capture feedback on the impact of arts and culture for audiences and the wider community. This enables the public to share their views and opinions on cultural experiences. It delivers value to state and local government funders, arts organisations and institutions such as libraries by allowing them to process public, peer and self feedback, providing a user-based justification for investment. Drawing from the Western Australian State Government’s Public Value Measurement initiative, such a framework has been developed, and is now being supported by the UK’s Nesta Big Data Digital Research Fund. ‘Culture Counts’ is being used by leading cultural organisations around the world to measure and understand people’s connection to place. This presentation will draw from the experiences of this initiative to provide practical case studies and learnings that will challenge attendees to consider how they understand, assess and articulate the value of their own places.
KEYWORDS: Culture, value, experiences, big data, evidence
Session 3B:
Activation
1100 – 1300
Backlanes, Bars & Bespoke Businesses – Nurturing the success of a city’s Finegrain Robyn Simon Business Precincts Manager, City of Sydney Council, Australia T: 02 9265 9307 M: 0429 127 534 E: rsimon@cityofsydney.nsw.gov.au
The buzz word in place-making circles today is “the finegrain”. What is it, how can it boost the local economy and how might a city or town centre achieve it. Sydney’s Finegrain Program was one of the first of its kind in Australia. It has been the catalyst for over 80 small bars and bespoke businesses locating into the central city, creating 230 full time and 330 part time jobs and changing the shape and character of the city’s laneways and back streets to achieve international acclaim. This presentation focuses on the elements of the program (from strategy to delivery, the transformation of underutilized spaces to the attraction of small bespoke enterprises and mentoring). It also encompasses learnings and tips on promoting and nurturing the environment to achieve ongoing success. The finegrain revolution is a topic at the heart of many conversations in towns and cities across Australia. This presentation aims to inspire others on how they may be able to capitalise on this key social trend to secure economic advantage for their town or city.
KEYWORDS: Finegrain, placemaking, catalyst, revitalisation, laneways. Setting the structure for successful place activation Alisha Baker Senior Placemaker, Village Well, Australia T: 03 9650 0080, E: Alisha@villagewell.org
Ai Ogawa Senior Placemaker, Village Well, Australia T: 03 9650 0080, E: Ai@villagewell.org
Similar to the seasons, mainstreets and public spaces undergo natural cycles as the surrounding environment, social trends and people around them change. We travel down south to Hobart to discuss Village Well’s process to assist Council and State Government with two activation projects of varied scales - the first, a ‘micro’ public space and the second, a new mixed-use precinct nestled in Hobart’s historic waterfront. We will explore how our team assisted the community to re-engage and re-imagine Collins Court, one of Hobart’s most underused public spaces and a place purposefully bypassed by the locals. We will then discuss our collaborative process to boost the evolution of Evans Street to become a new mainstreet as part of the Macquarie Point development. Through temporary activation ideas (including partnerships with MONA and University of Tasmania School of Art) and longer-term strategies, the revitalisation of Evans Street will help to create an enhanced mainstreet experience and connection between the city and Australia’s most southern working port, the waterfront and the lesser-known frontage of the famous and historic IXL building housing University of Tasmania School of Art.
The presentation will explore a range of engagement processes used by Village Well to set the structure for the implementation of successful place activation ideas as well as tools to empower the community through participation and ownership. The aim of both projects were to bring together key stakeholders for the first time, to develop a robust shared vision and series of locally unique activation ideas to welcome new and existing visitors. These dedicated projects planted the seed for the reactivation of these prominent public spaces. The discussion will include key lessons learnt, primarily the role of ongoing support from Council and the dayto-day nurturing of place by the locals. Key findings and methods for successful engagement will be discussed, from in depth on the ground place audits to practical tools to extend conversation with a broad range of audiences. Skills in prioritisation of ideas and getting quick-wins (low-cost, high impact ideas) up and running will also be explored.
KEYWORDS: Activation, engagement, empowering, shared vision. Active Spaces in Darebin Business Development Unit City of Darebin Sarah Poole Active Spaces in Darebin Darebin City Council 274 Gower Street Preston Victoria 3072 T: 0407 813 776
Wendy Dinning Coordinator Business Development Darebin City Council 274 Gower Street Preston Victoria 3072 T: 8470 8416
We will share the Active Spaces in Darebin ‘renewal’ model which works directly with landlords and real estate agents to utilise vacant properties and make them available to artists and, creative, businesses. We will then outline why Darebin needed to develop such a Program, i.e. Reduce the number of, vacant shops. Address the complaints about decreased amenity, increased graffiti, vacancies, posters and vandalism. Build and incubate sustainable opportunities within the, creative, business, and community sector. Open channels of communication between landlords, real estate agents and Council. Develop the ‘Made in Darebin’ concept CONTENT We will share the achievements of the Program. Some of these include: Facilitated 18, pop-up, businesses, with 6 extending leases & 5 signing long term leases. 53 artists in vacant, shops. 25 media articles. 250 enquiries in 2013/14. Generated 60, jobs, $67,000 in rent. National recognition, with peak industry bodies Mainstreet Australia and Economic Development Australia.
We will then ‘unpack’ the unique aspects of this Model and elaborate on why it is reaching such success. This includes: Developing a suite of resources for, creative, businesses. Employing a Project Officer with both, business, and, creative, industry experience. Developing an expanding network of interactive communication between Active Spaces and, creatives, across Darebin. Encouraging community to support our new, businesses, via visitations, purchases, sharing feedback. Incubating our, creative, businesses, while they manage ‘real costs’ without long term commitments. CONCLUSION We will gather this information and explain how the Model was developed, how it works on the ground, how it can be set up by other organisations.
KEYWORDS: creative, business, pop-up, vacant shops, jobs. Port Macquarie Council: A Journey in Place Making Lucilla Marshall Port Macquarie Hastings Council, NSW Australia (02)65818063 (02) 65818123 lucilla.marshall@pmhc.nsw.gov.au
Julie Priest Port Macquarie Hastings Council, NSW Australia (02)65818480 (02) 65818123 julie.priest@pmhc.nsw.gov.au
Christine Bannister Port Macquarie Hastings Council, NSW Australia
(02) 6581 8624 (02) 6581 8033 christine.bannister@pmhc.nsw.gov.au The presentation will talk about Port Macquarie Hasting Council’s journey into Place Making which was introduced it as an organisational philosophy on 1 July 2014. A Place Making Team has been establish and are just starting to work with our community. We launched Place Making with our community through a series of pop up events. The events allowed Council to work with local traders and businesses to develop relaxed events that encourage communities to share their ideas of place and find some place champions to work with in the future. Over 1000 people attended the events. This has also enabled us to look at how we are engaging with the community and how to develop more co-creation initiatives within our Local government area. We are also working on a number of pilot projects, from our small rural communities and towns to activating public spaces, foreshores and CBDs in our larger populated areas. During this time we worked on a number of sneaky guerrilla projects that will spark the interest of our community including art installations, pop up engagement exercises, and enhancements to otherwise uninspiring infrastructure. We are also just getting ready embark on a new campaign that will further excite our community about their place through a film competition and social media campaign. We would love to share our journey so far, explore the issues, roadblocks and successes we have had in the discovery of Place making as an organisation and a community.
KEYWORDS: Place Making, Co-creation, Place Champions, Community Engagement, Pop-ups
Session 3C:
Transport/Accessibility
1100 - 1300
People, Places and Parking Steven Burgess Principal, MRCagney T: +61 438 787 008 E: sburgess@mrcagney.com
Parking is a hot topic in Main Streets, and there is a lot of confusion about the best way to handle it, which is more often than not impacting on the performance of our main streets. In this presentation, Steven will discuss the genuine impacts of dealing with parking in different ways enabling Councils, place managers and traders to make more rational decisions on its use. Specifically he will discuss: What are your favourite streets & why? The Main Street – who spends money and why? Perceptions of parking Walking and driving Main Streets – what’s the difference? Parking demand – who generates it? Parking supply – where does that come from and who decides? High levels of supply – what happens then? Low levels of supply – what happens then? Who pays for the parking spaces? How do I make changes if I’m not where I want to be with parking?
KEYWORDS: Parking, vitality, place, change. New Travel behaviours don’t just happen: residential and workplace travel planning Alice Woodruff UrbanTrans, Australia T: +61 432 171 188 E: woodruffa@urbantrans-anz.com
Newcastle’s East End is a precinct set to grow with a major residential-led mixed use development. How can you make this a great place for more people and not a traffic-congested centre? This same question arises for most residential and commercial infill developments in Australia’s major centres. A range of measures are needed to support a reduction in car travel to these centres but what’s often left out are the designed interventions, planned as part of the development, that help foster new active travel behaviours. The right mix of uses, parking restrictions, urban design and available public transport will inherently shift more people to walking, cycling and public transport. But new habits aren’t always intuitive, when people are used to driving they will continue to look to that option even for travel to a new work or residential location. UrbanTrans’ transport strategy for the Newcastle East End; a residential travel plan for a 600 apartment development in Melbourne; and a workplace relocation to Macquarie Park Sydney are three case studies presented to demonstrate the contribution travel plans have to supporting new travel behaviours. These travel plans are designed and implemented as part of the planning process and have targeted actions tailored to residents, retail and office employees.
KEYWORDS: behaviour change, travel planning, active travel Creating Streets for People: Evidence + Partners = Boldness
Karen Mildren Yarra Ranges Council T: +613 9294 6336 E: k.mildren@yarraranges.vic.gov.au
Nigel Smith Yarra Ranges Council T: +613 9294 6299 E: n.smith@yarraranges.vic.gov.au
Do you work in a sub-urban, peri-urban or rural context? Do your densities of activity work against traditional notions of street vibrancy, perceptions of safety, walkability, growing economies or a quality public realm? Then this presentation is for you! How do we work more collaboratively, aspirationally, and with technical expertise and limited budgets? Take a walk with Karen and Nigel from Yarra Ranges Council as they show you the Lilydale Pedestrian Project which has received awards and accolades for its ‘can-do’ collaborative approach and outstanding results in creating and connecting places for people. Lilydale lacked pedestrian safety and connectivity between areas to the point where people would drive between shops instead of walking and over half of car trips were for distances less than 1km. The aim of this paper is for attendees to leave equipped with tools that deliver innovative place making in commonplace contexts. It will do this by outlining project management and case study examples that challenge conventional approaches to creating liveable and loveable places. A participatory action research model was used to gather objective evidence and invite the community into the project. In doing this, the new infrastructure was supported through behaviour change in the community, leading to higher levels of equitable access along with safety, social, health, economic and environmental outcomes. This collaborative partnership approach encouraged the project to take bold risks with amazing and sometimes unexpected results. The Lilydale Pedestrian Project was a great journey with a great destination!
KEYWORDS: research, traffic, pedestrians, safety, design Understanding the changing nature of Passive Recreation Conrad Grayson Registered Landscape Architect AILA/Principal Director of Sym Studio Pty. Limited (Place Making, Urban Landscape Design & Landscape Architecture) M: 0410134310 T: 2 8411 2734 E: grayson@symstusio.net The nature of recreation is rapidly changing and the demands on public open space is ever increasing; higher densities, smaller private gardens, greater cultural diversity, changing trends and an aging population is having a great influence on where and how ‘city dwellers’ choose to spend their spare time. Traditionally our public open space was designed to control nature, provide protection and to fulfill folly and fantasy. The idea of a quite stroll through the park with manicured lawns, clipped hedges and flower displays has been supplemented with the desire for the hustle and bustle of main streets, transportation hubs, shopping centre’s and road verges. A food-fueled society seeking out cafes and restaurants while continuously connected - receiving directions, reviews and social interaction via informatics. The demands on our main streets or eat streets is therefore far greater – the passive recreation function of our parks and gardens is transposing into the urban nervous system of our cities. Street trees, rain gardens, seating walls, water features, projection screens, playspace, sculpture, greenwalls are all attempts to soften the hard edges of built form, traffic, noise and congestion to provide a level of protection, distraction and respite while still being part of the action. Passive recreation in out streets is not keeping up with the intergenerational demands. There is not a single solution however when our company (sym studio) looks to recondition a site, we always take a step back and visualize each new activity centre as a blank canvas where we have the opportunity to
use the tools of design to strip out the clutter and reveal the ‘essence of place’ something beautiful but perhaps previously unseen before we apply each new layer of amenity. The greater the amenity-diversity the wider the appeal. As landscape architects we have a universal toolkit that looks at the quantitative and qualitative impacts of ‘who’ and ‘how many’ we are providing for. Design principles include the contribution to prosperity and livability; Capturing the ‘Essence of Place’; Creative opportunities for 8 to 80 year olds; Providing a range of experience including spaces that provide prospect and refuge; alternatives for inclusive access; practical and robust surface materials for harsh conditions and soft furnishings for cognitive rejuvenation. Understanding recreation amenity is critical to the successful programming of spaces. We focus on two age specific categories with quite different needs and priorities – both critical to the success of a place as a whole. 1/ Teens & young adults (Gen Z) 2/ 50 to 80y.o (Builders + Baby Boomers)
KEYWORDS: Trends, Passive Recreation, Open Space, Activity Centre’s, Retirement Living, Dementia Sensitive Design.
Session 3D: 1520
City/Urban Revitalisation
1350 -
Revitalise Geelong: A creative approach to market adversity Hilary Rutledge City of Greater Geelong, Australia T: +61 3 5272 4168 E: hrutledge@geelongcity.vic.gov.au
As Victoria’s largest regional city, with industries in transition and booming residential growth, the need for the revitalisation of Central Geelong has never been more important. At the start of 2014, Council adopted the Central Geelong Action Plan, a plan that identifies key actions and catalyst projects that will fundamentally reshape the city. The Action Plan builds upon Vision 2, a partnership project undertaken by the Committee for Geelong, Deakin University, State Government and the City of Greater Geelong, which sought to achieve a shared vision for Central Geelong and generate ideas about projects, strategies and opportunities that would shape the next 20 years of the City’s growth. The vision for Central Geelong is as a smart, thriving 21 st Century City. The Central Geelong Action Plan identifies a program of priority actions and projects to be delivered over the next 15 years. The actions are targeted at stimulating activity and investment and creating an attractive and accessible environment. Ambitious targets have been set, including doubling the residential population to 10,000 people, increasing the number of jobs by 9,000 and achieving a conversion of 25% of C and D grade office space to a higher use. While publicly-funded place-making and public realm initiatives are an important component of the Action Plan, working with the private sector and key institutions is the key to achieving these goals. Council has adopted a multi-pronged approach, including working with State Government to leverage development through the use of publicly-owned land, partnering with business and landowners to deliver improvements to the public realm and built form and a number of de-risking initiatives to create a more attractive investment and development environment. Overseen by the Central Geelong Task Force, a Committee established under Section 86 of the Local Government Act (1989), Geelong is on its way to turning the grand vision into reality.
KEYWORDS: town centre; regeneration; revitalisation; liveability; challenges .
Filling the “Hole in the Donut” – Creating a Heart and Soul for Ku-ring-gai’s Town Centre Andrew Watson Member Planning Institute of Australia Director Strategy and Environment, Ku-ring-gai Council, Australia T: 612 9424 0817 F: 612 9424 0870 E: awatson@kmc.nsw.gov.au
Ku-ring-gai is no different to many middle ring councils in Australian cities; it has to do its bit for urban consolidation. Development of medium density housing has occurred at the edges of Ku-ring-gai’s town centres. Often on relatively cheaper, easier to consolidate, large lot residential land that has been upzoned. In town centres where it is more difficult to consolidate viable sites for redevelopment given existing small lots or fragmented ownership, it is the “planned” mixed use sites which are often slower to redevelop, leaving a hole in the donut. Worse still, there is often considerable pressure for redevelopment for residential use only, bypassing the opportunity for other uses which might create more active and vibrant town centres. So what does a Council do when the market is unwilling or unable to create the vibrant, activity filled town centres which were part of the sales pitch for getting urban consolidation in the first place? It steps in and does the job itself. Council has commenced a number of transformational projects in its town centres which will see its own significant land holdings, generally in the form of at grade car parks, transformed. The $20 million Lindfield Green project will result in the construction of a new park/civic space in the heart of Lindfield within 50 metres of the rail station. On the western side of Lindfield, Council is proposing to convert a car park into a community hub including a new branch library and community facility, full line supermarket and specialty shops, commuter parking, apartments and a new civic square. Council has initiated a similar project for the centre of Turramurra. These projects represent models for other councils to provide new facilities and valuable open space with little or no draw on general revenue.
KEYWORDS: Place making, urban revitalisation, projects in partnership. Collaborative Revitalisation – The Story of Wollongong City Centre Bridget Jarvis Wollongong City Council, Australia T: 02 42277455 E: bjarvis@wollongong.nsw.gov.au
Andrew Carfield Wollongong City Council, Australia T: 02 4227 7111 E: acarfield@wollongong.nsw.gov.au
City revitalisation is an aspirational idea, driven by big strategic ideas that are often hard to link to practical actions. How does local government, with competing priorities, limited resources and an ever reducing capital budget drive revitalisation in a Regional City? The story of Wollongong City Centre is not unique – but it is inspirational. A Council ready to try new ideas; work with industry to deliver change, challenge internal process and take learnings from other
cities to deliver revitalisation. In 2014 Wollongong City Council made a conscious decision to focus city revitalisation from the perspective of the people, a leap from the 2007 vision of tall buildings and large infrastructure investment. At the same time Council has just completed the refurbishment of the Crown Street Mall. Working collaboratively with Gehl Architects to develop a tool to assist in critical decision making, and, importantly, to measure change over time – Council has developed Wollongong Public Spaces Public Life. Hear from the staff who are putting the plan into action and developing activation initiatives, as they speak candidly of the challenges, opportunities and learnings presented by this approach.
KEYWORDS: Place Making, City Centre Revitalisation, Consultation, Liveable Cities, People First Approach, Collaborative Planning, night time economy
Recreating the heart of Melbourne’s East Councillor Nora Lamont City of Maroondah T: +61 428 394 581 F: +61 3 9298 4411 E: nora.lamont@maroondah.vic.gov.au
Located 23 kilometres east of Melbourne CBD, Ringwood is a suburban centre in transition, with over $1.2 billion of private investment committed to renewing Ringwood’s liveability. Innovative, tripartite placemaking models have been at the core of Maroondah City Council’s approach to creating liveable, loveable communities and public spaces. In response to extensive community engagement spanning over a decade, a truly integrated and master planned urban design approach has been employed to drive, manage and leverage investment outcomes positioned around the landmark $575+ million renewal of the Ringwood’s Town Centre precinct with first-class transport, retail, commercial and community infrastructure. Ringwood Town Square, the largest public town square in Australia outside of a CBD, will set a new standard for civic amenity and citizen engagement, featuring generous public spaces for an integrated mix of activities, alongside exceptional retailing and contemporary dining, truly re-energising Ringwood’s urban centre. Realm, Council’s new, fully integrated library, learning and cultural centre, forms a key element of the Town Centre development, with the state-of-the-art regional facility incorporating distinctive design, innovative technology and fully integrated service provision. The Victorian Government’s $66m upgrade of Ringwood Station and Bus Interchange, one of Melbourne’s busiest, provides a direct public transport connection for the Town Centre, Ringwood Town Square and surrounds. Council’s development of the new $52.2m state diving centre, Aquanation, along with award-winning open space and connections improvements solidify Ringwood’s position as the heart of Melbourne’s East and one of most exciting urban destinations to live, work and visit.
KEYWORDS: Urban, renewal, community, engagement, placemaking
Session 4A:
Engagement and Partnerships
1400 - 1515
Translating Beautiful Dreams into Messy Reality: Marrying Creativity, Conversation, Strategy and Action to Make Liveable, Loveable Places Sunny Haynes Partner, Hello City, Australia T: +61405 710682 E: sunny@hellocity.com.au
Sharing stories of our work in developing new approaches to citymaking, practical tools and tips, stories of spectacular success and spectacular failure, including: • Understanding the power of ideas • All-of-city conversations that generate insights, momentum and accountability • Action learning approaches that bring plans to life • The critical role identity plays in place and how to capitalise on it • New kinds of partnerships for delivery • Gamification and other creative and inspiring approaches to engagement We will share case studies from around the world of dynamic, innovative and effective approaches, interventions and projects. We will also share the lessons we’ve learned from some of our recent projects, including: Shaping Wollongong, which engaged the whole of the city in a conversation about the future, generated countless ideas & catalysed activity at grassroots, cross-sectoral & strategic levels Reservoir Identity Study, which uncovered the unique strengths of the main streets of the suburb and identified the specific actionable strategies that would protect, enhance and promote them Picture Watsonia, which defined a strategy for the transformation of the heart of the area by reimagining the planning process as a multi-step evolution rather than a single plan Connecting Greater Bendigo (Integrated Transport and Land Use Strategy), which facilitated a conversation about the trade-offs and tough decisions needed to agree a meaningful shared vision and values for the future of the city
KEYWORDS: citymaking, engagement, ideas, placemaking, strategy Place and the disengaged majority Vivienne Holloway Manager, Economic Development and Tourism, City of Victor Harbor Alivia Odey Award Recipient 2013 T: 0417 774 954 E: vivienneholloway@y7mail.com
Greg Mackie (OAM) Place Making Consultant, Former CEO, Place Leaders Asia Pacific Ltd , Founder – Adelaide Festival of Ideas, Executive Director, Ageing, SA Health at Government of South Australia, Deputy Chief Executive, Cultural Development and Departmental Affairs at Department of the Premier and Cabinet South Australia , Acting Chief Executive, DPC at Government of SA Department of the Premier and Cabinet Executive Director, Arts SA, Department of the Premier and Cabinet at Department of the Premier and Cabinet , Co-proprietor and Managing Director at Imprints Booksellers , Elected Member at Adelaide City Council T: +61 402 890 598 E: greg.mackie@me.com
We all know that at the very core of place-making is authenticity – a sense of identity and values to which a community can ascribe. a shared attachment to place that is well informed by the community, and a plan that the community will embrace. Most places, and especially regional places with a significantly older community, have a very vocal minority, but a disengaged majority – that is generally deeply suspicious of their local government. How then to develop a place brand and strategy that IS authentic, representative of the community, and likely to enhance community cohesion and idenity? How can a local government engage the disengaged majority, and get the community engaged from the start? A case study of a place-making consultation framework from Victor Harbor, a regional sea-change community in South Australia with the second oldest median age in Australia. Victor Harbor was South Australia’s favourite seaside tourist destination for over 100 years, but, over time, it had lost its sense of place. In 2014, the Council, along with a team of “Community Champions” embarked on a journey to help the community find it again.… KEYWORDS: Place, engagement, regional, consultation
A building in the city should not be a full stop; nor a pause; but an opportunity to start a fire. Susanne Pini Principal and Director, Retail + Mixed Use Inspired by a desire to do more than simply create a building, the GPT Group’s Wollongong Central
becomes pivotal in creating a truly catalytic urban transformation for Wollongong. The built form connects the northern and southern parts of the city via a five level, “Public Street” knitting together existing and future parts of the city. Fundamentally this development is about connection; connection to place; connection to light; connection to the city. Quintessentially, the Illawarra is a region characterised by a unique dichotomy—a perception of a tough and gritty town defined solely by its history as a steel town and then a rich, almost achingly beautiful landscape held tightly between the rainforest clad escarpment and the Pacific Ocean. This friction defines the architecture of the building; a heroic, engineered and precise outer shell reflecting the manmade. This shell unfolds to an interior scape; warm, organic and sensual, which celebrates the natural. A soaring five-storey timber “street” with undulating forms evokes the escarpment; the curve appears to open and close the aperture of sunlight, permitting light and shadow to fall. This connection of the built form out (rather than the typical inward looking model) was vitally important in establishing a cohesive response to the life of the street and, then, of the city. Testament to its success the development has been awarded two international awards by Architizer – (the Jury and People’s Choice awards) and is currently shortlisted for WAF, DEA and AIA awards. This presentation will discuss a rich and evocative story about local engagement and all the lessons learnt along the way.
KEYWORDS: Session 4B:
Marketing and Managing Main Streets Delivering and measuring digital success
1400 - 1515
Jodie Reyntjes Executive Officer/ Central Geelong Marketing/ Australia T: 61 3 52724841 F: 61 3 52724860 E: jreyntjes@geelongcity.vic.gov.au
In 2013-14, Central Geelong Marketing developed and commenced the delivery of a new digital strategy to engage customers and deliver benefits for business operators within Central Geelong through the improved use of technology. The strategy involved the development of a smart phone app for Central Geelong as well as web, mobile, social media, email and database management. The strategy also identified the need for resourcing from a staff and device perspective to ensure effective content and time management. This paper will provide details on the development of the strategy, successes and challenges of its implementation including the smart phone app and examples of how effective digital resourcing can bring measurable benefits to trader associations and town centre marketing groups. In 2014, the Central Geelong Smart Phone App won a Mainstreet Australia Award for Digital Connections and made it to number 11 on the Appstore iPhone Free Business Apps for Australia. KEYWORDS: Digital, Communications, Smart Phone App, Marketing, Social media.
Sunshine Short Film Festival creating a successful event with no money or grant Bruce White President, Sunshine Business Association T: 0429 076 426 E: brucewhite@westpac.com.au
In 2012, the Sunshine Short Film Festival (SSFF) was created by the Sunshine Business Association as a means of using creative art and cinema to engage with the youth of Sunshine, adults, elderly and the non-English speaking members of the community to tell their sunshine stories each via a short film running no more than 5 minutes. It was used to give the youth an outlet, allow adults and elderly members of society to embrace technology and for new arrivals to portray their Sunshine experiences and to market Sunshine beyond a local audience via the multimedia and the internet. For the first two years, this event was delivered without any Council or government Grant. It has unearthed raw, local talent that has put Sunshine on the map for the right reasons. Sunshine is collecting exposure nationally and internationally. The SSFF has strengthened connections between business and the community, opened a market for the community wanting to know about their community and is opening people’s eyes on the benefits of the arts and multimedia. The SSFF is a people’s event. Using the power of people, combined with the goodwill of businesses and education resources, this presentation will demonstrate that a Business Association does not need money to deliver a successful event.
KEYWORDS: place making; partnerships; marketing; business associations; events; technology; night time economies; multimedia.
Collective approaches to marketing and management of main streets – Getting it right! Nicole Maslin Executive Officer - Mainstreet Australia, Economic Development Officer - Banyule City Council T: 0403 230 412, E: nicolemaslin@optusnet.com.au
Henry Ford said that ‘Coming together is a beginning. Keeping together is progress. Working together is
success. These three ‘togethers’ rely on a number of factors and for main streets, very often a business association and the local Council are at the core of these factors significantly impacting and influencing approaches to marketing and management of the main street. Businesses working together for the collective benefit of a main street or precinct can produce tremendous positive outcomes, as experienced by many active business associations throughout Australia and overseas. With increasing challenges being faced by traditional retailers, the rise of alternative formats – including the Internet and changing consumer preferences – now, more than ever, business association activation can be a key factor to success, vitality and sustainability. Creating activated, engaged business associations is not easy and keeping together to achieve success often requires strong leadership, processes, frameworks and resources plus a fair amount of relationship development and role understanding between the association and Council Business associations are good for businesses providing a powerful, collective voice through which to advocate to Council, and grow business and investment. This presentation will focus on some of the critical elements to collective approaches to marketing and management and provide best practice examples from Associations and Councils of what is working, what is not and what is being achieved.;
KEYWORDS: marketing, management, business associations, councils, benefits of working together, best practice
Session 4C:
Business Improvement/Funding Partnerships
1400 - 1515
Projects and services in partnership in Canberra’s CBD– how has the City Centre Marketing and Improvements Grant benefits the CBD of the nation’s capital Jane Easthope CEO Canberra CBD Limited Australia Kindred organisation to the Canberra Business Chamber and Property Council Australia (Canberra) T: (02) 6162 4292 M: 0448 484 855 F: (02) 6162 1189 E: jane@inthecitycanberra.com.au The purpose of Canberra’s City Centre Marketing and Improvements Grant (and levy that funds it) is to deliver projects and services over and above ACT government obligations. 565 commercial property owners pay the levy with most passing it onto their tenants. Canberra CBD Limited has been operational since 2007/08 when the levy was first collected by ACT Treasury. Annual payment is subject to satisfactory progress reports, annual reports, business plans and strategic plan specified in the Deed of Grant. The not-for-profit Company receives between $1 to $2 million per annum. Both Canberra CBD Limited and almost all Directorates in the ACT government share a common goal of increasing economics and pride in the CBD of the national capital. This presentation will highlight the value added by Canberra CBD Limited to creating the CBD with strong points-of-differences compare to other town and capital regional centres. Complex relationships reliant on strong links with direct shareholders and stakeholders determine the approach and outcomes to using unleased territory land and leased land for major events, cleaning and graffiti removal, capital works and the testing and advocacy for game-changing planning such as Capital Metro and City to the Lake. The CEO will share lessons learnt, successes, plans for the future and projects and services that may not have not occurred without Canberra CBD Limited. KEYWORDS: Business Improvement District, Partnerships
Absolutely Positively Suburban – A journey in Wellington, NZ Roger Tweedy Principal Enterprising People
In 2003 the Wellington City Council released a new Retail Policy document which dismissed the suburbs in one paragraph which basically said "this is a policy for our Central City and we believe the 'suburbs' will look after themselves. This set to action a 'suburban fight back' culminating in a new BID (Business Improvement District) policy and the first BID in "Miramar Peninsula" (or "Wellywood" being in the heart of the NZ Film industry) being established in 2014. As a player from the start, Roger Tweedy who originally worked for the City Council as a "place basedplanner, will present his version of a story that draws learning and reflections over more than a decade. Roger, a long time local economic development facilitator, will conclude that 'community rebuilding' is the key to suburban renewal and how local leadership in partnership with local government is key to chieving success. Two of Roger's professional interests will come to the fore in the presentation - those of "future ways of working" especially in local community environments and the impacts of workforce ageing on communities and SME's. Reflections on innovation within an LG organisation, building a supporting community leaders and how new models of working eg. Social Enterprise may impact in the future. Key learnings will include ; • Identifying and supporting local leadership • Understanding different ‘time-frames’ between community & govt • How the ‘plan’ can be flexible to changing motivations and demands on key people • Creating enthusiasm and fun • Ensuring all stakeholders are engaged • COMMUNICATION, COMMUNICATION, COMMMUNICATION . KEYWORDS:
Transition to successful partnerships with Business Improvement Associations in the City of Newcastle Mr Gregory Fenwick Economic Development Coordinator, The City of Newcastle EDA (NSW) SPN Board Member T: 61249742471 E: gfenwick@ncc.nsw.gov.au
Newcastle is experiencing significant change which is affecting the basic fabric of the societal heritage of the City. The City Centre has been the focus of much of this attention and the largest Business Improvement Association in the City, known as Newcastle Now, has been front and centre with a number of projects. The advantages offered in a transition from a Committee of Council to a Business Improvement Association (BIA) have been recognised throughout the city in 5 town centres where BIAs are well established. Most profoundly the CBD based BIA has taken on numerous partnerships and become involved in a myriad of activities aligned with the basic aims of the association; i.e. the promotion and improvement of the City. The presentation will describe the transition of the City through a large scale urban renewal process,
supported at all levels of Government, and the effect of strong-willed decision making by the State Government. The ability and willingness of the independent, incorporated bodies at the helm of the BIAs to involve local businesses and the community in the building of partnerships to improve the local scene has been an uplifting experience. This is now having a profound effect in the planning of city wide strategies for place improvement, marketing activity and destination management activities. Throughout the transition to a well-functioning BIA model the trust that has been developed amongst all partners has contributed more than any other function to widespread success. KEYWORDS:
Session 4D:
Town Revitalisation
1400 - 1515
Burt Street Heritage Precinct Project Don Burnett CEO, City of Kalgoorlie-Boulder, T: 0890219631, M: 0408931119 E: ceo@ckb.wa.gov.au,
In 2009 the City developed a town centre strategy for Burt Street. This is one of 2 CBD areas in the City. Burt Street was suffering from retailer neglect and was in decline. The strategy had 2 main outcomes that relied on substantial expenditure. The first was a streetscape upgrade, which the City did for approximately $1.5m. The other was the need for the building facades, parapets and verandas to be refurbished�. There were 43 shops in private ownership with many in a very poor state of repair and they presented poorly. The City engaged a heritage architect to review each of the shopfronts and to show what the shop looked like 80 – 100 years ago in their heydays. Fortunately virtually all of them were there original shops which allowed for the opportunity for the street to be revitalised by recreating it as it was with the authentic buildings being restored. In 2010 there was an earthquake in the City that affected a number of properties, however it gave the City the impetus to seek State Government support for funding to undertake this project. The City secured $3.2m in Royalties for Regions funding and then contributed $1.2m of its own funds to allow the project to be undertaken. No funds were used for earthquake repairs. No property owners were asked to contribute. This project has seen the parapets, facades and verandas replaced or refurbished to their former glory. Already economic and tourist activity is returning and the City is now working with the Chamber of Commerce and Small Business Development Corporation to work with businesses on their ongoing sustainability.
KEYWORDS: Burt, heritage, facades, Small towns revitalisation: Golden Plains, Golden Streets Perry Mills AILA Registered Landscape Architect Perry Mills & Associates Landscape Architects/ Victoria, Australia T: +61 428 848 646 E: perry@perrymills.com.au
Paul Ryan Golden Plains Shire / Victoria / Australia T: +61 478 197 199 E: pryan@goldenplains.vic.gov.au
Placemaking in regional areas requires a particular approach to create great outcomes. Attention to listening carefully, being responsive, going the extra mile to demonstrate that great outcomes happen through working together, and that they can happen now. This project brought together a self-confessed ‘dream team’ of consultants to inspire four small regional townships between Geelong and Ballarat with the idea that they can ‘place-make’ too. A highly interactive and intensive ‘walkshop’ weekend led by placemaking visionary David Engwicht led to a range of interventions and opportunities to collaborate with local designers, artists and community members. By ensuring that part of the budget was safeguarded for public artworks and community initiatives the project drew on resources that are often free, but often ignored – the enthusiasm and talent of the community. Through investment in public realm assets these townships are beginning to experience economic and social revitalisation, and this presentation discusses how urban revitalisation can be undertaken in regional areas.
KEYWORDS: placemaking, regional, renewal, public art, consultation Storytelling &Urban Evolution: Anzac Albany Tom Wenbourne Senior Planning Officer, City of Albany, Western Australia T: (08) 9841 9268 F: 08 9841 4099 E: tomw@albany.wa.gov.au
Jan Van Der Mescht Manager Planning Services, City of Albany, Western Australia T: (08) 9841 9286 F: 08 9841 4099 E: janv@albany.wa.gov.au
Anthony McEwan Manager Major Projects, City of Albany, WA T: (08) 9844 2204 E: anthonym@albany.wa.gov.au
The City of Albany is a small regional community on the south coast of Western Australia, defined by stunning natural assets and a rich cultural heritage. Albany is the traditional land of the Minang people and was the staging post for the first convoy of Australian and New Zealand Troops to WW1. The focus on Albany for the Centenary of Anzac commemorations provided the catalyst for transformational community change. With a combined construction value of over $30M projects included the National Anzac Centre, a new town square, a refurbished main street and parkland precinct connected to the city centre and waterfront. A launch event attracted national attention and ongoing activation has breathed new life into the community, through the connection of places, people and integrated infrastructure. The project successfully achieved the following objectives:
• • • •
High quality flexible community and event spaces accenting local stories New visitor experiences and attractions of national significance Care, conservation and adaptive re-use of significant heritage places Enhance civic pride and community ownership
The presentation will focus on the specific challenges faced by a local community in the national spotlight to deliver key legacy projects in a limited timeframe, through innovative implementation strategies and leveraging partnerships.
KEYWORDS:
Revitalisation, Anzac, Innovation, Community, Evolution, Challenges, Potential,
Activation
Session 5A:
Guest Speakers
1545-1625
The Loveable City: How great places lead to great lives Stephen Moore Partner RobertsDay After decades of focusing on suburbia, Australian’s are awakening to the “urban dream”. Creating great places is now a key goal of city planning. Get it right and people love their life; get it wrong and you risk social and economic ills. But, what is the art and science of creating great places? If people are seeking out experiences, we need to re-think the role of centres to offer more than everyday shopping in a main street setting. Stephen Moore will explain the essential elements for creating great places and reinventing centres to fulfill the needs of the 21st century citizen. Starting with the firm’s unique Place Design approach that sits in the middle ground between urban design and place-making, case studies from around the country bring the elements to life. On this trip, Stephen will share insights ranging from the firm’s work on the North-West Rail Place-Making Strategy (NT) to Palmerston City Centre’s Great Streets Strategy (NT) to reinventing Subiaco’s Pavilion Market (WA). Full of practical lessons and evidence, Stephen’s presentation is essential to anybody interested in the idea that we can create cities people love.
KEYWORDS: Food to Activate the Main Street – 5 Critical Success Factors for Making Food a Strong Anchor Suzee Brain, Director,
Brain & Poulter The Foodservice Industry in Australia (Cafes, Restaurants, Fast Food and Small Bars) is nearing a $50 Billion dollar industry in Australia and comprises some 57,000 shops. Around 75% of these shops are on the main street while the other 25% are found inside shopping centres. Within shopping centres, it is now the fastest growing specialty shop category, with developers keen to expand their casual dining and evening food offers. In this session Suzee will explore how Council’s and Landlords can maintain and further enhance the food opportunities on Main Street to beat off the shopping centres and bring life and activation to the main street across all day parts. Specifically she will address issues such as; 1. What makes some main street restaurant precincts fire while others are ghost towns 2. What other anchors do you need to support your food operators and fuel activation
3. 4.
What role does the public spaces of the main street have in building a vibrant restaurant precinct How do you attract successful restaurateurs to operate and invest in public assets
KEYWORDS:
Session 6:
Panel Debate
1625 - 1715
Creating Liveable and loveable places – the debate on how to create Panelists: Paul Donegan Cities Prgram The Grattan Institute Professor Edward Blakely Future cities Collaborative Steven Burgess MRCagney Sunny Haynes Hello City Other invited panelists
Oral Presentations Abstracts – Thursday 23 July, 2015 Session 7:
Keynote Presentation
0850 - 1030
Using Place Brand Strategy to Create Liveable and Lovable Cities Malcom Allan Managing Director Place Matters England
Abstractus vacantus. KEYWORDS:
Connecting with People Anthony McNulty Head of Development – Retail & Major Projects The GPT Group
Abstractus vacantus. KEYWORDS :
Session 8A:
Creative and Cultural Cities
1100 - 1300
planARTplace: planning the integration of public art Richard Brecknock Director Brecknock Consulting The presenter will draw upon over twenty years of experience as a cultural planner and public art consultant to explore the importance of an integrated approach to the planning of public art in the regeneration and place making of urban places. In addition to exploring the theoretical and conceptual thinking behind the integration of public art, the presentation will also review a range of successful projects including, the Award winning “Village Heart” masterplan and streetscape upgrade ofthe Prospect Road corridor in South Australia. In 2014 the project, undertaken for Prospect City Council by Jensen Planning + Design, Tonkin Consulting and Brecknock Consulting, won the PIA South Australian “From Plan to Place Award” and “The Minister’s Award” for Planning Excellence. The citation for the “From Plan to Place Award” stated that: The project has transformed an urban environment dominated by cars with little character into one that is a great place for people with its own character, amenity and a new identity. It is considered that the project demonstrates the fundamentals of transformative design and its impact is widespread.
The “Village Heart” project focused on developing a vibrant and distinctive neighbourhood village. Integral to this goal was public art that would: express a strong sense of place and unique local identity; express a contemporary and future-oriented character complementary to the precinct’s past andcurrent character; enliven a pedestrian-centred environment, promoting social gathering and interaction; achieve a responsive day/night experience; and build upon Prospect’s strong arts and cultural identity. Richard will share his thoughts on the key lessons learned from the successful integration of public art onrecentscreetscape projects. This includes approaches to issues associated with working with design teams and local councils/communities during the initial planning, the curatorial phase and the delivery of the final artwork. KEYWORDS:
Dunedin’s Warehouse Precinct: Revitalisation in a Low Growth Environment Dr Glen Hazelton Policy Planner (Heritage) Dunedin City Council New Zealand T: 006434743375 E: Glen.Hazelton@dcc.govt.nz
Dr Anna Johnson City Development Manager Dunedin City Council New Zealand
T: 006434743874 E: Anna.Johnson@dcc.govt.nz Dunedin flourished during the gold rush to become New Zealand's largest, most industrialised and wealthiest city in the late nineteenth century. Like other early industrial cities, however, its prosperity waned in the twentieth century. Part of Dunedin most affected by these changes was the so-called "Warehouse Precinct", a CBD fringe neighbourhood dominated by large Victorian warehouses, wool and grain stores, and run-down former head offices. In 2010 the area was at a crossroads. Pressure to demolish the remaining historic buildings was growing, motivated not only by the decades of neglect and decay, but also by the challenges of an unsuitable, contradictory zoning framework and the regulatory and economic repercussions of the Canterbury earthquakes. Over the last four years, however, the area has experienced a rapid turnaround, becoming a vibrant residential, creative and economic hub. This presentation will examine how and why this heritage-led revitalisation occurred in a low-growth city when the odds appeared stacked against it. In particular, it will examine how local government can most effectively support revitalisation, based on the experiences of the Dunedin City Council, including lessons learnt about: working with building owners and the community to find collaborative solutions to problems; breaking down silos within local government; convincing planners to put aside plan rules; and getting building control officers to realise that people that take on derelict heritage buildings need red carpets not red tape.
KEYWORDS: Revitalisation, heritage, partnership, community. A Beautiful Collision in a Community Garden Karen Summerhays Affiliations Sustainable Endeavours Charitable Trust, Auckland Council/ New Zealand T: +64210437858 E: ksummerhays@xtra.co.nz
This research project explores the interchange of two cultures and the development of intercultural dialogue through the building of a community garden in west Auckland. The identities of the two parties involved: the Auckland Environmental Protection Association (AEPA), aka Chinese Eco Elders (CEE), and the Auckland Council (AC), are reflected on throughout the account of signifying moments and events. The narrative examines the steps taken towards attaining a robust intercultural dialogue and to what extent that has been achieved. It observes the power positions of some key players involved with the project, how the relationship has developed to date and notes some considerations for the way forward. The study shows that environmental programmes can provide an appropriate platform for intercultural dialogue to take place; as long as there is a willingness and flexibility from both parties to understand the other and to build a hybrid project. The study also confirmed that the transfer of democracy and decision making skills are the foundations for quality dialogue. It is envisaged that the learnings from this qualitative research will increase the mutual understanding of both parties and improve the design, and implementation, of future environmental programmes with the ethnic communities in Auckland. The presentation is based on a research paper that the author did as part of her Masters study with the University of Waikato, titled ‘The Intercultural Journey of the Chinese Eco Elders and the Civil Servant’, a retrospective narrative told from the perspective of AC Environmental Programmes Advisor, Karen Summerhays, who was charged to work with AEPA/CEE through the project development.
KEYWORDS: Environment, communities, place-making, intercultural, dialogue Canada Bay Place Culture: How cultural development has been used to promote participation, prosperity and a sense of place Stephanie Kelly Manager - Place Management - City of Canada Bay (NSW) T: 02 9911 6521 E: stephanie.kelly@canadabay.nsw.gov.au
The City of Canada Bay is a vibrant and interesting City in the inner west of Sydney. One of the fastest growing local government areas in NSW, our population is expected to rise to 96,510 by 2031. The 38 kilometres of Parramatta River foreshore defines the City and with much of it accessible public foreshore, increasing its significance in the Sydney conurbation. This presentation will describe our process, learning and achievements in key centres over the past five years. During this time we developed a focus on place management which aimed to turn spaces into places, giving people reason to stop and become involved. This has driven more co-ordinated and integrated approaches and delivered better targeted services, increased efficiency and reduced costs. Increased prosperity, leisure time and higher levels of education have driven the demand for cultural participation in all our centres – managing this cost effectively was a critical success factor. We targeted investment to ensure places reflect cultural, environmental diversity and a sense of belonging. Our achievements leveraged partnership across the community and created stronger and more strategic relationships. Examples are from suburbs like Rhodes, centres like Five Dock, parks like Cabarita Park and facilities like Concord Library. The focus on place management for cultural development addresses the heritage, stories, people, landscape, streetscape, and culture of the place. It explored what makes places distinctive, authentic and memorable. We learned that it was about the experience people have individually and collectively.
Cultural markers, public art and interpretive features were used to inform everyone about special places, people and stories. KEYWORDS: Engagement, Place Making, Regeneration, Cultural Development, Public Art,
Session 8B:
Main Street Revitalisation
1100 - 1230
The Curated Street Mary Papaioannou Australian Institute of Landscape Architects (AILA) HASSELL, Australia T: +61 429 416 474 E: mreception@hassellstudio.com
The value of main streets is shifting. With the prevalence of online access to shopping, services and social networking, the factors that draw people to the streets are changing. In order to stay viable, our main streets must evolve to provide something more. Through a purposeful shift in the approach to their design, we can reinvigorate main streets as unique places for people – places that drive urban vitality by stimulating community engagement and in turn, the local economy. The concept of the Curated Street is based on the understanding that to transform main streets into socially active places, we need to move away from the transactional and amplify the experiential. To sustain this engagement, the street must be agile and adaptable over both time and space. As designers, we can set the stage for myriad opportunities by employing flexible solutions that enable main streets to evolve, beyond a ‘set piece’, to be more like adaptable platforms for activation. HASSELL has combined its long history of streetscape design with more recent experience delivering public, event-driven, temporary installations to develop the Curated Street model. The approach is a sustainable response to the fast moving nature of contemporary society and the changing consumer profile. Referencing current projects at various stages of completion, the presentation will demonstrate how a curated approach can: _Address emerging experience-based consumer trends _Create more space and value for the public _Employ short, medium and long-term strategies _Amplify the unique main street experience _Anticipate change and inspire innovation KEYWORDS: Main Streets, Flexible public spaces, Activation, Public Realm
The Main Street Cycle: A Co-ordinated Urban Design, Retail Architecture and Economic Solution Geoff Parnell Director, Strategic Services Hames Sharley T: 08 93819877 F: 08 93824224 M: 0400 032 530 E: g.parnell@hamessharley.com.au Michelle Cramer Director of Urban Development Hames Sharley
T: 02 8240 8900 F: 02 9290 2290 M: 0407 705 542 E: m.cramer@hamessharley.com.au One of the major challenges in ensuring the Mainstreet maintains its relevance as a community hub and provides a sustainable environment for business is the management of the cyclical nature of the Mainstreet environment. Whilst this cycle is impacted by wider economic conditions, the local cyclical issues, if not managed effectively, can have a major impact on the Mainstreet relevance and sustainability. The presentation will discuss the issues that impact the cycle including less than required infrastructure improvements and maintenance, lower values creating community centric retail with under market rents, investment results in increased rental push and vacancies creating increasing numbers of vacancies. Case studies from three states will be discussed demonstrating the various stages of the Mainstreet cycle as well as outlining focused initiatives to counter the cycle including placemaking, mixed use, nonconsumer based offerings and effective economic development strategies. The presenters, with experience spanning four decades, will individually cover their specific areas of expertise in economic development and urban design, and jointly discuss the case studies and initiatives to counter the cycle. The outcome for conference participants will include an understanding of the cyclical nature of the Mainstreet environment, initiatives and practical examples of how, by working together, landowners, local government and business can develop a co-ordinated urban design, retail architecture and economic solutions that can ensure a vibrant and sustainable Mainstreet.
KEYWORDS: Mainstreet, economic cycle, economic development, consumer behaviour The Urban Centres Program in Marrickville Or How an Urban Village Recovered its Mojo (but don’t call it Place Making!) John Whelan Economic Development Unit – Marrickville Council Secretary/Treasurer Economic Development Network T: (02) 9335 2233 M: 0422 004 384 E: John.Whelan@marrickville.nsw.gov.au
The perceived decline of urban high/main streets and the need for their revitalisation dominates headlines and policy papers at all levels of government. Marrickville Council’s Urban Centres Program seeks to address this issue. The presentation reflects on the causes of the decline of the urban high streets within the Marrickville local government area including changes to demographics, consumer habits and business behaviour and what the Urban Centres Program is doing to reverse it. Using actual information and data from an active current project, the presentation provides analysis and an effective case study of the activities and actions that have had a positive impact in one of Marrickville’s urban centres. It also looks at and discusses the key elements of funding (or more accurately lack thereof), collaboration and stakeholder buy-in and how these were achieved. As a result the presentation provides a summary of what worked as well as what did not thereby offering delegates practical solutions which may be adapted to their own roles. The presentation also provides some counter intuitive ideas and concepts and debunks some of the myths being perpetrated about urban high/main streets.
KEYWORDS: Decline, revitalisation, urban, mainstreet, project Urban Renewal: The transformation of the historic town centre of Maroochydore
Bronwyn Buksh Executive Manager Maroochydore Revitalisation Association M: 0414156600 E: info@mra.org.au
The Maroochydore Revitalisation Association (MRA) is a strong, active group that is changing the future of Maroochydore’s historic town centre. Formed in November of 2012 by a group of self-motivated local community members on the premise that their defined precinct must unite to create an authentic identity that is responsive to the needs and aspirations of the community. The old town centre of Maroochydore was defined by its level of vacant shops, cafes and restaurants and suffering from planned new projects in surrounding precincts. A self funded association largely from putting on events, markets and a pop up bar has see the streetscape start to take on many new layers and exciting new businesses. Key initiatives include: − Annual Ocean Street World Festival − Monthly Nights on Ocean Street Markets − Local Street Art/ Murals − Provide a platform for engagement via social media − Commenced an Economic Development Plan for the precinct jointly funded by the MRA with Council, businesses and landowners. Next steps in the process cultural and employment hub. This presentation and paper will explore the successful outcomes of a collective ‘doing’ organisation rather than a ‘political’ one, an old age approach to urban renewal where the only way that change happens is when a community accepts responsibility to change itself and gets on with it.
KEYWORDS: urban renewal, implementation, place making, action, economy
Session 8C:
Collaboration and Management
1100 - 1300
Mind the Gap – The Art of Transitional Placemaking Felicity Morey BTP Christchurch City Council, New Zealand T: +6439416302 E: felicity.morey@ccc.govt.nz
More than 4 years after the first of a series of devastating earthquakes that hit Christchurch, the central city is entering a new phase of recovery. Much of the demolition work has been completed, infrastructure repair works are well under way and the vision of the Recovery Plan is beginning to be realised as new developments rise from the rubble. The city remains a fragile and challenging space with many uncertainties, requiring an adaptive response to an ever evolving set of circumstances. This transitional phase - from early recovery through to the return of a functioning central city - is a critical element of an effective recovery. It is also an exciting phase that provides opportunities to test new ideas explore new concepts and look at new ways to bring people, business and investment back into the central city. This paper incorporates both a personal and professional journey, working on the development and implementation of a programme of transitional projects in the public realm and reflects on the success and lessons learnt from three different case study projects delivered to date. It focuses on a transitional approach to placemaking, including the process of identifying needs, developing effective interventions and determining priorities in the recovery phase, to support businesses returning to the central city and the creation of attractive and interesting public spaces. It also addresses experiences of collaborative
working within the community in response to an ever evolving environment.
KEYWORDS: disaster recovery, transitional, placemaking, public realm Creating Vibrant vibrant mainstreets and thwarting decaying mainheaps Daniel Gannon SA Executive Director, Property Council of Australia M: +61 421 374 363 E: dgannon@propertycouncil.com.au
Mainstreets, town centres and cities are continuing to experience unprecedented change. In the face of challenging economic realities in South Australia, it’s never been more important for collaboration between local councils, State Governments, retailers, property owners and managers, as well as planners, designers, placemakers, precinct groups, trader associations and other stakeholders. Redefining the essence and competitiveness of community economies is vital in our efforts to create vibrant mainstreets while thwarting decaying mainheaps. And that means exploring the roles played by building owners and managers, combined with the importance of strategic planning, governance, design, digital technology and placemaking frameworks in determining the future of our mainstreets. With vacancy rates increasing across metropolitan and regional South Australia, collaboration between landlords and retailers is key to ensure vibrant mainstreets successfully thwart decaying mainheaps.
KEYWORDS: Mainstreets, stakeholders, collaboration, placemaking, vibrancy Reinventing Public Practice through Tactical Agency Naomi Barun PhD Candidate T: 0425 533 262 E: barun.naomi@gmail.com
Cities have always evolved with a level of incremental and self directed action to increase social capital, economic opportunity, and urban liveability. The benefit of incremental change is the ability for both public and private industries to participate by responding to public life. This is evident through the recent emergence of tactical urbanism. From guerrilla acts to the more formalised pavement to plaza projects, these projects can be led by community groups and in more recent times by local government. Local government have been using tactical projects as low cost physical improvements to areas and temporary activation while waiting for funding to be available for larger scale investment. This paper explores the potential of these projects beyond an end process aesthetic. It presents how a different type of public practice could go beyond implementing ‘tactical projects’ but use tactics as the unofficial process that supports the official process in achieving greater impacts. Through a series of case studies I will discuss a practice that operates in the space beyond the pop up project where a dialogue is created between the public and the authority. These projects will demonstrate a series of principles and associated tactics that have been learnt through the implementation of these projects. This will support the proposition that that a relationship based less on
regulation and more on collaboration will achieve greater public benefit. It will conclude with presenting a tactical agency handbook that hopes to ignite the audience’s inner intrapreneur. KEYWORDS: Place Making, Public Realm, Tactical Urbanism, Public Practice, Partnerships
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Taupo’s Tale of Transformation Gareth Green Taupo District Council, Taupo, New Zealand T: +64274989034, F: +6473780118, E: ggreen@Taupo.govt.nz
Chris Johnston Towncentre TaupoInc T: +64274778749, E: chris@replete.co.nz
Taupo is a typical town in the middle of the North Island (NZ) that has been through a transformative journey over the last 10 years. This paper shares insights from the process, and in particular the importance of collaboration, resilience, partnerships and perseverance. Faced with many threats including a large format retail precinct, a bypass, and a neglected physical environment due to a lack of investment in both the private and public realm - the community responded with various measures including; • • • • • •
Establishment of a Mainstreet organisation (Towncentre Taupo). Development of a strategic Structure Planthat identified how the community wanted growth to occur, and what that growth should look like. Changing regulation to give effect to the Structure Plan, such as District Plan amendments to enable appropriate development, whilstprohibiting out-of-centre retail precincts (despite considerable legal challenge from large format retailers). Embarking on a series of public space upgrades,through a placemaking approach. Protecting Taupo’s point of difference by retaining free parking and fostering boutique shopping experiences. Keeping the town exciting through a collaborative programme of public art, events and activities.
Combined, these measures have enabled Taupo to respond to global, national and regional challenges. The town has built resilience both in a physical and a community sense, and is a vibrant provincial centre where positive change is expected and encouraged. The learnings from the Taupo story around partnerships, strategic vision, big picture thinking and sticking to principles of good urban design, placemaking and localism is transferable to cities and towns anywhere.
KEYWORDS: Revitalisation, Collaboration, Mainstreet, Development, Planning
Session 8D:
Centre Performance/Strategies
1100 - 1300
Revitalising the 21st Century Urban Centre Unplanning the Planned Michael Cowdy Affiliations: PIA UDG McGregor Coxall, Australia M: 0457 707 430 E: Michael.cowdy@mcgregorcoxall.com
The formal master planning processes that characterise modern society today have resulted in cities and
towns that are over-determined, rigid and by their very nature lack the ability to change and adapt over time. They are planners constructs that offer a sense of permanence and are frequently driven by finance rather than real place-making that build on a local community’s needs. They are the embodiment of an idea, the reflection of a period in time and the product of one system. However, as varying social, economic and environmental factors become ever present the static planning processes embedded within western culture are exposed. We deceive ourselves in believing that the world is permanent. In reality, the only certainty is that everything changes. This acceptance of change has led to the emergence of more informal planning processes that embrace the transitory nature of our centres. Crucial to this approach is that master planning strategies show a commitment to establishing flexible and changeable solutions to people’s needs. This presentation investigates the role informal planning processes may play to achieve this, offering possible instruments and methods for revitalising the ‘21 st Century Urban Centre’. In the face of economic uncertainty and constraints as well as rapidly changing possibilities, an informal planning process provides an adaptable platform to changing conditions ensuring the development of a viable and vital urban centre. KEYWORDS: Incremental; Community; Place; City and Town Centre; Adaptability
RE-THINKING the CENTRE Diana Griffiths Director I Urban Design I Studio GL T: 61 434 070 823 E: dgriffiths@studiogl.com.au
The city of the future is a place where the fragments of something once broken are recomposed. Aldo Rossi The local town or neighbourhood centre lies at the heart of many communities but successful places are starting to realise that the needs of everyday Australian’s are shifting. Once primarily retail, focused around the regular local shopping trip, the new paradigm of double income families, internet shopping, long working hours and smaller households is forcing these centres to adapt. As Australian’s move away from spending on goods towards the consumption of services, centres are becoming attractions in themselves, driving activity and meeting the demands of expanding leisure and night time economies. As these centres shift from being “a place to obtain goods” and become “a place to where people want to spend their leisure time”, streets and public spaces are also being redesigned. Places that were for many years shaped by the demands of the car are now shifting to become environments that encourage the slow speed walking and lingering behaviours needed for effective placemaking. Centres are also using rapid prototyping to discover which small to medium scale urban design intervention will be a success. The presentation will outline the challenges from first-hand experience of shaping neighbourhood centres including Mernda Neighbourhood Centre, the Nowra CBD and the Five Dock Town Centre. It will highlight centres that are creating more attractive places for their local communities. Neighbourhood centres that display the key signs of success; integrated and connected, vibrant well into the evening, diverse, comfortable to use, accessible for all, economically viable and truly and delightfully memorable. KEYWORDS: Urban Revitalisation, Rapid Prototyping, Night Time Economies, Placemaking, Community Engagement.
A Spotlight on centre performance – looking beyond streetscape beautification and pretty facades Elle Clouston Senior Consultant, HillPDA Consulting T: 02 9290 3300 E: Elle.Clouston@hillpda.com
Chris Isles MPIA MUDIA/Place Design Group/Australia
Industry wide a lot is said about planning for main streets and local centres, yet the outcome is generally improvement strategies that focus on street beautification projects and unmeasured aspired intents. Basic commercial logic tells us that the resurgence of local centres cannot hinge nor rely upon design principles alone. Many main streets will continue to under-perform following the potting of pretty plants, the laying of coloured paving, or the placement of a public seat. Centre performance is underpinned by commercial vitality: the cold, hard principles of market viability and strong governance. The cosmetic elements may influence commercial vitality – support or disrupt it – but rarely can they create it. This research looks beyond the façade of the public realm and creates a methodology to explore quantitative performance metrics, benchmark centre health and provide solid holistic recommendations to improve centre viability. The research examines relationships between place making and commerce, and considers measurement of centre performance across core centre qualities. The objective of the paper is to outline how the collection of town centre performance measures, enables comparison; and comparison enables analysis, benchmarking and tracking; which in turn enables ongoing strategic management of centres and the informed development of targeted intervention strategies that can be measured through return on investment. This paper explores the ability to inform a strategy of integrated, local centre specific performance criteria. It highlights the opportunity to incorporate marketing and activation opportunities tocreate community ground swell. Finally, it acknowledges the need for integrated on-going governance that will serve centre traders, the local community, and the local economy.
KEYWORDS: Metrics, viability; centre performance, main streets, local centres Retail as a Catalyst for Successful Placemaking in Town Centres Jeff Greig Thomas Consultants Inc, Vancouver, Canada T: 1-604-687-2110 E: jgreig@thomasconsultants.ca
Having a strong and focused retail strategy is an essential ingredient for town centre revitalization and ensuring the town centre remains a viable, relevant and meaningful retail destination for the community and its visitors. Retail, through its tenant mix, design, layout, programming and ancillary uses, contributes to a town centre’s activity, sense of place, and identity. Retail is the “glue that bonds” as it is an amenity to other uses around the town centre, and it is within the retail environment that the community comes and mixes together. But retail has evolved beyond just shopping, and more and more retail destinations are expected to deliver unique and memorable experiences. Successful retail destinations must completely ingrain themselves into the community in order to become the focal point of a town centre and community activity. Therefore, local municipalities and developers must adopt retail strategies that provide an appropriate and authentic retail mix for their town centres that are complemented by other non-retail functions and programming to create multiple reasons to visit and drive footfall to the retail. Using a number of international case study examples, this paper explores the evolving role of retail as a catalyst for town centre placemaking and the various tools and retail trends local municipalities and developers have embraced to attract retail investment and transform their town
centres into viable and attractive town centres with a strong sense of place and identity.
KEYWORDS: Retail, retail strategy, town centre revitalization, shopping, placemaking
Session 9A:
Revitalisation and Activation
1400 - 1540
Rethinking the Strip – Building resilience in main street strips (Part 1) Deiter Lim Managing Director, Tract Consultants, Australia T: +61 418 599 846 E: dlim@tract.net.au
Tract Consultants is a leading Australian planning & design practice uniting town planning, landscape architecture, urban design and media. Tract provides design leadership and creative solutions that ensure the health and prosperity of the natural and urban environment. We produce site sensitive, high quality, creative designs that stand the test of time and express a unique sense of place. In October 2014 as part of our biennial whole of company Forum we undertook a forum reviewing the decline of main street strips, particularly Bridge Road in Richmond, Victoria “Rethinking the strip – building resilience in main street strips” is an exploration of the issues, the collaborative response and the application of ideas generated from Tract’s ‘Rethinking the Strip’ Forum on the challenges facing traditional strip shopping precincts. How does industry collaboration, joining together with business groups, Council, local residents and collaborators guide us in 'rethinking the strip'?
KEYWORDS: Rethinking the Strip, resilience, main street Rethinking the Strip – Building resilience in main street strips (Continued) Deiter Lim Managing Director, Tract Consultants, Australia T: +61 418 599 846 E: dlim@tract.net.au
Tract Consultants is a leading Australian planning & design practice uniting town planning, landscape architecture, urban design and media. Tract provides design leadership and creative solutions that ensure the health and prosperity of the natural and urban environment. We produce site sensitive, high quality, creative designs that stand the test of time and express a unique sense of place. In October 2014 as part of our biennial whole of company Forum we undertook a forum reviewing the decline of main street strips, particularly Bridge Road in Richmond, Victoria “Rethinking the strip – building resilience in main street strips” is an exploration of the issues, the collaborative response and the application of ideas generated from Tract’s ‘Rethinking the Strip’ Forum on the challenges facing traditional strip shopping precincts. How does industry collaboration, joining together with business groups, Council, local residents and collaborators guide us in 'rethinking the strip'?
KEYWORDS: Rethinking the Strip, resilience, main street
Activation: how can the pop-up, pop-in to a local centre day or night? Jo Kelly Director - People, Place and Partnership M: 0404 868602 E: jo@ppandp.com.au
Activation is a new buzz word but how can we really say yes to these new experiences when there is so much red tape! When people think about great cities, it’s often the intangible qualities—vitality, sense of place, and positive experiences—that they remember most. One way to create vitality is to activate underutilised areas by turning them into attractive, comfortable and social public spaces. Low-cost and temporary additions to the built environment can be effective in remaking a public space quickly and cheaply while calling attention to the need for better placemaking on a larger scale. BUT how does local planning conditions respond to the temporary, the fun, the finegrain and the activation and for what has been traditionally not been possible in town and city centres? How does the red tape get cut to make pop-up and pop-in to create those finegrain and activation experiences? Jo will provide an insight to the options available to Council’s as well as those wanting to create street activation from a depth of experience. Over the last 5 years working with the City of Sydney on the OPEN Strategy (in the creation, the analysis and now the implementation of this groundbreaking Policy) and from Parramatta City Council Street Activity Policy (design, creation and implementation) KEYWORDS: activation, place making, night time economy, finegrain planning
From car park to people park: Penrith Trial Park – de-risking infrastructure delivery Elise O’Ryan Place Partners, NSW T: 02 8065 7401 E: Elise@placpeartners.com.au
In 2013, Penrith joined globally competitive cities using collaborative, business and community tactical urbanism to activate the city centre and deliver on its strategic masterplan using rapid, low cost and light infrastructure, people-focussed place making. Place Partners worked with the Penrith City Council to turn an unused asphalt space into a community heart with a limited budget and timeframe. This presentation will share the lessons learnt from the Trial Park process, and use the project to address wider issues facing the delivery of public space and community engagement in Australia.
KEYWORDS: Tactical Urbanism, community, de-risking, public space
Session 9B:
Marketing and Branding The impact of online retail Yilong Shi SGS Economics and Planning, Australia +61 03 8616 0331
1400 - 1540
The internet has had a profound effect on the retail landscape. For those businesses and main streets which have been significantly impacted, the competition is difficult to identify, let alone compete with. Whilst it is tempting to frame the issue as a war, retailers and main streets may have more to gain from embracing the emerging platforms as part of their own business models. In this presentation, we will talk through the latest retail trends with a specific focus on the evolution of the internet and how businesses are adapting to these changes. We will discuss in some detail the latest innovations in multi-channel and omni-channel retail, with the latter already transforming business models and having a significant impact on how businesses are revolutionising distribution and marketing strategies. The implications for main streets can then be distilled, with particular emphasis on why the battle between online and physical stores should not be zero-sum game when planning for retail centres.
KEYWORDS: online, distribution, innovation, marketing, strategy
Sunshine Pho Fever – turning a town centre’s weaknesses into strengths Simon McCuskey Place Manager Sunshine Town Centre Brimbank City Council
The Sunshine Town Centre is developing a reputation for fresh, cheap and authentic dining experiences, in particular Vietnamese Food. Although a destination for locals, Sunshine was not on the Vietnamese food radar for Melbournian’s or country Victorians, who would travel elsewhere in Melbourne for such cuisine. In response, Brimbank City Council and the Sunshine Business Association established Sunshine Pho Fever – an event where guests travel across four Vietnamese Restaurants and hear from head chefs the stories and flavours that make up Pho (pronounced fur) – a fragrant hot Vietnamese Soup usually made with chicken or beef, plus sample their food. In its third year, the event continues to grow. This presentation will outline although the event is achieving its original goals, it has assisted in delivering positive outcomes it never expected to deliver. These include restaurants collaboratively branding and marketing Sunshine as a food destination, embracing multimedia and websites to promote Sunshine and their restaurants, improvingshopfront facades and interior decor, business awareness and installing a sense of ‘pride of place’ in the area.
KEYWORDS: place making; partnerships; marketing; business associations; events; technology; night time economies; multimedia.
SMART CITIES – DO WE NEED THEM IN AUSTRALIA? Evelyn King Creative Industries Coordinator – Newcastle NOW Senior Research Officer, University of Newcastle
Barcelona, November 2014 saw another international gathering of world authorities, smart tech providers and others keen to learn about the future. Newcastle Business Improvement Association, the University of Newcastle and some small private sector companies went along to see what the fuss is all about. And were wowed! The statistics on present and future urbanisation in a global context are frightening. The resultant impacts on environmental, economic, social and cultural life will be significant with unimaginable
implications. But the smart, human-focussed problem-solving that is going on overseas is diverse and people-focused. It is so diverse, it even begs the question of just what s a smart city? The Newcastle delegation came home with minds spinning about what could, and should be done. But who? How? Even why! Will the strategies appropriate for the densely populated cities of Europe, Asia, the Middle East and the Americas suit the Australian context? What might our responses look like? These are our issues for the coming year. And they will be the issues for all Australian cities, big and small, in the very near future. We need our creative and technically-skilled people to start working together to sort it out.
KEYWORDS:
Place Matters: Branding Cr Katherine O’Regan Councillor, Woollahra Municipal Council (Sydney, Australia), Director Future Cities Collaborative US Studies Centre University of Sydney (Australia) T: +61 419 411 801 E: koregan@bigpond.com
While neoclassical economic models prefer to praise the rationality of humans, our decisions and reactions to each of these transactions and experiences is only part rational – the other part is emotional. To buy - not buy a house, car or shirt, or to like - not like a holiday, restaurant or movie, is influenced by a complex mix of perceptions, expectations and real life experiences. A trip to a city, town or village whether as a local or as a visitor initiates and stimulates the same human process determining future behaviors such as whether we return, recommend the place to family and friends, or rally to its cause - or simply – to not. Business, retail and residential precincts need to create an enduring emotional connection between people and place. Place branding it critical for urban activation establishing creating a valuable sense of ‘ownership’. This paper uses the development of a place brand for the inner Sydney precinct of Double Bay as a case study to outline the critical relationship between placemaking strategies and place branding as well as the key components of successful place branding.
KEYWORDS: placemaking, branding, urban activation, future cities
Session 9C:
Development and Design
1400 - 1540
Going beyond trends in place creation Jody Summers Registered Landscape Architect AILA/Stockland National Design Manager Place Making/Australia M: 0434185880 T: 2 9035 2798 F: 2 8988 2798 E: jody.summers@stockland.com.au
Trends and new societal patterns are reshaping the expectations of places within our communities. A high level review of current global trends across new demographic segments reveals three key areas affecting places. A discussion on the key areas of; access, demographics, and cross fertilisation will highlight opportunities and new design challenges for our places. And as a result, provide the evidence needed to respond to the speed, scale and direction of change in our place making processes and design mechanisms. Navigating the fluid state of change and innovations in lifestyle, the Stockland Better Places Manual integrates responses in capturing, creating and curating places. This national design resource is based on best practice and evidence to inform planning processes and decision making while also accommodating trends and challenges faced in creating communities. Inbuilt mechanisms like stakeholder engagement and governance, national partnerships and measureable place performance allow us to standardise processes and focus on place innovation. A look at three better place elements including; teen spaces, community gardens and dog parks, brings to life the application of trends in the delivery of community places. In order to create a sustainable future, we believe it is critical to reimagine and transform the way we design our communities and the places within them and innovate for long term success. The better places manual is a comprehensive resource for best practice advice, standards and tools that have been tailored to deliver places that are liveable, prosperous and sustainable. Understanding our communities’ needs and wants remains critical.
KEYWORDS: Trends, Demographics, Place, Design, Best Practice The Place Evolution Process: A new way of creating vibrant communities. Bart Curnow Urban Designer ClarkeHopkinsClarke During 2014 ClarkeHopkinsClarke established a dedicated in house team to undertake ongoing research and development intothe creation of vibrant communities. The research aims to move beyond recent urban development discourse focused on defining what vibrant communities are. We are developing strategies for how to achieve vibrant communities in the complex Australian urban development context. The research is particularly focused on green field communities. We believe there is an opportunity for design consultants such as architects and urban planners to provide new services that act as a connecting element to address the lack of cohesiveness inherent in traditional urban development approaches. We have developed the Place Evolution Process, an urban development methodology that combines the multiple and often conflicting aspirations, needs and requirements of the local and state government, developers and the community. The process incorporates practical strategies for developing powerful urban development visions, and crucially, for ensuring they are successfully implemented. We will demonstrate how this approach results in improved outcomes for government, developer and community stakeholders alike. Bart Curnow, a member of the Creating Vibrant Communities research team at ClarkeHopkinsClarke will discuss the Place Evolution Process and how it has been applied on various green field development projects
KEYWORDS: Placemaking, Leadership Council, Lane Cove Alive, entrepreneur
Parramatta – Building Australia’s next great city Bruce Mills Manager, Place Services Parramatta City Council, Australia T: +61 2 9806 5713 E: bmills@parracity.nsw.gov.au
Church Street Mall in the Parramatta CBD had not been upgraded since 1988, becoming widely perceived as a closed street with moribund shops and characterised by anti-social behaviours. Longitudinal perception surveys in 2010 and 2012 revealed ongoing adverse perceptions of ‘safety’ and ‘amenity’ from local residents, workers and visitors. Intercept surveys in 2013 validated these findings. Centenary Square was designed and delivered as a perception changing ‘product’ with new infrastructure, activities and branding complemented by private investment. A cross-functional ‘matrix’ model aligned multiple stakeholders and Council Business Units over the Mall’s 12 month and $6.5 million redevelopment. Centenary Square exceeded expectations in creating a public place for quality physical interaction, while also retaining and improving the area’s unique heritage features such as the historic drinking fountain. Centenary Square is visually changed, boosting ‘stay and linger’ visitation and reducing the incident rate of anti-social behaviours. Centenary Square is more vibrant, exciting and safer and has attracted high-quality shop-frontages and a national ‘reality television’ program. Reversing a cycle of decline in key city sites is a ‘wicked problem’ shared by many councils. Parramatta City Council believes this project represents an excellent case study in the accelerated and successful transformation of key public domain, positively enhancing perceptions both locally and state-wide.
KEYWORDS: Placemaking, Council, Branding, Activation, Public Domain Innovations in Public works Alison Leighton Director Sustainable Infrastructure Mornington Peninsula Shire Victoria, Australia T: 03 5950 1312 E: alison.leighton@mornpen.vic.gov.au The objective of the conference paper and subsequent presentation is to outline the key findings of an international study tour examining innovations in the planning, delivery and evaluation of public works programs. The study tour, which was undertaken in August 2014 via a scholarship provided by the Municipal Engineering Foundation of Victoria, included visits to municipalities and public works agencies in the United States, Canada and the UK. Case studies of leading public works agencies, programs and projects in the international context will be highlighted in the paper as a means of illustrating key innovations arising in the sector. The paper will include case studies and commentary on: 1. The notion of ‘place making’ from a public works perspective including the role of temporary (popup) and permanent infrastructure. 2.
The potential to align multiple public works programs and projects to secure holistic, place-based outcomes for local communities that also meet long term asset management objectives.
3.
Innovative funding mechanisms to deliver public works outcomes in an increasingly constrained economic environment.
4.
The evaluation processes being used by leading municipalities to measure the social, economic and environmental benefits of public works programs and projects over the medium to long term.
KEYWORDS: place making, innovation, alignment, international, evaluation
Session 9D:
Economic Development & Investment
1400 - 1540
How “Economics” adds value to our Main Streets and Communities through Streetscape Improvements John Henshall B COm (Econ), Grad Dip TRP, M Soc Sci; Director, Essential Economics Pty Ltd T: (03) 9347 5255 E: john@essentialeconomics.com
In past years, little consideration was given to the place of Economics in townscape and urban design assessments. The planners and urban designers set about preparing their streetscape assessments and recommendations, often without a concrete appreciation of just how Economics can contribute successfully to the design, planning and functional outcome of a project. The aim of this paper is to indicate how the input of the Economist contributes to positive outcomes in urban design and streetscape enhancement projects. It will show how contributions can be made to ensure an on-going net community benefit is achieved, including benefits for local businesses and jobs, and how to add further value for the community. The paper will show how to measure these outcomes and how to monitor the on-going contributions that streetscape improvements make to our communities. A number of streetscape projects for metropolitan areas, regional cities and small towns are assessed in terms of the contribution they make to the public realm, and how consideration of Economics-related aspects contributes to a positive outcome for the specific projects and for the wider community. The principal outcome from this paper is to show that, increasingly, the Economics input helps to ensure that benefits are captured which lie beyond the immediate streetscape or urban design components, including: • • • • •
improvements in the business environment, generating new business opportunities, adding to new investment and jobs, providing a ‘sense of place’ for locals and visitors, and securing the historic, cultural and other important features of our main streets
KEYWORDS: Urban economics, streetscape, urban design, public realm, net community benefit Advantage Wollongong – a best practise approach to regional economic development Mark Grimson Wollongong City Council, Australia T: +61 2 4227 7111 E: mgrimson@wollongong.nsw.gov.au
Nigel McKinnon NSW Trade & Investment, Australia T: +61 2 4222 8324 E: nigel.mckinnon@business.nsw.gov.au
Advantage Wollongong represents a best practise approach to regional economic development. It is a long term, strategic approach to creating sustainable new jobs and productive investment for Wollongong, New South Wales, Australia. Advantage Wollongong has resulted in significant outcomes in terms of business investment projects facilitated and new jobs and investment generated. The partnership recently attracted global IT company NEC to the region generating a $25 million investment and creating over 100 jobs. Advantage Wollongong represents a collaborative partnership between local government (Wollongong City Council), state government (NSW Trade & Investment) and the University of Wollongong. It is also a brand and series of resources and initiatives that help promote Wollongong as a superior business location. As part of its business attraction and expansion program, Advantage Wollongong promotes four key advantagesthat make Wollongong a competitive business location: globally connected, superb liveability, Australia’s City of Innovation and supportive business environment. These are based on the actual reasons why businesses select Wollongong as a business location.To ensure limited resources are used efficiently, Advantage Wollongong currently targetsknowledge services (ICT, business services and financial services), manufacturing, mining technology & services and logistics as key growth sectors. These are key sectors generating external income for the city and have demonstrated a competitive advantage for the Wollongong economy.
KEYWORDS: Wollongong, regional, economic, development, advantage Regional Planning and Development RDA Illawarra Natalie Burroughs CEO, Regional Development Australia Illawarra T: +61 2 4227 4500 E: natalie@rdaillawarra.com.au
David Muscio Project Officer, Regional Development Australia Illawarra T: +61 2 4227 4500 E: david@rdaillawarra.com.au
AIM To outline some of the ways in which RDA Committees contribute to regional development, illustrated by the unique set of activities undertaken by RDA Illawarra, and what could make them more effective. CONTENT The role of RDA Committees across Australia includes to lead, facilitate, advocate, collaborate, engage, partner and plan for economic development. No two RDA Committees pursue the same remit, range of projects or engagements. We all advocate for our region, but how do we do this? What forms of partnerships do we develop and why? How do we promote a flourishing business climate and liveability? How do we adapt to changes in the economy? Finally, what would make us more effective? RDA Illawarra, one of the most successful RDAs across the country, brings regional stakeholders together in order to agree on a purposeful narrative for the region’s current status, challenges, needs and opportunities. This is demonstrated across a range of project initiatives. RDAIllawarra’s priorities will be outlined and illustrated by reference to progress on those projects and partnerships and why they are so effective. CONCLUSION
An effective peak regional coordinating body is built on trust and inclusive collaboration and its work is constantly evolving, hence is must be responsive. Its primary focus is economic development.
KEYWORDS: Collaborate, Facilitate, Advocate, Transition, Development Partnering: A way forward for Business Development Ben Harnwell Manningham City Council
T: +61 3 9840 9338 E: ben.harnwell@manningham.vic.gov.au The presentation will cover the utilisation of partnerships with State Government, industry associations, industry leaders and training professionals to develop a comprehensive business development program. This process has been used in Manningham to develop a wide ranging program aimed to meet the needs of business in a cost effective manner. The program offers opportunities to local suppliers and businesses to work in their own backyard. The opportunity created from being open to partnerships benefits all parties as it creates a greater range of business development topics for Council to offer, exposes local businesses to a wider audience and uses skills and resources available. In the competitive funding environment thinking outside the square has enabled Manningham to offer a large array of business development opportunities to local businesses.
KEYWORDS: Business Development, Training and Development, Resource Allocation, Mentoring, Funding
Session 10A:
Place Planning
1610 - 1710
Revitalising St Leonards Lane Cove Council’s Public Domain and Transport Oriented Development Opportunities Wayne Rylands formerly Executive Manager of Open Space and Urban Services, Lane Cove Council T: +61 2 99113560 E: wrylands@lanecove.nsw.gov.au
Simon Fenton Urban Design Planner, Lane Cove Council T: +61 2 99113623
St Leonards is situated between the major commercial centres of North Sydney and Chatswood on Sydney’s lower north shore. It is described in the NSW Government’s Metro Strategy as a specialised sub-regional centre that includes the Royal North Shore Hospital precinct. It is also part of Sydney’s global economic corridor, with good rail connections to North Sydney and the Sydney CBD. St Leonards has been planned for future growth for some time highlighted in a 2006 strategic study commissioned by the Department of Planning and the three neighbouring Councils. Following gazettal of its’ LEP 2010, Lane Cove Council identified an opportunity for a new public plaza. Council developed a vision for a transport oriented development that included a public plaza and bus interchange that would straddle the northern Sydney rail corridor, and link directly with St Leonards Rail
Station. The plaza will provide high quality open space in an emerging urban centre, and take advantage of St Leonards as a transport hub. Council is now liaising with government and private stakeholders in an effort to progress the urban revitalisation of St Leonards. Mixed high density commercial/residential redevelopment, supported by voluntary planning agreements (VPA) will be used by Council to help activate the public domain. The VPA funding has allowed the public domain project to progress to investigation and design. This presentation aims to highlight Council’s journey to date and how far we still have to go, to progress the revitalisation of St Leonards through high quality urban design.
KEYWORDS: Public domain, transport oriented development, urban revitalisation, voluntary planning agreements.
Mona Vale Place Planning Paul William-Smith Pittwater Council/Australia T: 612 9970 1187 F: 02 612 9907 1187 E: paul_william-smith@pittwater.nsw.gov.au
The Enliven Pittwater Village Economies Summit was held in September 2014 on Sydney’s superb Northern Beaches at Mona Vale. Key lessons learnt and practical take-away, economic development examples especially related to Pittwater include:
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Place Making for liveable villages and vibrant communities; Urban Design and planning trends with global and national examples, opportunities; Sustainable transport and accessibility solutions; New retail strategies for main streets & vibrant village economies; Health, wellbeing and tourism planning; - Creative industries contributions. The event was a great opportunity for ideas generation, ensuring participants were inspired by numerous local and global economic development solutions and opportunities presented to Summit attendees. Keynote speakers from local government practitioners and business included: City of Sydney; Marrickville Council; City of Canada Bay; Kuring-gai Council and Brisbane City Council, Stockland, University of Technology - Sydney. The Summit was deliberately organised as a cross-disciplinary event, to help Council economic development practitioners, business and the wider regional community identify the many challenges, trends and strategic issues associated with economic development and place planning into the future especially relevant for metropolitan village centres. Pittwater continues to have significant economic development-related strengths, including a stable, highly skilled and educated workforce of 33,000 people, over 8,500 local businesses and a diverse economic base, supporting business excellence and innovative micro, small to medium globally competitive companies.
KEYWORDS: Economic development, enliven Pittwater, villages. Spaces between buildings: street retail precincts as outdoor restorative and transition spaces
Mary Myla ANDAMON School of Property, Construction and Project Management, RMIT University, Melbourne, Australia T: + 61 3 9925 9043 F: +61 3 9925 1939 E: mary.andamon@rmit.edu.au
Andrew CARRE School of Property, Construction and Project Management, RMIT University, Melbourne, Australia T: + 61 3 9925 3903, F: +61 3 9925 1939 E: andrew.carre@rmit.edu.au
James PC WONG School of Property, Construction and Project Management, RMIT University, Melbourne, Australia T: + 61 3 9925 9701 F: +61 3 9925 1939 E: james.wong@rmit.edu.au
What makes urban open spaces and street precincts successful? Designing spaces between buildings and streets as spaces have emerged as a key consideration in city urban planning and design. Melbourne particularly has experienced urban revitalisation through the transformation of its street precincts, laneways, arcades, promenades and micro open spaces. These improvements to Melbourne’s public spaces and precincts between buildings where much social interaction take place have profound social, cultural and economic significance. A feature in the design of these urban spaces is microclimate. A more complete understanding of microclimate will help designers produce more successful outdoor spaces with better environments for users. It is recognised that retail precincts underpin many urban residential infill developments, particularly those involving reorientation from alternative uses (e.g., ports, industrial spaces, etc.). In Melbourne and more broadly, successful infill development underpins future city planning policy, yet objective design approaches to ensuring outdoor retail and associated restorative spaces maximise their use in diverse microclimates are not well understood. This paper presents the preliminary findings of a pilot outdoor study aimed at drawing connections between the immediate microclimate and usage patterns of an urban open space. An inner city outdoor space with retail amenity located in Melbourne CBD was taken as case study to trial techniques in urban microclimate research and to investigate the correlation between non-market environmental characteristics of urban open spaces and their economic value.
KEYWORDS: urban outdoor spaces, outdoor environments, street retail precincts, urban microclimates
Session 10B:
Safer, Cleaner, Greener Cities
1610 - 1710
Creating New Parks in the Middle Ring Suburbs – Expensive but Not Impossible Ku-ring-gai’s Award Winning Open Space Acquisition Strategy Andrew Watson Member Planning Institute of Australia Director Strategy and Environment, Ku-ring-gai Council, Australia T: 612 9424 0817 F: 612 9424 0870 E: awatson@kmc.nsw.gov.au
The Ku-ring-gai Open Space Acquisition Program (OSAP) commenced in 2007 following the completion of a number of strategic planning documents that identified a lack of local parks in the LGA. The shortfall is noted as being particularly acute within the areas of greatest population growth, namely along the Pacific Highway and Mona Vale Road corridors and around the main commercial centres. At the same time the Department of Planning published the Draft North Subregion Subregional Plan which identified a need to provide urban civic space in planning for the commercial centres.
Council responded strategically to these issues by preparing an open space acquisition strategy to guide land purchases based on walkable catchments; and a development contributions plan to fund acquisitions. Council staff then undertook detailed analysis of hundreds of locations to determine the most suitable position for new parks and civic spaces. Since that time Council has been acquiring land at an unprecedented rate, spending $41.7 million on acquiring some 19,600 m2 of land for new parks and civic spaces in Gordon, Lindfield, Killara, Turramurra, St Ives and Wahroonga. The first park, Balcombe Park in Wahroonga was opened in late 2012; the second park, Greengate Park, Killara was opened to the public in December 2013. Council is currently in the design stage for a large civic space in Lindfield, called Lindfield Green, and two new parks in Turramurra and St Ives.  The program demonstrates a successful example of how local government can provide new parks and open space in infill areas experiencing high levels of growth.
KEYWORDS: Place making, urban revitalisation, walkable catchments, landscape infrastructure. Does a conversation with the community help change littering behaviours Daniela Santucci Bankstown City Council (Australia) T: +612 9707-9945 E: daniela.santucci@bankstown.nsw.gov.au
Litter rates in the Bankstown LGA have been measured at 2 to 3 times higher than equivalent sites elsewhere in Australia. Litter registers strongly as an issue for residents, affecting community pride and enjoyment of public open space. In 2013, Bankstown City Council focused resources on reducing rates of littering and determining how this effort can be sustained into the future. Ownership was appointed to the Resource Recovery team, who have embarked on a journey to move Bankstown City Council from reactive to proactive, with strong emphasis on research and community and stakeholder engagement. The first step involved extensive internal stakeholder consultation to identify current processes, gaps and hotspot locations. A behavioural specialist was then engaged to conduct observational research in the hotspot locations, to gain a deeper understanding of the littering behaviour. This was immediately followed with surveys, to understand the community’s attitudes and beliefs about the local area and litter. The results of this research aided the development of a range of strategies that were trialled and evaluated over a 3 month period. The strategies included; - Infrastructure - Branding and messaging - Litter bag give-aways - Life size signage - Pledges - Increase staffing in peak hours - Enforcement Of all the approaches, it was found that pledges and litter bag give-aways as prompts were the most effective, with 18% to 50% reductions in litter recorded. This presentation will show how research, community engagement and conversations can change littering behaviours, and shape the strategic direction of litter management.
KEYWORDS: Consultation, Behaviours, Research, Litter, Results,
Roads, rats, rubbish and removing graffiti: Local Government’s role in managing graffiti. Rick Wiezel Senior Coordinator City Image Blacktown City Council, NSW, Australia T: (02) 9839 6878 F: (02) 9839 1961 E: Richard.wiezel@blacktown.nsw.gov.au
Joe Buttita Manager Civil and Park Maintenance Blacktown City Council, NSW, Australia T: (02) 9839 6310 F: (02) 9839 1961 E: Joe.buttita@blacktown.nsw.gov.au
Someone has placed graffiti on your side fence, on the playground at your local park or the roadway. Who is responsible for its removal? Who would you contact to find out? Most people will look towards their local Council for either action or assistance. For this reason, Councils must be the drivers of removing and preventing graffiti in their neighbourhoods. That is, Councils should add ‘removing graffiti’ to the responsibilities listed in the old adage of ‘roads, rats and rubbish’ There are, however, a number of stumbling blocks for Councils such as budget and legislative restrictions that need to be addressed. Blacktown City Council has taken the lead role in managing graffiti within the City through the implementation of a range of graffiti removal, prevention and educational programs. The programs are captured within a 5 year Graffiti Management Plan which is overseen by the Taskforce Against Graffiti (TAG), a stakeholder body made up of representatives of NSW Police, Correctional Services, NSW Government agencies, youth groups and utility providers. This coordinated approach has led to a reduction in the incidence of graffiti and the costs associated with its removal over the past few years. However, the most valuable outcomes have been the relationships established between Council, the community and the TAG stakeholders.
KEYWORDS: Graffiti; Local Government; Prevention; Management; Young people.
Session 10C:
Sustainable Places
1610 - 1710
If you want to create beautiful and sustainable public buildings then sack the architect Dr John Warburton Warringah Council, Sydney Australia M: 61 417816960 F: 61 2 99714522 E: john.warburton@warringah.nsw.gov.au
Building public buildings sustainably using reusable and recyclable materials is extremely difficult because of the existing construction process used by government. Typically a builder will be engaged to build to a detailed architectural design. In practice this means that virtually no reusable or recyclable materials can be used in the building construction. In March 2014 Warringah Council turned an old scout hall, proposed for demolition, into an art gallery and artist’s studio by completely turning this paradigm on its head. The only design prepared was a preliminary concept which gave a vision for the building. Construction drawings for the building evolved on a weekly basis responding to the sort of reusable and recyclable materials that were available at the time. Individual and collective creativity was used every day to solve design problems thrown up by
trying to incorporate reusable and recyclable materials. The result was an outstanding building that recently won a NSW Green Globe Award for sustainability. The Warringah Creative Space was constructed using at least 80% reusable recyclable materials with only one m2 of waste actually leaving the site to go to landfill. The building was delivered for $600k less than a new building constructed using the normal construction process. The Warringah Creative Space is a game changer that proves that not only is using reusable and recyclable materials viable, but it delivers creative beautiful public buildings that the community love at a cheaper price.
KEYWORDS: sustainability, government, construction, design, innovation “BLaKC IS THE NEW GREEN”: THE BANKSTOWN LIBRARY AND KNOWLEDGE CENTRE - Creating a Sustainable Building and a Great Place James Carey Manager Sustainable Development, Bankstown City Council T: (02) 9707 9606 E: james.carey@bankstown.nsw.gov.au
The Bankstown Library and Knowledge Centre (BLaKC) sets a new benchmark in sustainable design. Located in the heart of Bankstown, what was previously an inactive aging facility, is now a reinvigorated and lively community hub. It was quickly realised that this was not just a building project. It was an opportunity to create a sense of place both inside the new facility and its connection to the broader Civic Precinct. The project brief called for a sustainable, high quality facility of distinctive architectural character to foster a sense of community within the Bankstown civic precinct. The presentation will cover some of the sustainability features incorporated into the building including: • Material Reuse and Recycling - Approximately 65% of the former Town Hall building structure and fabric, pre-cast concrete façade sections and timber was reused in the new building • 3 storey high Green Wall – Bankstown’s first green wall assists with passive internal air purification • Geothermal array, thermal labyrinth and displacement ventilation system which reduces the energy for air conditioning • Unique building louvres and skylight to maximise natural light and reduce the need for artificial lighting • Rainwater Harvest and Reuse – up to 2 million litres of rainwater can be captured each year, filtered and re-used The BLaKC is now the new community heart of the City giving dignity to this significant public place and creating a public building for the future. The presentation will conclude with some of the specific challenges and learnings in undertaking this complex project.
KEYWORDS: Sustainability; Building; Place Sustainable Rhodes: Community partnerships for a better future Belinda Koytz City of Canada Bay T: 02 99116421 E: belinda.koytz@canadbay.nsw.gov.au
Helen Laverty Place Manager – Rhodes, City of Canada Bay T: 02 9911 6580 E: stephanie.kelly@canadabay.nsw.gov.au
The City of Canada Bay is a vibrant and interesting City in the inner west of Sydney. Rhodes is one of the fastest growing communities in NSW, with population growth at 3.7% p.a. and is forecast to increase by a further 16.7% in the next 20 years. Characterised by high-density living along the foreshore of the Parramatta River, it is emerging as a desirable new centre in Sydney’s inner west. This paper looks at the application of Council’s Sustaining Our Environment program and related place based responses in the Rhodes community. The program has been running since 2010 and provides a framework for ongoing support of sustainability initiatives whilst actively reducing our environmental footprint through programs and projects for a more sustainable community. Our approach to managing the environment and supporting the community to change ranges from education and learning programs for continuous improvement, through to policy, technical and structural works and regulation. In Rhodes the program is engaging residents, businesses and community groups and is part of the integrated approach to place management in the area. This presentation focuses on providing a snapshot of the achievement of Council and our stakeholder’s. The community engagement and development of placed based solutions target dense living in urban environments and have been developed specifically for the Rhodes community. Projects range from managing biodiversity through to alternative transport, and customised approaches to litter prevention, targeted community education such as balcony gardening, and waste projects to compact and reduce waste on site have been developed. The program won state recognition achieving the KAB’s Most Sustainable Council in NSW accolade in 2013.
KEYWORDS: Environment, Sustainability, Engagement, Place making, Urban living
Session 10D:
Funding Revitalisation/Evening Economy
1610 - 1710
Creative Destruction: Innovations in community resiliencey in Detroit Alex Frankcombe Hames Sharley, Perth Western Australia T: 0417983607 E: alfrankcombe@gmail.com
Detroit, the city known for putting the world on wheels, building the American middle class and Motown Music, is now the poster child of the post-industrial, post-GFC city.However, the absence or misappropriation of government expenditure created a vacuum now filled by a number of innovative citizen-led approaches to urban revitalisation. I was fortunate enough to get involved with one such citizen-led initiative called Detroit SOUP. Detroit SOUP is a micro-granting dinner celebrating and supporting creative projects in Detroit. It aims to promote community-based development through crowdfunding, creativity, collaboration, democracy, trust and fun.Whilst SOUP primarily raises money for projects, it serves as a way to build a network of support and active citizens that reaches beyond purely monetary assistance.I was inspired by their spirit and community resilience and thought, why can't we do that in Perth? Using the model of Detroit SOUP that has been replicated in smaller neighbourhood SOUPs across the city and even to other cities across the US, I co-founded Perth SOUPin November 2014. We are now implementing this model in Perth to see how replicable it is in an Australian context and to determine the extent to which citizens will become actively engaged through these kinds of ground level community-based initiatives. My presentation will discuss how Detroit became an urban laboratory for place makers and using some case studies that I have been involved in, discuss what Australian cities can do to build resilient and connected communities.
KEYWORDS: Detroit, creative, revitalisation, social sustainability, resilient communities.
Revitalising Fremantle Tom Griffiths City of Fremantle T: +61 8 9432 9770
The City of Fremantle is located at the mouth of the Swan River, 20km south of Perth. Fremantle Harbour serves as Perth’s Port and was the first area settled by the Swan River colonists in 1829. Fremantle is renowned for its well-preserved architectural heritage, including convict-built colonial-era buildings, an old port, and prison; presenting a variety of historic buildings and streetscapes. In preparation for hosting the 1987 America’s Cup, Fremantle received private investment and public infrastructure redevelopment on a massive scale. However, since then Fremantle has stagnated and been left behind while Perth has developed into a City of international significance. From 2001 to 2011 Fremantle experienced a 17% decline in jobs, 10% reduction in commercial floor space, no population growth and a very limited development pipeline. In recent years, the City of Fremantle has laid the foundation for the revitalisation of Fremantle with some major amendments to the Town Planning Scheme, major redevelopment of the Kings Square area, and some finer scale interventions. Tom Griffiths is the City’s Manager of Economic Development and Marketing and joined Fremantle in June 2013, at the beginning of this revitalisation period. Tom’s presentation will focus on the range of initiatives the City has undertaken, large and small, to revitalise the Port City. By the time of the conference, Fremantle would have adopted a new Economic Development Strategy for 2015-2029 that outlines the way the City will continue to drive Fremantle’s revitalisation. Tom’s presentation will focus on the contents of this strategy.
KEYWORDS: Fremantle, Economic Development, Revitalisation, Main streets. Changing Rhythms: – Wollongong City Centre’s Evening Economy & Cultural Plan presentation followed by walking tour Angela Perkovic Wollongong City Council, Australia T: +61 2 4227 7111 E: aperkovic@wollongong.nsw.gov.au
This presentation demonstrates Wollongong City Council’s approach to creating a vibrant and exciting Wollongong City Centre beyond the ‘5pm flight’ that aims to deliver a world-class regional city centre which enhances residents’, visitors’ and business’ experience in a sustainable way. Drawing upon the unique characteristics of our City Centre, data and other documentary sources, Wollongong City Council has developed and implemented a Wollongong City Centre Evening Economy Strategy and Action Plan. The Strategy and Action Plan provide us with the opportunity to rethink and redesign the type of city centre that we want beyond 5pm with respect to restaurants, cafes, small bars, pop-ups and retail activity. It also recognises that our evening economy forms part of our broader Cultural Plan. We share our journey and achievements through Council’s leadership approach in changing the rhythms of our city centre. KEYWORDS: vibrant, evening, plan, redesign, evening economy, 5pm flight