International Cities Town Centres & Communities Society
ICTC2013 Mandurah Performing Arts Centre, Mandurah, Western Australia 16 – 18 October, 2013
Making Sense of Place Mike Thomas 0438 354 856
Lisa Miscamble Director, Community Development City of Canada Bay Council lisa.miscamble@canadabay.nsw.gov.au
Stephanie Kelly Manager, Business, Arts and Place City of Canada Bay Council stephanie.kelly@canadabay.nsw.gov.au
ABSTRACT Making sense of place documents the journey of the City of Canada Bay in adopting a place based approach over a period of 5 years. This paper provides the framework that the City has worked through and its application to five very different places and scenarios. The five case examples demonstrate both the evolution of the place based approach within the organisation as well as the outcomes delivered in each place. This paper also outlines key learnings from this period that may be of interest and applicability to other local government authorities who are considering on embarking on a place based journey. This paper sets out the experience of the City of Canada Bay in making sense of place. KEYWORDS: place based approach; local government; communities; economic development.
1. INTRODUCTION Councils‟ adoption of a place-based approach in a number of geographical areas within the City of Canada Bay is realising many benefits………and has the potential for many more! Traditionally, local government has operated along functional lines. However, the elevation of place as a focal point in the planning and delivery of works and services challenges this approach. It provides us with a common theme around which many of our Councillors, teams and individuals have been working together more effectively towards shared goals. A place-based approach is simply no longer about
the repair or upgrade of a particular asset, or the delivery of a specific service. Rather, itâ€&#x;s how we integrate all of these together to provide an overall improvement in the places (and for the people) where these initiatives are being delivered. Our stakeholders also get to play a greater role in a place-based approach. This is because we give greater recognition to the fact that our communities have an important role to play in shaping our service delivery. By making room for business, residents, and other partners to share the driving seat next to us, we have observed them taking greater ownership and personal responsibility for delivery. There are instances where residents and businesses have been investing their own time, skills and money into activities to which they feel personally committed to. Reflecting on our efforts in five places – Rhodes, Drummoyne, Five Dock, North Strathfield, and Cabarita Park; this paper outlines our current understanding of place and what it means to take a place-based approach. Using examples from these places, Council has been able to realise a greater return on its investment, improve its communication, and strengthen its partnerships. This document highlights a number of learning points to shape future place-based approaches.
2. What is a Place? 2.1 General Places are geographical areas defined by physical boundaries and built form. They are also communities into which different people are attracted for an array of reasons. For some people, the selection they make is for work and economic reasons. For others, place is defined as their home and is fundamental to their sense of comfort, community, safety and identity. Places attract people for a variety of reasons. Cabarita Park and its foreshore, affords access to the outdoors, historical and cultural experiences. Whereas places such as North Strathfield, Rhodes, Drummoyne, and Five Dock offer additional amenities such as retail shopping and professional services, schools, community centres, restaurants, night-life, and other social and learning activities. Meaningful places are therefore a mix of form and function - the interplay of soft and hard infrastructures coming together through personal meaning and shared community experiences.
2.2 A Place-Based Approach The adoption of a place-based approach in Council has resulted from main street complex problem solving triggered by the community. A place-based approach requires an advocate for the place. A person who has a strong affinity for the place and its people. They are the „face of Council‟ in that location and establish effective relationships with all relevant stakeholders (internal and external). At the City of Canada Bay – we have „Champions of places‟ in addition to their normal roles and most recently appointed a dedicated Place Manager for the Rhodes Peninsula, the first type of dedicated role for the City of Canada Bay. Place management is a mechanism for managing complex issues or wicked problems and challenges. It offers an approach that enables issues to be pursued in an integrated, coordinated way to achieve successful outcomes. It combines the physical with the economic, social and environmental aspects of a place….applying a quadruple bottom line view. Place management differs from project management, having one person responsible for bringing together different professions, functional areas, and external coalitions to achieve a final outcome. Place managers do whatever is needed and co ordinate the process (like a orchestral conductor) rather than managing the people and the individual professional inputs involved. Place managers therefore champion the vision and generate a positive approach to actioning development in a joined-up manner. As all places are different in scale and identity, place management needs to be tailored to reflect the vision and scope of the desired outcomes. In Rhodes, Council employs a full-time Place Manager due to the scale of the initiative. Whereas in Drummoyne, Cabarita Park, Five Dock and North Strathfield, Council Officers take on part-time roles as a place managers. Structurally, place managers fit best in strategic environments. In Council, place managers have in the main been situated in the Community Development Division, although Five Dock was largely driven by Planning and Environment Division as it involved technical land-use issues in its initial phase. A key factor for successful outcomes is that the role of the place manager be clearly „visible‟ in Council and to the external community as they are the one-stop contact point. Changing the culture within the City of Canada Bay to embrace place-based approaches and the matrix-style model of managing initiatives will be an evolutionary process, but as we have begun to understand, adopt, and support Place Management principles, a number of benefits are being realised. They include:
• • • • •
increasing return on our investment linking communication with action strengthening partnerships around a shared vision solving wicked problems engaging in more meaningful ways with our Community
In summary a place-based approach recognises that wicked problems are the “ones that cross Departmental boundaries and resist the solutions that are readily available through the action of one agency” (Bradford, N. 2005). They are distinguished by the many layered programs involving a variety of players who need to create links between issues. 2.3 Shaping our services around our places Council plays an important role in the creation and management of places of work, residence and leisure within our City. This is achieved through: • delivering services • maintaining and creating of public assets • nurturing positive relationships between various stakeholders • encouraging and facilitating with active participation by the community • supporting and advocating for resources • encouraging and empowering communities to take ownership • ensuring accurate profiles and data is available on community trends and issues • being an economic, social and environmental catalyst for change A place-based approach seeks to coordinate the above through integrating actions, priorities and budgets to facilitate efficient, holistic development and management of a place. This approach differs fundamentally from specific project management, as it brings together different professions and functional teams to achieve shared outcomes rather than individual project outputs. Further by adopting an approach which ensures people are at the epicentre of our planning, delivery and activation of places, Council facilitates active local involvement.
Shaping our services around place recognises the need for meaningful input from a broad range of stakeholders so that delivery is authentic to the people and builds on the history, heritage and culture of the place. 2.4 Our journey so far Place management in Drummoyne (Refresh Drummoyne) has already demonstrated that Councilâ€&#x;s Business Improvement Program is both popular and realises a very healthy return on investment. As a dollar-matching program, designed to rejuvenate shopfronts and supplement public works, it returned at least a further dollar in investment back to the Precinct. However, this investment was further leveraged by increased Development Application approvals (returning extra income to Council) and increased business performance through visual merchandising training (returning more money to the local economy).
Before
After
Before
After
These improvements have made the place safer and more enjoyable to visit, and has helped strengthen the relationship between Council and the Chamber of Commerce – www.drummoyne.nsw.au is just one initiative being administered between us to attract visitors to the area.
Rolling out in North Strathfield, the Business Improvement Initiative promises to do likewise, with over 60% of businesses already showing interest in the program. Similar to Refresh Drummoyne, there has been an upswing in Development Application approvals with one applicant not having invested in the visual presentation of their business since 1985. Council has again assisted in strengthening the business community by setting up a new Chamber of Commerce and supplying administrative support during its initial development. The Friends of Cabarita Park (including the Beachcombers Group), provide an example of augmenting the physical work being undertaken by Council in the park and along the foreshore. Teams of volunteers are adding value to this place and making it more attractive as a destination for both residents and visitors.
Reclamation and the cultural exhibition was a joint initiative with this group attracting $40,000 from State Government and drawing large crowds to the park - bringing additional dollars to the local economy. Customer service to residents on the Rhodes Peninsula is also improving. Organised tours of this place undertaken by the Rhodes Place Manager for frontoffice staff is providing a detailed context in which to address queries and issues. Together with a satellite customer-service office on Blaxland Road, residents and businesses at Rhodes can be confident that service staff know their area and can deal with issues efficiently. Technical staff, such as waste, environment, and enforcement, are communicating more with each other to better coordinate their services and works in a more efficient manner and to avoid duplication. Further investment in Rhodes will come as Rhodes Shopping Centre reappraises itsâ€&#x; corporate responsibility and looks to fund and invest in public spaces and events. Further efficiencies in print and the associated costs of information dissemination and consultation are being realised as Council has trialled electronic newsletters and two-way „onlineâ€&#x; conversations over sites such as www.yoursaycanadabay.com.au
Lastly, the multi-disciplinary approach involved in adopting a place-based approach has allowed us to develop more capacity in the organisation and focus resources on actual implementation. As an example, the North Strathfield Place Plan was completely developed in-house. It is comprehensive, has strong support from the community. Previously, this document and the consultative exercises to produce it would have been undertaken by external consultants.
2.5 A snap shot of place-based projects in the City of Canada Bay PLACE
Cabarita Park
Place Focus Project objective
Provision of infrastucture and programs to activate place and address anti social behaviour Implement the Plan of Management and Masterplan - social and physical infrastructure and planning projects over next 5 years. User group lobbying for resources with key issue locally being population growth Consultation and Planning undertaken internally Friends of the Park have consulted residents and strata committee locally
Catalyst Consultation
Time-frame Key partners Political Leadership Local leadership Budget Achievements to date
2009 onwards Friends of Cabarita Park Rotary Club of Breakfast Point Mayor Angelo Tsirekas Mayor responding to community Friends of the Park $427,000 Establishing a volunteer gardening group to recreate gardens around the Pavilion Establishing the Beach combers group who regularly clean the beach area Staging of the Reclamation event Installing public art pieces in conjunction with the community – building a sense of ownership Funding secured from the Rotary Club for the rotunda Undertaking a traffic and parking study to improve commuter parking associated with the Ferry Wharf Strong advocacy for the area, demonstrated with the recent campaign over the ferry timetable resulting in an improved ferry service Redevelopment of a new regional playground underway Planning for park infrastructure improvements Creation of educational material to re establish pride and understanding of the importance of the Park – including audio walking tour Changes to fishing policy and policing as a result of advocacy
PLACE
Rhodes Peninsula
PLACE Focus
To create a place – a major new development on remediated land – design, creation, activation, engagement and management.
Project objective
Design and delivery of over 40 social and physical infrastructure and planning projects over next 5 years. Population growth and development Consultation undertaken by Elton Consulting Plan developed internally Resident, business and visitor surveys face to face and online Focus groups (7) Council consultation event (March 2012) Key Stakeholder Workshops Online exhibition of strategic planning and aspirational documents Project specific face to face consultations Rhodes Community Reference Group Establishment of Place Committee Activation events (with customer requests recorded) Station Precinct online consultation Notification of works letters
Catalyst Consultation
Time-frame Key partners
Political Leadership Local leadership Budget Achievements to date
2011 – 2016 (ongoing?) Rhodes Shopping Centre Businesses Rhodes and Liberty Grove Residents Department of Education and Communities Councillor McCaffrey Rhodes Community Reference Group, Liberty Grove Executive Committee, Place Committee, Strata Executive Committees Combination of project budgets, in kind works and sponsorship – over $50m Place Plan specific funding $50,000 pa. $43m + Voluntery Planning agreement funds (stage 1 of the Rhodes West Master Plan) 3 new open space areas delivered $40,000+ funding, sponsorship and grants secured (eg Attorney Generals Department, SOPA, Rhodes Shopping Centre, IKEA) Adopting the Rhodes Peninsula Place Plan and Arts Plan Establishing a Council office in Rhodes Establishing of a Playgroup for Liberty Grove Active engagement and involvement of the local community in local projects Staging of activation projects and events Introducing the @rhodes newsletter and increasing online communication Establishing strategic relationships with government departments, strata and community title managers and businesses Partnering with NSW Department of Education to establish a new primary school in the region
Trialling parking signage changes Negotiating an agreement with Mirvac to deliver public art in the Town Square Upgrading of roads and footpaths Installing pedestrian crossing at Blaxland Road Commissioning concepts for The Connection – the new community precinct Delivering a range of public art Establishing the Rhodes Place Committee to provide a coordinated and action oriented approach in delivery of the Rhodes Peninsula Place Plan. Integrated feedback and engagement on regionally significant projects (e.g. the proposed Homebush Bay Bridge linking Rhodes and Wentworth Point urban activation precinct) Resident driven initiatives – e.g. playgroups, Chinese park dancing groups supported
PLACE
Drummoyne
PLACE Focus
Established place – enhancement, activation and management of Place
Project objective Catalyst Consultation
Support business growth through enhancing shopper environment
Time-frame Key partners
December 2010 Drummoyne Business Chamber Council
Political Leadership
Mayor Angelo Tsirekas Mayoral committee Jul 10- July 11 Drummoyne Business Chamber
Local leadership Budget Achievements
Changes to Victoria Road – Clearway reduced parking and increased traffic Plan undertaken by Place Partners (Kylie Legge) Census business interviews Online survey Community workshops Residential door knocks Fact sheets Ongoing liaison at Drummoyne Business Chamber meetings
$470,000 Establishing a strong Chamber of Commerce Redesigning carparking arrangements to maximise spaces Increasing pride and ownership in the area by local business through intiatives such as the Drummoyne Pride program Improving the public domain through new street furniture, signage and landsacping of key sites Integrating public art into the public domain and street furniture Undertaking the Business Improvement Program, in partnership with local business resulting in major fascade improvements in 2011/12 and 2012/13 Training and resourcing of local business in areas such as visual merchandising Conducting Community Events in partnership with local business Chamber delivered monthly flower market Laneway improvement program, inlcuding private mural delivered Business breakfast program established by Chamber
PLACE
Five Dock
PLACE Focus
Support a shopping precint
Project objective Catalyst Consultation
Revitalisation of existing town centre
Time-frame Key partners
March 2012 onwards Five Dock Chamber of Commerce Great North Road Chamber of Commerce Mayor, Angelo Tsirekas Councillor Megna Councillor Fasenella Five Dock Chamber of Commerce
Political Leadership Local leadership Budget Achievements to date
Underperforming businesses, run-down private assets Undertaken by Hill PDA Resident and shopper survey face to face and online Business face to face and online surveys Workshops Chamber of Commerce meeting presentations Media coverage
$180,000 Five Dock Town Centre Study Launch of urban design program
PLACE
North Strathfield
PLACE FOCUS
Established place – enhancement, activation and management of Place
Project objective
To improve social and public amenity. Retention of business and residents. Small businesses struggling, run-down infrastructure and amenities Consultation and Plan undertaken internally Resident and shopper survey face to face and online Business face to face and online surveys Workshops Concord carnival stall Chamber of Commerce meeting presentations
Catalyst Consultation
Time-frame Key partners
Political Leadership Local leadership Budget Achievements
June 2012 onwards New business chamber Residents Business Local Primary School (former) Cr Jeanette O’Hara Local Business Chamber $700,000 + Precinct logo designed Drop down awning designs developed to unify shopping strip & capitalise on heritage Celebrating Christmas 2012: Installation of 4 banner poles with Christmas banners; Christmas bin wraps; Christmas decorating packs for each business 7 businesses in the strip interested in footpath dining, with one application approved to date. Over 60% of businesses have expressed interest in improving their building facades, signage & entrances. 5 DAs have been approved during this period. Footpath and landscape upgrades commenced Septembert 2013 Undertook Community Safety Audit in conjunction with Burwood LAC Street lighting upgrade completed Road safety signage has been upgraded and ‘Look’ stenciled at pedestrian crossings A new parking management system trialled & new directional parking signage installed North Strathfield Village Chamber established Resourcewise business program (Sustainability program) assisting 8 businesses implemented Public art and neighbourhood stories project launched March 2013 involving 30 community members, including Hon. Michael Kirby and ex-Ac/DC member Colin Burgess
2.6 Building Confidence through Communication and Action
In adopting a place-based approach, communication is a necessity for networking, spreading ideas, promoting and disseminating information. Internally the place projects Council has embarked upon have been driven by large multi-disciplinary teams. In addition to regular workshops, the place manager for North Strathfield, sends out monthly updates to this team, management and Councillors to keep them informed and to maintain momentum. More importantly however, external communication is pivotal to success and the continued engagement of stakeholders. Nothing builds support and commitment like demonstrable success being communicated back to residents and business. Tangible outcomes provide assurance that Council is „fair dinkum‟. North Strathfield again provides some examples in this respect as a number of „quick wins‟ are being executed to build credibility. Half-hour parking restrictions have been extended to one-hour to encourage additional stay in the business precinct. A further 32 two-hour spaces and an additional mobility space are being added to encourage even greater stay and spend. These measures are being supplemented by improved signage to facilitate easier access. A safety audit was undertaken in rapid response to residents‟ concerns and a program of additional street lights and pruning of trees is helping to change the perceived character of the place. Detailed landscape concepts are being prepared giving both businesses and residents a glimpse of future developments. These practical outcomes (and others) are communicated back to approximately 4,500 residents and businesses on a regular basis to maintain interest in this place. The Rhodes Place Manager through the Neighbour Day event in March 2012 and liaison with the Liberty Grove Executive and other body corporates achieved a number of „quick wins‟ prior to the adoption of the Rhodes Place Plan in December 2012. These included: • •
•
Established a Council office in Rhodes as a place for residents to communicate and connect with Council Established a Playgroup for Liberty Grove – 18 families (22 children) already attending the weekly playgroup. A partnership between Liberty Grove Executive Committee and Metro Migrant Resource Centre Conducted a range of events to activate public space and encourage social connection including: o Peg Paterson Park Opening attracted over 45 people o Carols and Cake – pop up Christmas event attracted 65 people o Giant Chess, space activation trial
Undertook a range of engagement activities to inform community planning including: o Community Survey of 235 residents, business people and visitors o Focus Groups with 52 local residents and business people o Key Stakeholder Workshop was held on 28 May 2012 with government and non-government representatives with 49 people in attendance, 1,616 site visits o Draft Place Plan exhibition process (15 October – 2 November 2012) – ipad competition, Over 90% support from residents and 100% support from key stakeholders o Neighbour Day Council Consultation (24 March 2012) attracted over 500 people Established the @rhodes newsletter online communication for residents and businesses Formed strategic relationships with government departments, strata complexes and businesses Conducted bi-monthly meetings with Rhodes Shopping Centre – negotiating the installation of a wheel lock system for management of trolleys, community education program for late 2013 and sponsorship of community space activation
@Rhodes is another example of the way in which Council is communicating outcomes. Delivered bimonthly in print in English, Korean and Chinese (the three main languages of Rhodes‟ residents), and available in electronic form on Councils‟ website, this publication details opportunities for residents to engage in consultative exercises and details completed or upcoming works. Refresh Drummoyne began the implementation of its‟ place-based approach by encouraging shop owners to not park outside their premises. This was a no-cost exercise for Council but had immediate impacts on turnover as additional space was made available for potential customers. Relaxing parking restrictions from five to seven days per week and the introduction of visual merchandising coaching further supplemented this additional income. In one instance, the swift replacement of one of two well-known landmark trees on Victoria Road which was knocked down by a drunk driver attracted praise from the community and the media and demonstrated that Council was active and committed to developing Drummoyne. Finally, following the development of a strategy for Five Dock, Council is investing in the creation of a Social Media Application (App) to promote business, retail and leisure opportunities in the precinct. Not only does this communicate the opportunities to potential customers, it communicates to business that Council is serious in its intent to support the development of this place. Many of the above examples are simple and involved little or no cost to Council. However, they communicate that things can happen and will continue to happen.
2.7 Strong partnerships engaged around a shared vision A place-based approach builds on effective partnerships between local residents, Council, businesses, property owners and State Government. Strong partnerships however are built around a shared vision – the degree to which it is shared, being determined by level of engagement. Whilst engagement is a term often „banded‟ around, under a place-based approach effective engagement has many benefits..... For Council: • enhances our reputation as open and willing to listen • improves the quality of initiatives being developed to be more practical and relevant • ensures that services are delivered in a more effective and efficient way • provides early notification of emerging issues – putting us in a better position to plan and deal with them • builds credibility For Residents and business engagement: • means the ability to identify priorities for themselves • fosters a sense of belonging and commitment • enables communities to feel empowered and become proactive partners in the realisation of their vision In the development of the Place Plan for Rhodes, nearly 250 residents, businesses and visitors took part in a survey to shape future initiatives and expenditure. This survey was available in English, Korean and Chinese and culminated in a Neighbour Day community event where over 500 individuals gave input into future developments. Workshops with other agencies and interest groups have been undertaken and Council now regularly communicates with NSW State agencies such as Roads and Maritime Services, Transport NSW, Department of Education and Communities and others. One of the interest groups strongly committed to this place-based approach is the Liberty Grove Playgroup. This group started following a simple introduction being made by the Place Manager to an organisation that could assist them. They have now realised their dream to host a play group and are effective advocates for the wider vision. Years 5 and 6 students in North Strathfield Public School are another interest group who have caught the vision for their place. In 2013, they undertook a multi-media project, as part of their curriculum, which culminated in an exhibition of their perceptions of the history and visions for the future of North Strathfield. In Five Dock, over 300 businesses and over 1,000 shoppers / visitors took part in surveys and workshops to gather views on developing a strategy for its future. Although Council had undertaken a number of initiatives in Five Dock in the past, these were not undertaken under a shared vision. Council is now working with the Chamber of Commerce to determine the next steps, whereas previously this relationship was disjointed.
Councils‟ elected officials are helping to lead the way in brokering strong partnerships and drive the vision. One of the keys to the success of Refresh Drummoyne was the participation of local Councillors, in garnering support from the Chambers of Commerce. In the case of Drummoyne, the NSW State Chamber now uses this positive relationship with Council as an example to other organisations. Furthermore, Councillors actively participate in the Rhodes development with one Councillor chairing the Rhodes Community Reference Group. This group of residents, Council staff, developers and Councillors meet monthly with a focus on airing and resolving action items of importance to the community. They also provide input into strategies for Council to better engage with the Rhodes communities. Strong relationships allow negotiation on differences and assist Council to manage expectations. In the case of businesses in Drummoyne lobbying for the resurfacing of roads and footpaths on Victoria Road, Council was able to explain the prohibitive costs and upheaval this would entail which resulted in these issues not being escalated. Robust partnerships focus on the outcomes and the vision, and don‟t squabble over individual differences of opinion.
3. KEY LEARNINGS 1.
One size doesn’t fit all
There is no one size fits all approach to place…but rather it needs to be reflective around where the place is at in terms of its evolution – is it in the defining phase or refining? Are there already established networks that just need to be linked or do they need to be created? What is the scale of the place approach? Is it a small precinct with a defined catchment (geography / population) or is it suburb wide covering a multitude of layers? Place-based approaches can be as diverse in complexity as the areas and the communities in which they are focused on. Cabarita Park, whilst no less important in the eyes of its stakeholders, operates as a project on a completely different scale to the Rhodes Peninsula, with its multitude of stakeholders, thousands of residents, and multi-million dollar program of works. 2.
A place based approach results in a multiplier effect
Through partnership and relationships formed in a place based approach greater resources, knowledge and networks are generated...resulting in greater returns. This has been seen through the Business Improvement programs developed and implemented through the North Strathfield Place Plan and Refresh Drummoyne. These programs have seen on average for every $1 of Council investment an average or $2 or more is returned.
Partnerships in Rhodes have resulted in access to land from key business partners for community initiatives, essential sponsorship to support community engagement activities. Place planning also provides certainty to investors and confidence in the strips delivering locally. 3.
A place-based culture is essential
In order to successfully deliver a place based approach there needs to be an organisational culture founded in respect, teamwork, leadership, creativity and a sense of fun. Applying a place based approach requires the ability to work in a less hierarchical and more collaborative approach that recognises and values the contribution of various team members‟ professional backgrounds, skills and life experiences. There needs to be openness to change and the ability to challenge the status quo...finding innovative solutions to wicked / complex problems. It involves shifting from an old paradigm to a new paradigm: Old paradigm stability
New paradigm Change and crisis Today’s world is in constant motion management
Control
Empowerment
Share power to motivate and build morale
Competition
Collaboration
Teamwork and sharing knowledge & resources
Uniformity
Diversity
Creates diversity of thought and ability to develop creative solutions
Self centred
Higher purpose
A focus on accountability, integrity and responsibility – doing the right thing even if it hurts
Heroism
Humility
Supporting and developing others rather than touting own successes
4.
Meaningful community engagement and effective communication critical
People must be brought into the discussion about their place – there is a wealth of knowledge in the Community. In taking a place-based approach, communication is a necessity as we use it to network, spread ideas, promote and disseminate information. Internally within project teams and externally, the importance of communication is crucial to success.
Launched in early 2012, @Rhodes is but one example of a place newsletter. Delivered bimonthly in print in English, Korean and Chinese (three main languages of the Rhodes residents), and available in electronic form of Councils website, this publication details opportunities for residents to engage in consultative exercises and details are completed or upcoming works. As part of Refresh Drummoyne, www.drummoyne.nsw.au is a joint initiative by Council and the Chamber of Commerce to circulate information and “aims to be the central hub of everything you wish to know or want to do in Drummoyne”. More specifically www.renovatorsdestination.com.au provides a listing of trades and supplies in what has become a key business cluster within the Drummoyne area. Note – people generally want to know what is in their neighbourhood – their street even! Council is looking to tailor information dissemination by collecting emails and socio-demographics for future use. 5.
Local leadership essential
There needs to be local leadership – whether that is a group of residents who are passionate about a park / locality or businesses and property owners in a commercial strip. It is local leadership that provides the other essential ingredient to start the foundation of meaningful partnerships. It is impossible to have a partnership and true engagement when there is only one party who truly has an interest! 6.
Relationships are core
There needs to be trust and respect internally for what each professional discipline contributes and the understanding that taking a place based approach is about relationships…the ability to form effective relationships within the organisation and outside of the organisation to deliver what is needed in that place…whether it be an urban design plan, physical streetscape works, business improvement plans or campaigns around issues. A „face of the place‟ is critical to the forming of relationships. A go to person that bridges the organisation with external partners. This may be a dedicated Place Manager or an individual within the organisation that has responsibility for a place as part of their role. The 3 primary roles of this person are to: Engage • be the face of the place • direct marketing and communication • develop relationships • build capacity • form and sustain partnerships
Manage • projects • issues • activation • stakeholder relationships Resource • action quick wins and support long term directions • innovate to solve wicked problems • fundraise – developer funds, grants, private and public investment • evaluate outcomes and activities 7
A catalyst is required
There needs to be a catalyst for change. This catalyst generates the required friction to create energy that leads to action and change. For Drummoyne this was the duplication of the Iron Cove Bridge and associated clear ways that acted as a catalyst for local business and Councillors; Cabarita Park saw long term residents increasingly dissatisfied with the what they saw as a lack of investment in a regionally significant park which was coming under increasing pressure from continued population growth; and in the case of Rhodes it was the Council‟s recognition of the need to ensure that growth in one of the fastest growing areas in NSW was well managed – both in terms of the delivery of the new physical environment but more importantly to ensure that a strong sense of community was fostered as new residents settled in the area. 8.
Civic Leadership is essential
Local Council leaders are very necessary for initiating as well as for hastening the process of change in the City of Canada Bay. They play a key role in adopting appropriate plans, policies and program and often taking a hands-on role and interest in their ongoing implementation. Key to the success of Refresh Drummoyne and the Five Dock Strategy was the participation of local Councillors, especially in garnering support from the respective Chambers of Commerce. In the case of Drummoyne, the NSW State Chamber highlights this positive relationship between Council and the local chamber as something other chambers could learn from. Three Councillors participate actively in the Rhodes Development with one chairing the Rhodes Community Reference Group. This group of Councillors residents, Council Officers and developers meets monthly with a focus on airing and resolving action items of importance to the community. They also provide input into strategies for Council to better engage with the Rhodes community. The Rhodes Place Committee provides a valuable strategic group consisting of the Mayor and a Councillor along with key government, non-government, businesses and strata‟s who have a major impact on/or responsibility to influence on the Rhodes Peninsula population (Rhodes and Liberty Grove suburbs). This Committee‟s key
roles are to provide a coordinated and action oriented approach in delivery of the Rhodes Peninsula Place Plan; encourage stakeholder participation in decision making and implementation; and provide a forum for information and resource sharing and collaboration with the aim of successful delivery of projects and programs. 9.
Vital to have quick wins ....balanced with a commitment to the long term
There needs to be a commitment to the long term with quick wins that assist in building trust, credibility and motivation. 10.
A systems approach needs to be understood and applied
In making sense of place it is important to understand and apply a systems approach...understanding that places are a system of interrelated and interdependent parts that form a whole. They are made up of individuals, groups, attitudes, history, motives, formal and informal structures, interactions, physical and social structures. Systems thinking is the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. Many people have been trained to solve problems by breaking a complex system into discrete parts, however the success of each piece does not add up to the success of the whole. In fact sometimes changing one part to make it better actually makes the whole system function less effectively. „Consider a small city that embarked on a road-building programme to solve traffic congestion without whole-systems thinking. With new roads available, more people began moving to the suburbs. The solution actually increased traffic congestion, delays and pollution by enabling urban sprawlâ€&#x;. (Daft. & Pirola-Merlo: 2009) Systems thinking in a place based context is about the relationship among the parts that form a whole system that matters. By applying this approach to place people are able to see patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape and networks of relationships that accomplish the performance of the whole. It provides a framework for seeing patterns and interrelationships the structures that underlie complex situations...the ability to view the place through a wide-angle lens rather than a telephoto lens to understand how decisions and actions affect the whole.
REFERENCES Bradford, N. 2005. Place-based public policy: towards a new urban and community agenda for Canada. Canadian Policy Research Network. Ontano. Available via website www.cprn.org Daft, R. & Pirola-Merlo,A. 2009. The Leadership Experience. Cengage Learning Australia PTY LTD. Australia