Canning City Centre Place Activation Strategy. August 2012

Transcription

1 Canning City Centre Place Activation Strategy August 2012 Prepared by Prepared for

2 2 Contents 1 Introduction and Context 3 2 Place Vision 8 3 What makes a Successful Place and Key Principles 10 4 Quick Wins 13 5 Place Brand 16 6 Strategic Partnerships 20 7 Place Management 22 8 Amenity 26 9 Investment Attraction Governance Structures Conclusion 39 Appendices 12 1: Best Practice Case Studies : Draft City Centre logo concepts 50

3 1. Introduction and Context The Canning City Centre (city centre) has the potential to evolve to become the central focus of daily life within the City of Canning through the delivery of an integrated approach to economic development, structure planning and proactive place activation. Under the State Government Strategic Planning Framework Directions 2031 and Beyond (August 2010) the city centre is categorised as a Strategic Metropolitan Centre with the following characteristics desired through its future development: Multi purpose with a mix of retail, office, community, entertainment, residential and employment activities Well serviced by public transport Providing a range of housing, services, facilities and activities necessary to support the communities within the catchment, reducing the need for travel outside the catchment Diversity is a key component of developing the liveability of these centres. This Place Activation Strategy has been developed to work in conjunction with the city centre Economic Development Strategy and Canning Activity Centre Structure Plan Framework and aims to provide the vision, strategic direction and practical implementation to commence the delivery of a revitalisation programme that results in a lively, inclusive and viable place. infrastructure in recent years such as a new Cannington Leisureplex (including Library), Council Chambers and Civic Gardens and, building on these initiatives, there is potential to transition the existing one-dimensional, retail-driven identity into a thriving metropolitan centre with a diverse economic base. Today, the city centre lacks a compelling proposition to attract interest and investment to diversify its existing activities and uses. There is an overall low level of amenity and vibrancy in terms of public domain and built form and limited opportunities for residents and visitors to interact with and feel a sense of pride and ownership towards the area. This Place Activation Strategy is designed to be a working document and should be read in conjunction with the Canning City Centre Economic Development Strategy and Activity Centre Structure Plan. The strategy will evolve over time and focuses on the key areas and actions required to deliver successful places, including: Place Vision and Brand Strategic Partnerships Amenity Investment Attraction Governance. The city centre study area is outlined in Figure 1. Place Match has employed a place led approach to this Place Activation Strategy which involves taking a whole-of-project-life view of the positioning, branding, planning, investment attraction, development, governance and place management requirements of the city centre both in the present day, and as the area evolves over time. Context Through a combination of strategic economic development, investment attraction and a strong planning framework, the City of Canning is well positioned to become one of Perth s most significant strategic metropolitan centres. Located just 20 minutes from Perth, the city centre is well serviced by public transport networks including rapid bus, train and potentially future light rail, and is close to domestic and international airports as well as Curtin University. The City of Canning has invested in considerable community and recreation Figure 1 Canning City Centre Study Area 3

4 How the Place is Performing Today Strengths and Opportunities A baseline vibrancy assessment of how the Canning city centre place is performing today was conducted to set the scene for the Place Activation Strategy. Strengths and opportunities are outlined in the diagram below: 4

5 How the Place is Performing Today Obstacles and Challenges The baseline vibrancy assessment also considered obstacles and challenges to achieving city centre place activation, as outlined in the diagram below: 5

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7 Stakeholder and Community Engagement As part of the development of the Canning City Centre Economic Development Strategy, the Canning Activity Centre Structure Plan and the Place Activation Strategy, a government stakeholder and community workshop were held in November Common themes raised in those sessions, related to Place Activation, include: The opportunity to create a city centre with a clear heart, a diversity of uses, density and scale, designed to attract people for a variety of reasons including to live, work, recreate and socialise Leverage Albany Highway s role as the major transport route to bring people to the city centre Improve overall transport and accessibility within and across the city centre to make it more connected, including bus, rail and in the future, light rail. Work to reduce congestion from private vehicles Diversify the local economy and create more reasons for people to frequent the city centre Connect the city centre to the Canning River and use it as a recreation asset Establish better partnerships to deliver student and other housing initiatives Leverage existing assets and attractions including Carousel and proximity to Curtin University Transform the city centre into one with human scale i.e. narrow frontages, minimum setbacks etc Encourage investment into the area and address existing perception issues amongst government stakeholders and private investors. The findings of the government stakeholder and community workshop, along with a separate workshop held with the consultant project team, have been used to develop a Place Vision for Canning city centre. Strike a balance between protection and access to green space in the city centre Source: City of Canning Sector Groups Workshop Report of findings, 15 March 2012 Create a story, a sense of place and a sense of community that people can identify with their city centre, including heritage interpretation 7

8 2. The Place Vision Canning could become one of Perth s most important Strategic Metropolitan Centres so how are we going to get there? how will it look? e? How will we tell people how significant Canning will be?? Transformational Confident who will be living there? how will people get there? what will they do when here? who will invest? & why will they invest? who will be working there? what will it feel like? how can we make it A friendlier place to visit? Our Place Proposition As the south-eastern corridor s natural investment choice, canning city centre will step forward with revitalised business And A new residential community, leveraging off its strategic location, welcoming new economic directions based on service industries, enhancing diverse retail And delivering A high quality lifestyle that celebrates the recreational beauty of the canning river. so let s get started And what will be valued? the city centre will evolve to become A place that inspires people to take Another look with fresh, high quality Amenities redressing streets And public places, providing A strong baseline to encourage community And commercial services development. strong vision And leadership And A diligent, committed ApproAch to revitalisation will build credibility, AttrActing new consumer And business investment that will view canning As A competitive And compelling place to be. 8

9 Accessible Playful Partnering Our Vision Statement our vision is to connect canning s residents, visitors And workers with A revitalised city centre that comes to life with new Amenities And services And feels safe, Accessible, fun And commercially productive. A revitalised city core will turn canning inside out And create new opportunities for people to live And work in A compact, comfortable And rewarding community that encourages investment in new service-based economies. there will be diverse Activities And AttrActions for people of All Ages, some reflecting A forgotten history And others leveraging the beauty of the canning river. public places will be Alive day And night while new partnerships will unlock canning s potential, driving sustainable development And growth. we will deliver on the promise of An exciting future And create one of perth s most significant metropolitan centres. harnessing the potential of its strategic position the city centre will offer multiple transport options, become walkable And connected both within the heart And to its surroundings. variety And choice will AccommodAte A diverse And growing community, considerate of life stage And AffordAbility. A modern And engaging city centre will capture people s imaginations, recognise the past And look to A lively future. A safe, Active And people-focussed place will encourage local businesses, creative programmes, entertainment And learning And foster new connections with the canning river. forming strong collaborations between government, community And private industry will Align resources And priorities, bring new opportunities to life And create A platform for ongoing growth. Unlocking the potential 9

10 3. What Makes a Successful Place? Successful places occur when a range of disciplines and functions work together, underpinned by strong community participation and stakeholder engagement. If considered in isolation, design and planning are not able to solely deliver all the qualities required for places to be truly effective from a social, commercial and environmental perspective. This Place Activation Strategy is structured around the core elements of Place Vision and Brand, Strategic Partnerships, Place Management, Investment Attraction, Amenity and Governance, as outlined in the diagram below: Place Vision and Brand Place Management Place Branding and Promotion Activities and uses for all ages Ongoing revenue streams Quick wins Events and programming Acquire and manage strategic sites Governance framework Investment Attraction People living in the city centre Curated, local business mix Diverse investment sources Diverse economic base Successful Places Strategic Partnerships Local government as enabler Community and stakeholder relations Leverage knowledge and resources Amenity Entry statements and wayfinding signage Intimate and useable public space Shade, lighting and shelter Colourful street furniture and public art Walkable streets Governance 10 Figure 2 Successful places enable multiple disciplines and functions to work together

11 Key Principles to Create a Successful Place Considering the core elements of Place Vision and Brand, Strategic Partnerships, Place Management, Investment Attraction, Amenity and Governance, the tables below describe the underlying principles, strategic value areas, things to encourage and risks to mitigate, to achieve a successful outcome within the city centre. Place Vision and Brand Strategic Partnerships Place Management Principle: A unified place vision and strong city centre brand. What the Strategy values: Commitment by all stakeholders, influencers and project partners to a unified place vision and city centre brand is essential to ensure shared focus on a common goal and to shape all aspects of project delivery, ensuring that the consumer and investor promise is delivered on the ground. Principle: Collaborative local partnerships. What the Strategy values: It is the people who live and work in an area that know the place the best and their experience and expertise should be leveraged through constructive partnerships with individuals and associations to enable project delivery. Principle: Dedicated Place Management function. What the Strategy values: If considered in isolation, physical and design improvements to a place will not deliver desired levels of activity and vitality; a proactive approach to place management considering presentation, cleanliness, security, programming, marketing and business liaison will ensure ongoing performance and viability. What should be encouraged? What should be encouraged? Ownership of Canning city centre place vision by all Demonstrated collaboration within and across stakeholders and project partners all levels of government including planning, Active use of place vision and brand to inform place transport, housing and other relevant delivery strategies including project positioning, infrastructure agencies marketing, investment attraction, built form, public Strong level of participation from local residents, domain development and place management businesses and organisations in project vision, Evidence of project delivery occurring in alignment with community-based activation and delivery (as place vision and brand throughout all phases, from appropriate) inception to place management Strategic industry partnerships are developed Consumer and investor awareness of a strong city centre to achieve economic development, investment brand people know what the place offers and where / attraction and commercial goals how to invest Collaborative partnerships with key stakeholders A strategic and consistent image of the city centre is and influencers including major landholders and promoted across all communications platforms. commercial enterprises that facilitate project delivery. What should be encouraged? Place management is integrated within the City of Canning and resources are aligned to achieve efficiencies Place management is supported through dedicated resources, capacity building and infrastructure The city centre has a consistently high level of presentation (cleaning, security, maintenance) There is a regular programme of events and activities occurring in the city centre Built form and public domain is designed to support place management efforts (event infrastructure, storage, public facilities). What should be avoided / mitigated against? Limited stakeholder participation in development and evolution of the place vision Lack of ongoing stakeholder commitment to project vision and city centre brand as the project evolves. What should be avoided / mitigated against? Working in internal silos / failure to engage with key stakeholders Overlooking the value that community partnerships can achieve in delivery of a vibrant city centre. What should be avoided / mitigated against? Assumptions that the city centre will perform at optimum without place management support Limiting resourcing requirements, particularly during the marketing and investment attraction phase of revitalisation. 11

12 Key Principles to Create a Successful Place 12 Amenity Investment Attraction Governance Principle: Principle: Principle: High amenity places attract people. Strategic, curated investment attraction. Clarity of roles, responsibilities and delegation authority. What the Strategy values: Places that are well maintained, easy to get to and move around within, are safe and clean, with a high level of comfort and amenity including public facilities, seating, shade, shelter and activities that appeal to a broad demographic will attract people and investment, which will multiply over time. What should be encouraged? Mixed use, compact and fine grain development with greater diversity of commercial, retail and housing types creating a higher level of safety, activity and promotion of walking, cycling and public transport (reducing car dependence) The city centre is known for more than its shopping centre with a diverse and integrated retail and commercial offer resulting in an activated main street, more destinations and activities and extension of the 9-5 economy Higher degree of internal connectedness between rail and river improving walkability and access to daily and weekly needs such as shopping and work Network of high quality, comfortable and manageable streets and open spaces consisting of both natural and constructed public realm, that are people focussed Interpretation of the area s natural, cultural and historical heritage High level of general amenity - shelters, shade, seating, water. What the Strategy values: Successful places are ultimately underpinned by strategic investment attraction and sound commercial performance. To achieve desired activation from commercial, residential and retail channels, investment attraction strategies need to be closely aligned to the place vision. What should be encouraged? Canning city centre becomes a key destination for business and investment, providing a diversity of uses and full range of active economic and community services necessary for its community People choose to make their home at Canning city centre. High levels of visitor, investor and resident attraction, retention and referral Optimised local employment distribution to meet the requirements of industry population Increased local business, industry and employment diversity Increased diversity of housing and residential uses. Low vacancies and business turnover Presence of major commercial tenants including strategic government agencies Shift in perception amongst investment, industry and consumers Increased percentage of non-retail / greater diversity of retail uses Improved local business capability to service established and new industry sectors. What the Strategy values: Tiered governance structures that are tailored to support ongoing place management and project delivery with delineation between strategic and operational matters, clear reporting and decision making procedures will enable efficient project delivery, investment certainty and strengthen local partnerships. What should be encouraged? Presence of and commitment to effective, tiered governance structures with adequate resourcing and clear accountabilities Governance structures are participative and legally and ethically compliant Governance structures enable efficient and effective project delivery Governance structures facilitate high levels of investor confidence. What should be avoided / mitigated against? What should be avoided / mitigated against? What should be avoided / mitigated against? Density and urban form that is inconsistent with Late delivery of essential amenity, community and Lack of definition and terms of reference around the local character and identity of the place economic infrastructure to support new investment, role and function of governance structures Urban form and management strategies that do resident and business attraction Lack of communication / understanding of the role not facilitate street activation in key areas Lack of focus on deliberate and targeted investment and significance of governance structure, amongst Delivery of streets and places that are design attraction (i.e. lead the market) project partners focused and not people focused Leaving the market to achieve city centre activation Lack of effective meetings and resourcing, resulting Unreasonable limitations on provision of public objectives in isolation in loss of momentum or delays in decision-making amenities (seats, toilets, shade, drinking fountains Lack of focus on continuity of place vision and city centre and therefore project delivery etc). brand Lack of effective project delivery framework, Lack of clarity on investment offer available to various target markets. including planning framework and any policies that inhibit activation and investment attraction goals.

13 4. Quick Wins Strategy 1 Commence revitalisation immediately, through quick wins 13

14 14 Quick Wins Description: Ahead of formal project delivery structuring, it is possible to commence revitalisation of the city centre immediately. Quick Wins and catalyst projects provide clear, early direction and deliver improvements often utilising existing budgets and resources. They also build confidence and momentum, responding to ideas generated by stakeholders and local community. Improving general amenity within the city centre is an urgent priority, and has been identified consistently in community and stakeholder workshops as well as through the City of Canning s Officer Working Group. Some Quick Wins include: Rubbish removal Landscaping and planting Fixing broken paving Installing new seating, drinking fountains, shade and shelter Working with stakeholders and business owners to improve presentation of private properties Engaging with young people and community groups to implement public art and special events programmes. Quick action on these items will go a long way to tidying up the city centre and setting the scene for more significant changes to come. Key Actions: Identify existing resources and budget capacity. Work with stakeholders, including business and land owners, to develop common short term goals. Deliver quick wins improvements within a six-month timeframe.

15 Quick Wins Project Implementation and Responsibility: Action Detailed Considerations Responsibility Identify existing resources and budget capacity. Work with stakeholders, including government, business and land owners, to develop common quick wins goals. Deliver quick wins improvements within a six-month timeframe. Continue the existing Council Officers Working Group but ensure the group becomes focused on implementation Examine existing Council resources in the areas of planning, development, asset management, marketing and special events and allocate staff and funds to deliver the quick wins programme identified below Allocate capital and management budgets to clean up and improve the city centre for 2012/13 and beyond. Hold a place evaluation and vision workshop with business, government and community stakeholders in the city centre and agree on a Quick Wins vision and implementation programme Agree responsibilities amongst participants Work through policies, regulations or bureaucracy that inhibit change Work with Westfield, IGA and other businesses on Cecil Avenue to improve asset management including: Rubbish removal Graffiti removal Management of shopping trolleys Visual merchandising General management and maintenance matters. Place additional seating and bins along Cecil Avenue and Albany Highway Improve bus stops and shelters Review lighting on major streets including Cecil Avenue, Grose Ave, Wharf Street, Carousel Road, Leila, Pattie and Lake Streets Fund custom built light poles on Albany Hwy and Cecil Ave to accommodate banners and flags, or apply banners and flags to existing poles Implement a short term Public Art program over the electrical substations, pillars, posts and blank walls Improve landscaping along western edge of Albany Highway between Bunnings and the Telstra building; paint the Telstra building Remove illegal signage along Cecil Avenue and Albany Highway Offer opportunities for pop up coffee and food stalls on Council-owned land, near Cannington Station and accommodate shaded seating Establish Sunday markets in Westfield s car park Screen the Western Power Transmission site by facilitating a public art hoarding project Explore opportunities to hold events and festivals within the city centre, working with local arts and cultural groups. 15

16 5. Place Brand Strategy 2 Create and market a strong city centre place brand Description: A city centre place brand is not a stand-alone logo but a holistic system that underpins the project delivery and communications platform, clearly articulating what the place stands for. For Canning, the place brand will play a critical role in demonstrating change, defining and supporting marketing and investment attraction strategies, as well as communicating project scope and direction to engage consumers and stakeholders. The place brand should therefore strategically and visually reflect the city centre s potential as a forward-looking, people and investment-friendly place, representing significant future performance and certainty, while recognising the area s unique personality and identity, its heritage and environment. It should also be flexible to adapt over time, as the area matures. Key Actions: Leveraging the identified Place Vision (refer p4) the recommended approach is: Scope the city centre place brand for Canning Develop a city centre place brand and brand strategy Develop an integrated marketing and communications strategy to market the city centre Apply the place brand and the integrated marketing and communications strategy consistently to all consumer touch points. Figure 3 The Place brand influences all phases of project delivery Canning City Centre Place Vision Place Brand 16 Strategic & Statutory Planning Project Delivery Investment Attraction Place Management

17 12-24 months Sell the vision Repositioning the City Centre Engage stakeholders and community Generate awareness and advocacy Case Study: Liverpool One Retail-led regeneration Brand is more than a logo Differing business and consumer focus Integrated marketing strategy. Refer to Appendix 1 for more detail. 3-5 years 5 years Investment attraction (investor, commercial, developers) Repositioning the City Centre Engage stakeholders and community Investment attraction (residential sales, visitors) Destination development Place promotion Programming and activation Figure 4 The Place Brand should evolve as revitalisation progresses 17

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19 Place Brand Project Implementation and Responsibility: Action Detailed Considerations Responsibility Scope the city centre place brand for Canning. Develop the city centre place brand. Develop an integrated marketing and communications strategy to market the city centre. Apply the place brand and the integrated marketing and communications strategy consistently to all consumer touch points. Identification of key target audiences and their needs Consider the relationship to the planning framework including built form and landscape improvements Development of a visual identity to support desired repositioning Consider the suggested brand positioning resulting from the Canning Activity Centre Structure Plan Unlocking the Potential which relates to: Investors: Realising the hidden or untapped value of existing assets to bring about timely redevelopment and encourage investment opportunities to achieve the vision Residents: The City Centre will become a residential address of choice with facilities and services that cater to a diverse and growing community, brought together by a strong city centre core Workers: The city centre will be a great place to work that is close to Perth, easy to get to and connected to other surrounding metro centres, offering a variety of employment choices and new industries Visitors: Demonstrating the area s distinct qualities and attractors that set it apart from other metropolitan centres and position Canning as a desirable leisure and visitor destination (Refer to Appendix 2 for more detail). Appointment of a place branding strategist and design agency Conduct stakeholder engagement to define place brand elements Development of the place brand strategy, incorporating strategic positioning of the city centre Creation of visual identity Creation of brand manual Tailor strategies specific to key market segments and stage the strategy in line with the project lifecycle Develop an annual 12 month media action plan targeting key local, state and national media, including collaborative opportunities, third party advocates, policy and spokespeople etc. Consolidate and combine promotion of the city centre through a dedicated website Establish collaborative marketing efforts with key stakeholders, in particular Westfield and state government agencies Establish a central customer and communications database to keep key stakeholders informed and engaged and promote changes within the city centre. Digital website, e-communication, social media Collateral brochures, newsletters, investment prospectus Communications material media, stakeholder and community Advertising corporate, visitor attraction, business to business / investment attraction Way finding signage and entry statements Interpretive elements integrated through public art and physical infrastructure. 19

20 20 6. Strategic Partnerships Strategy 3 Strong partnerships and participation to achieve revitalisation goals Description: Successful city centre revitalisation programmes are underpinned by strong stakeholder and community relationships, founded on a common vision and goals. It is local knowledge and partnerships that typically deliver the most authentic and innovative place activation outcomes. For the Canning city centre a network of government, commercial and community partnerships should be established to facilitate revitalisation and activation initiatives. Strong relationships at executive level are fundamental to enabling strategic dialogue and negotiation around the city centre s future investment and development potential, while operational relationships should explore opportunities around collaborative marketing and activation initiatives as well as manage important issues to do with site presentation, asset management, traffic management, parking and other interfacing issues that will occur in the city centre, to ensure a seamless experience for residents, visitors and workers. Strategic partnerships would include: Westfield (Carousel) Greyhounds WA Canning Agricultural and Horticultural Society Department of Housing Curtin University Bentley Hospital Local Chambers / Business Association Government departments and agencies including planning, housing, transport and land supply / development (federal and state) Land owners (government and private) Business operators / tenants (current and future) Investors and developers (current and future, government and private) Environment, heritage and arts groups Schools and sporting / recreation associations. Key Actions: Develop a Stakeholder Engagement and Partnerships Strategy Identify key influencers and decision makers within the city centre stakeholders and allocate relationship managers within the City of Canning to develop relationships and partnership potential, from Executive level to operational staff Develop and nurture key partnerships and relationships Enable a high level of participation by key stakeholders and partners in detailed planning, development and delivery of revitalisation projects. Corporates and Private Sector Government Agencies Environmental & Heritage groups Arts and Culture Schools Community leaders Local Businesses Foundations Figure 5 Diverse strategic partnerships will facilitate successful implementation Case Study: The Coburg Initiative Identification of government assets Transformation of the city centre through a new urban structure, new development sites and a new public realm. Refer to Appendix 1 for more detail

21 Strategic Partnerships Project Implementation and Responsibility: Action Detailed Considerations Responsibility Develop a Stakeholder Engagement and Partnerships Strategy. Agree key influencers and decision makers within the city centre stakeholders and allocate relationship managers from the City of Canning, from Executive level to operational staff. Develop and nurture key partnerships and relationships. Enable a high level of participation by key stakeholders and partners in the development and delivery of revitalisation initiatives. Identify key stakeholders and potential partnerships Research stakeholders core areas of interest and potential common goals Categorise stakeholders across government, private and community / not for profit sectors Develop specific relationship management tactics to suit individual stakeholders and their needs, for example developing a partnership with Westfield would require representation at senior level to discuss planning, development and investment matters, as well as an operational level to interface on place management, marketing and programming initiatives. Key influencers and decision makers are those stakeholders that have the ability to elevate or de-prioritise progress and momentum within the city centre. These stakeholders would include major landowners, potential investors, private enterprises and government agencies Establish relationships and work with major private and government land owners, particularly on Cecil Avenue, to assess future development intent and impediments. Develop and maintain a stakeholder and partnerships database or CRM system Allocate appropriate resourcing Establish regular formal meetings and briefings Monitor partnerships and relationships, ensuring regular health checks and internal communication between designated relationship managers. Engage with key stakeholders and the community to achieve input and ownership into the detailed planning of public spaces on Cecil Avenue, major streets and other community and recreation assets during the revitalisation program Work with local stakeholders to develop place management, marketing and programming initiatives in the city centre, for example, delivery of public art projects and concept development for special events Engage with potential investors and developers to test investment opportunities and product development Partner with key stakeholders to deliver quick win catalyst projects to generate good will and commence repositioning of the city centre for example, landscape improvements on Cecil Avenue. 21

22 7. Place Management Strategy 4 Dedicated Place Management function. Description: Important characteristics of successful public places being that they are sociable, connected, welcoming, accessible, comfortable and safe, are, for the most part, attributed to good management and operations, not design. Case Study: City of Swan Place Management integrated into organisational ethos Dedicated Place Managers Collaborative Place Planning. Refer to Appendix 1 for more detail Apart from confined areas such as the Civic Gardens and inside Carousel Shopping Centre, the Canning city centre is a harsh and uninviting place to visit. Basic service principles that apply to good business, also apply to managing public realm. Customer focus, cleaning, security and a welcoming atmosphere instils local pride, extends visitation and encourages return visits. Well maintained, clean and nicely presented facilities will all help to make the city centre more attractive and inviting. A place management focus requires a change in approach and an ongoing commitment, not necessarily an organisational restructure. Principles can be applied by re-orientating and aligning the focus of existing resources. The City of Canning s existing officer-level Place Management Working Group reflects a strong start to embedding this philosophy within the organisation. Key Actions: Place manage the city centre. Identify appropriate future revenue opportunities to fund placemaking initiatives, into perpetuity Encourage a stewardship approach so the community and stakeholders begins to take ownership of the place Programme the city centre, particularly the proposed civic square Implement effective monitoring and evaluation to measure progress against milestones and key performance indicators. 22

23 Place Management Project Implementation and Responsibility: Action Detailed Considerations Responsibility Place manage the city centre Identify appropriate future revenue opportunities to fund place making and economic development initiatives, into perpetuity. Effective monitoring and evaluation to measure progress against milestones and key performance indicators. Programme the city centre, particularly the proposed civic squares Encourage a stewardship approach so the community and stakeholders begin to take ownership of the place Identify and coordinate a city centre operations team including cleaning, security, asset management. Work with local stakeholders to develop place management, marketing and programming initiatives in the city centre, for example, delivery of public art projects and concept development for special events. Customer service principles and guidelines are adopted for all staff working in the city centre. Maintain a high level of site presentation at all times Celebrate achievements Appoint a place manager (refer to section 10). Investigate alternative revenue sources and funding models to support on-going place management strategies, and nurture revitalisation of the city centre. Some examples of potential revenue sources could, in time, include: Car park revenue Marketing levies Leasing revenue from assets owned by City of Canning, for example cafés, recreational zones and community meeting spaces Commercial sponsorship and events revenue. Conduct customer satisfaction surveys, annual pedestrian counts and observation surveys, to monitor progress Provide local businesses and stakeholders with annual reports of the relevant data to monitor performance indicators (leasing, sales, vacancy rates) Secret shopper and customer service programs are established for all businesses in the city centre On-going observation to continually monitor and understand target audiences, users and their behaviour patterns Customer satisfaction to monitor performance, identify gaps and remain ahead of the audience, in terms of anticipating needs and perceptions, and brand perceptions Obtain qualitative data regarding business mix, turnover, pedestrian and transport data. Establish and promote an annual programme of activities and events to attract people to the city centre, tailored to the local audience, reflecting seasonal needs and celebrations/festivals Encourage property owners to accommodate short term interim uses if retail tenancies within the city centre on Cecil Avenue are vacant for extended periods Deliver a supporting communications and marketing strategy that reinforces the city centre brand Prepare a Corporate/Commercial Sponsorship Strategy to nurture and support the programme of events. Cultivate cultural activities that reflect the community profile and work with community groups and third parties to offer a venue for their activities Limit regulations and approvals where possible and build community capacity and ownership Encourage joint promotion, collaboration, and cluster activities where possible Establish a fund to encourage local community groups to facilitate and hold community activities within the city centre. 23

24 8. Amenity Strategy 5 Amenity and infrastructure to support a changing city centre Description: To reposition the city centre from being a place that is poorly presented and perceived to one that is attractive to residents, workers, visitors and investors, significant improvements to amenity, infrastructure and overall presentation and management are required. Early commitment and ongoing improvements to the area, led by the City of Canning, will be essential to set the direction for future growth and development and to invite government and private sector investment. This includes: Key Actions Create an address of choice by upgrading landscape and public domain Increase intensity by introducing new residential and commercial uses into the city centre Create a mainstreet with a civic heart, to become the focal point for community activation and deliver local retail, food, beverage and entertainment Connect existing community anchors and link the Cannington train station with the Canning River. Delivering and managing a high quality public realm, including a civic heart, that is functional, comfortable, safe, active and responsive to pedestrians and cyclists Empowering entrepreneurial spirit within the existing community and encouraging opportunities for locally based businesses Establishing an urban design ethos that reflects Canning s heritage and future aspirations Enhancing highly valued places, particularly the Canning River Interpreting the area s heritage and future visions and aspirations Encouraging sustainable development, including water use. The key actions outlined in this section of the Strategy have been developed in collaboration with the city centre consultant project team and the Council officer s working group. Case Study: Perth Cultural Centre Improved seating, shelter, lighting and landscaping can turn a place around Place Management is essential to maintain amenity. 24 Refer to Appendix 1 for more detail

25 Today, the city centre suffers from an overall low level of amenity. 25

26 Amenity Project Implementation and Responsibility: Action Detailed Considerations Responsibility Create an address of choice by upgrading landscape and public domain. Heritage: Develop an Interpretation Strategy to enhance Indigenous and European heritage through landscape, urban design and public art Protect and interpret remaining historical places including Canning River Regional Park, Woodloes Homestead and the Canning Town Hall. Public Information Signage & Wayfinding: Develop a signage and wayfinding strategy Rationalise and remove unused signage Clean, remove graffiti and maintain useful signage. Urban Design: Establish an architectural vernacular, city centre masterplan and supporting design guidelines Create a high quality and well-distributed public open space network, with established public transport connections Design and develop Cecil Avenue as the city centre s multi-modal central spine and extend through to Richmond Street and the Canning River Establish a street hierarchy and furnish with appropriate amenities (trees, shelter, seating, bike racks, water fountains, lighting etc) Enhance the visual amenity of Albany Highway, Cecil Avenue and Sevenoaks Street. Landscape: Develop a landscape masterplan, responding to end user needs: Consider accessibility for all users Introduce a street tree planting programme, referencing local species Introduce significant planting and vegetation into car parks Screen the Western Power Sub Station with a landscape buffer, hoardings and public art mural Integrate water themes into civic spaces with appropriate drainage and water quality management Incorporate water quality treatment measures as part of landscaping Use water sensitive urban design to minimise heat island effects in high density areas Use permeable pavements where practical Develop a public domain landscape manual Develop a Management Plan and appropriate built form response for the Threatened Ecological Community (TEC). Public Art: Develop a public art strategy Focus on the scoping and delivery of public art that is interactive and engaging Provide opportunities for local community participation. 26

27 Action Detailed Considerations Responsibility cont d Increase intensity by introducing new residential and commercial uses into the city centre. Movement: Create clear pedestrian connections and visual cues to guide people to and from the Cannington station, Albany Highway and Canning River Enhance pedestrian and cycle amenity through seating, rest stops, shaded pathways and bike storage Improve pedestrian safety through CPTED Principles and adjusting street geometry where appropriate. Water: Optimise water use and irrigation efficiencies for new and existing developments, including reuse, rainwater capture, stormwater harvesting, scheme water and ground water Integrate storm water quality and quantity management into public spaces including development of living streams to link green spaces and natural places Maintain and provide for the ecological requirements of Leige St wetlands and the Threatened Ecological Community. Planning Framework: Enable the Town Planning Scheme, Policies and Design Guidelines to acheive the specific land uses desired in the Canning Activity Centre Structure Plan Ensure planning policies are not prohibitive (for example, that they do not limit alfresco uses or application of appropriate promotional signage etc.) Develop Design Guidelines to: Enable Cecil Avenue to function effectively as a visitor friendly mainstreet Establish mixed use precincts; discourage commercial uses in residential nodes Encourage entertainment, food and beverage uses on Cecil Avenue Introduce minimum intensity standards Promote fine grained street blocks to optimise connectivity and movement Primary pedestrian routes such as Cecil Avenue should have zero setback for buildings and mandatory awnings for shade and shelter Promote Sustainable Development Set appropriate building heights to create a good sense of enclosure within the core area Encourage a mix of housing to cater for a wide spectrum of the social and demographic profile (consider student housing models, partnerships with government agencies and affordable housing providers). Use development controls to influence appropriate land use outcomes: Apply developer contributions to fund public realm improvements, place management and place activation initiatives Apply planning bonuses and rates relief incentives (i.e. rates relief for restaurants / cafés opening or relocating to preferred areas). Empower City of Canning planning staff to achieve an investment responsive culture to development applications and approvals. Cannington Train Station: Encourage medium density office and commercial development to occur around the Cannington train station, along with convenience retail, to support Transit Oriented Development. Canning River: Optimise river frontages to provide new medium and high density residential development Provide community and recreation facilities to enhance and complement residential uses, including: Regional park land and community facilities seating, shade, BBQs, public art and interpretive features Convenience and lifestyle features such as cafes, delicatessen. 27

28 Action Detailed Considerations Responsibility Create a Mainstreet: mainstreet Establish a shared vision with Westfield to create a 100m double-sided main street along Cecil Avenue, integrated with Carousel with a civic and externalising some retail, food, beverage and entertainment functions heart, to Establish a shared revitalisation vision with private landowners and government agencies to prioritise other redevelopment become the along Cecil Avenue: focal point for Identify key activity nodes around the Cannington train station, Carousel and at the Canning River; establish unique community attractions in each area activation and Engage with the local community and businesses to vision the layout, function, purpose, identity and staged delivery of deliver local each activity node, and multi-storey car parking retail, food, Develop land assembly strategies and strategic partnerships to achieve redevelopment visions, for example deliver new beverage and residential, retail and commercial uses near the Cannington train station in partnership with the Department of Housing, entertainment. on the corner of Cecil Avenue and Sevenoaks Street Work with retail and commercial advisors to develop a curated, local business mix. Civic Heart: Engage with the local community and businesses to vision the layout, function, purpose and identity of a primary civic heart on Cecil Avenue Place Manage and programme the civic heart. Connect existing community anchors and link the Cannington train station with the Canning River. Parking: Develop a parking strategy to: Consolidate at grade parking into multi-storey development Locate multi-decked car parks in areas that channel movement towards Cecil Avenue, such as near Leila or Pattie Streets Apply stringent parking ratios and implement restrictions Ensure on street parking benefits mainstreet retail operations. Remove the requirement for building set backs to accommodate parking. Movement: Pedestrians and Cyclists: Prioritise pedestrian and cyclist movement throughout the city centre, including separated bike paths along primary roads. Improve pedestrian crossing facilities at signalised intersections Upgrade footpaths and other pathways. Public Transport: Promote Light Rail initiatives for the city centre Secure an express bus route or light rail system between Cannington Station and Curtin University Establish public transport routes that connect activity nodes and service weekends and out of hours Encourage bus stop and end user facilities at Carousel. Canning River: Deliver a Regional Play Space as a key attraction close to the Canning River Emphasise the connections to the Canning River, including Leige Street wetlands. 28

29 Key Destinations and Focal Points 29

30 9. Investment Attraction Strategy 6 Targeted investment attraction Description: The Economic Development Strategy for Canning city centre has identified existing strengths and opportunities to diversify the current economic profile: Key Actions: Develop a city centre project feasibility and commercial strategy to inform product type and mix, project delivery and staging Confirm project delivery staging and product packaging Identify development and project delivery partnerships and funding sources Existing Economies Food and Convenience Retail Government Office Opportunities Comparison retail Residential, including medium and high density Commercial and office, particularly at Cannington Train Station Health, including medical, allied and pathology Business services, focusing on mining and industrial supply chains. Develop integrated investment attraction strategies, considering diverse target audiences Implement investment attraction strategies. In order to attract investment from sectors not currently present in the area, the following baseline levers will need to be in place: Clear strategic direction and vision to drive investment certainty Planning regulations and zoning which enable flexibility and do not inhibit commercial and activation outcomes for example, density, street parking, alfresco, small bars etc A high level of amenity, community and public domain infrastructure delivered by Government, to generate the potential for land value improvements Demonstrated project delivery model and management expertise within Council Commitment to ongoing place management. Case Study: Dandenong Revitalisation Planning certainty, funding and expertise central to success. Catalyst projects used to stimulate new investment and development William Street, Perth The tenancy mix is critical to achieve street level activation. Independent and unique businesses reflect the area s identity. 30 Refer to Appendix 1 for more detail

31 Investment Attraction Project Implementation and Responsibility: Action Detailed Considerations Responsibility Develop a city centre project feasibility and commercial strategy to inform product type and mix, project delivery and staging. The project feasibility and commercial strategy will enable a detailed understanding of financial, market and economic drivers that will influence implementation The project feasibility and commercial strategy should consider private and government land holdings and the development potential of the land use provisions of the Canning Activity Centre Structure Plan The strategy should be scoped to: Provide insight regarding existing and desired land tenure including redevelopment of City of Canning land and assets Recommend a product mix and type for commercial, residential, retail and other land uses, specifically focusing on new economies specified in the Economic Development Strategy (health, mining and logistics support, knowledge based businesses) Consider potential commercial structures for land and property transactions Consider project staging and delivery in the context of market demand. Confirm project delivery staging and product packaging. Identify development and project delivery partnerships and funding sources. Project delivery staging and product packaging should consider interface with: Public domain and general amenity improvements Availability of public funding and private investment and / or partnerships to catalyse particular projects Public transport and infrastructure improvements / additions Market influences around product availability, including demand for commercial and residential Nomination of priority development areas by the City of Canning, such as early transit oriented development, including residential and commercial outcomes, near the Cannington train station Land tenure and acquisition strategies, including consolidation and land swaps. Determine partnerships with state government agencies, for example, City of Canning partnering with Department of Housing to redevelop respective land holdings on the corner of Sevenoaks Street and Cecil Avenue Explore compatibility of state and federal infrastructure funding to deliver redevelopment projects Develop a shared vision and relationship strategy with private land owners, including Westfield, to achieve place based outcomes on private land holdings. 31

32 Action Detailed Considerations Responsibility Develop integrated Investment attraction strategies should consider the following audiences: investment Private Developers attraction strategies, Residential considering diverse Commercial / office target audiences. Sector specific, eg healthcare, education, housing foundations, retail. Consumers Residents Destinational shoppers Commuters Prospective residents / purchasers Prospective tenants. Local, state and federal government Community infrastructure Funding agencies Transport Housing Education / tertiary institutions. Investors and fund managers Residential Commercial / office Sector specific, eg healthcare, education, housing foundations, retail. Consider the unique requirements of particular audiences and the product type being delivered for example, contract and planning conditions, development incentives and timeframes to complete development Undertake market research to segment key markets and understand investment capacity, priorities and drivers. Implement Allocate resourcing to deliver investment initiatives investment Develop marketing strategies to support implementation, including: attraction strategies. Communications tools (website, media, prospectus, presentations etc) Communications tactics (relationship development at CEO / Executive level, presentations, roadshows). 32

33 10. Governance Strategy 7 Establish a governance framework to facilitate project and place management outcomes. Description: Moving from the planning phase of the city centre project to delivery will require a significant focus on complex commercial, community and development challenges. Establishing an effective governance framework early in the project life will enable the City of Canning to optimise city centre development opportunities, and make sound and rational strategic decisions based on expert advice, while at the same time developing relationships and improving capacity to deliver attractive and appealing streets, public places and destinations. A tailored governance structure that focuses specifically on the city centre is recommended to support a place-based approach, and underpin the delivery of the place activation strategies recommended in this report. In the short term, a tiered approach is appropriate to achieve focus on relevant issues at a strategic and operational level and enable effective community and stakeholder engagement and relationship management. It will be important to ensure that roles, responsibilities and delegations of authority are clearly articulated, to in turn deliver effective daily operations and a people and investment-responsive approach. At the appropriate time as development and place management within the city centre gather momentum, the City of Canning s organisational structure should ideally evolve to accommodate a dedicated Place Management function and a Place Management Team should be established, including a dedicated city centre Place Manager. These positions could be new appointments, or reallocated duties and responsibilities amongst existing staff. Key Actions: In the short term, establish a tiered approach, encompassing: Council s City Centre Working Group, with responsibility for economic development and advisory to support effective decision making and progress revitalisation projects A City Centre Leadership Team responsible for ensuring all stakeholders are working efficiently and effectively to optimise opportunities A Council Officers Working Group, responsible for operational delivery A dedicated Place Manager and Development Manager. In the long term: Establish a Place Management directorate and a multi-disciplinary Place Management Team to oversee functional delivery and operations of the city centre project Appoint a dedicated Place Manager and Development Manager. Refer to Figures on pages 36 and 37. Case Study: Cockburn Central Place Making Strategy developed Establishment of a tiered governance structure Alignment of resources and priorities between local and state government and developer. Refer to Appendix 1 for more detail 33

34 Governance Project Implementation and Responsibility Action Detailed Considerations Responsibility In the short term, establish a tiered approach, encompassing: Council s city centre Working Group, with responsibility for economic development and advisory to support effective decision making and progress revitalisation projects A city centre Leadership Team responsible for ensuring all stakeholders are working efficiently and effectively to optimise opportunities A Council Officers working group, responsible for operational delivery A dedicated Place Manager and Development Manager. In the long term: Advocate for a state-level steering committee to be formed to prioritise rehabilitation Establish a Place Management directorate and a multi-disciplinary Place Management Team to oversee functional delivery and operations of the city centre project. Appoint a dedicated Place Manager and Development Manager. City centre Working Group Confirm the scope and terms of reference, to include economic development, investment attraction and project delivery Appoint delegates with appropriate skills and expertise Convene (at minimum) quarterly meetings. Leadership Team Prepare and sign a Memorandum of Understanding to formalise the Leadership Group Endorse a vision as a Leadership Group Agree on roles and responsibilities Agree on outcomes, timeframes and resources, and Monitor on-going commitments. Council Officers Working Group Re-establish the Council Officers Working Group and convene bi-monthly meetings. Appoint a dedicated Place Manager and Development Manager to implement city centre revitalisation projects, reporting to an Executive Director within City of Canning. Allocate a dedicated annual city centre Place Management budget to ensure adequate resources are available to efficiently and effectively deliver agreed actions. Allocate a dedicated annual city centre Place Management budget to ensure adequate resources are available to efficiently and effectively deliver agreed actions A state-level steering committee should comprise executive level membership from key local and state government agencies Consider how to integrate the Place Management function within the City of Canning organisational structure Appoint a Canning city centre Place Manager and Development Manager with dedicated staff resources and support including community relations / stakeholder management, economic development, asset management, marketing, media, events. 34

35 Governance It is recommended that elements of existing City of Canning city centre committees remain in place and focussed on delivering a place-led approach to revitalisation, but with some amendments to their terms of reference or membership, as described in the diagram below. The addition of a City Centre Leadership Group with membership at CEO level comprising Council, major land owners and enterprises will provide an important vehicle for relationship development, establishment of a common vision and project implementation. Short Term Governance Structure City Centre Councillor Working Group An existing committee with Council representation. The terms of reference should include: Strategic Direction on revitalisation projects Enabling project transition from planning to delivery Economic development and investment attraction Financial and governance approvals Composition should be the current membership plus the appointed city centre Place Manager and Development Manager, and the opportunity to introduce expert independent advisors in the areas of: Development Commerce & Finance Planning Marketing & Investment Attraction This is a proposed new leadership group, designed to act as vision keepers, cement relationships at a leadership level within the city centre, develop ownership and a common vision, achieve ongoing advocacy, and progress evaluation and assessment. City Centre Leadership Group Composition could include: CEO - City of Canning CoC Directors Westfield Key property owners Community leaders Senior representatives of relevant government agencies City Centre Council Officers Group An evolution of the existing Council Officers Working Group, this committee would focus specifically on operational matters to do with city centre performance. This would include brand and marketing, landscape and maintenance, asset management, cleaning, construction management, statutory/strategic planning, security, economic development, special events and commercial (leasing, sales, revenue generation). Composition Place Manager / Development Manager CoC Directors / Managers Business / Community representatives Operation staff - eg Westfield, IGA Figure 6: A tiered governance framework will enable focus at strategic, stakeholder and operational levels. 35

36 Governance In the immediate term and in order to prioritise place management and individual revitalisation projects within the city centre, a transitional place management team should be identified, as outlined below. This recommends that an existing Executive Director within City of Canning assumes responsibility for the delivery of city centre revitalisation projects. This role is supported by two new resources; a Place Manager and a Development Manager, both required to work with a high level of interdependency and liaison to bring about implementation. The Place Manager would be responsible for relationship management, operational performance, investment attraction, marketing and programming etc while the Development Manager would be responsible for project delivery, works and technical planning / design. The Place Manager and Development Manager would be supported by Council s existing staff and resources, to be prioritised through the City Centre Council Officers Working Group. Short Term Place Management Team City Centre Councillor Working Group Executive Director Existing Resources Place Manager Development Manager New Resource Required Brand / Marketing / PR / Events / Sponsorship / Programmes Commercial / Investment Attraction City Centre Operations Planning and Design Works Programmer, Engineering, Design Functional Areas 36 Figure 7: Short Term Place Management Structure

37 Governance In the longer term and as the revitalisation projects progress, the place management function should be integrated within the City of Canning. The diagram below recommends that an Executive Director assumes responsibility for the delivery of city centre revitalisation projects, reporting to Council s City Centre working group. This role is supported by two new resources; a Place Manager and a Development Manager, both required to work with a high level of interdependency and liaison to bring about implementation. The Place Manager would be responsible for relationship management, operational performance, investment attraction, marketing and programming etc while the Development Manager would be responsible for project delivery, works and technical planning / design. These positions would be supported by dedicated staff, budgets and other resources. Long Term Place Management Team City Centre Councillor Working Group Executive Director Existing Resources Brand / Marketing / PR / Events / Sponsorship / Programmes Place Manager Commercial / Investment Attraction City Centre Operations Development Manager Planning and Design Works Programmer, Engineering, Design Dedicated Resources Required Figure 8: Long Term Place Management Structure 37

38 38

39 11. Conclusion A place-led approach to the revitalisation of Canning s city centre will enable integrated delivery of physical, management and programmatic improvements in the area, with clear definition to relationship development, place management and governance roles and responsibilities. The low amenity of the city centre requires immediate attention and prioritising quick wins to signal that the place is changing and engage the attention and efforts of stakeholders and the general community is essential. Priority projects for the City of Canning to pursue immediately would include: Reinstate the Council Officers Working Group Appoint a Place Manager and a Development Manager either as a formal resource or through a contractual arrangement as described in strategies 4 and 7 Identify existing resources and budgets to support the Place Manager and Development Manager Prioritise a dedicated focus on relationship development and management with city centre stakeholders, particularly landowners and key influencers such as Westfield Work with stakeholders to create a shared vision and priorities for city centre improvements Commence the development of a place brand as described in strategy 2 Implement Quick Wins as described in strategy 1, in conjunction with relevant stakeholders and engaging with community Complete a city centre masterplan and a landscape masterplan to complement the Canning Activity Centre Structure Plan, underpinned by place making principles that prioritise end user needs Identify priority revitalisation projects, such as potential partnerships with the Department of Housing concerning government-owned lands on the corner of Cecil Avenue and Sevenoaks Street Develop a commercial strategy, project feasibilities and business cases to further understand holistic city centre financial parameters and identify capital funding partnerships, as outlined in strategy 6. 39

40 12. Appendix 1 Best Practice Case Studies 40

41 Best Practice Case Study: Place Brand Liverpool One, United Kingdom As part of its 21st-century renaissance, the city of Liverpool wanted to join the first division of shopping destinations in the UK. To achieve this, the Grosvenor Group (developer) would redevelop a derelict 42-acre site between the city centre and the docks. Alongside shops, there would be a cinema, housing and public spaces. Opened in 2008, it is one of the most important developments within Liverpool s city centre for more than 60 years and the largest regeneration project of its kind in Europe. Whilst the design and development behind Liverpool One s transformation of Liverpool city centre was crucial to its success, so too was the strategic approach to place branding and marketing. Brand development From the onset it was agreed that for a project of this scale and importance the brand would need to be appealing to everyone (retailers, shoppers, visitors). It would also need to be simple, unique and true. New Rules became the organising thought behind the brand and the name Liverpool One soon followed. Community engagement The approach to local consultation and communication was comprehensive and enduring from the very outset of the project. Throughout the development process, Council and the developer, Grosvenor held public stakeholder meetings every 12 weeks. People with an interest in the development were invited people regularly turned up to these events becoming important advocates for the project. Tools for selling the Liverpool One Vision Business Marketing Leasing materials including documents detailing the research, the vision for Liverpool One, maps, tenant mix plans, CGIs, shopper characteristics B2B advertising campaign aimed at retailers and agents run within the trade press and delivered electronically Marketing Suites in Liverpool and London Leasing website, promotional video, 3D flythrough Events sponsorship An Information Centre was opened to the public on November 2004, with an evolving 1:200 scale model attracted 50,000 visitors. Consumer Marketing With B2B marketing firmly established, attention turned to the important issue of consumer marketing. Audiences were segmented into six cluster groups for targeting, each receiving customised marketing communications. A new consumer website was developed along with consumercentric direct marketing materials A new strap line accompanied the campaign: Everything You Love in Liverpool One A hoardings strategy was devised and implemented taking in strategic sites around the city and key locations across Liverpool One Retailers were encouraged to use the Liverpool One brand within their own promotions A media buying agency was hired to devise a comprehensive media plan to target consumers in the important secondary catchment areas and move them to visit the new Liverpool One. Celebrating the project telling the story The monumental effort which resulted in Liverpool One needed to be captured before key people moved on physically and mentally from the project. The developer commissioned publisher John Wiley to produce a book charting the story and appointed author David Littlefield to write it. In April 2009, Wiley s published Liverpool One: Remaking a City Centre (ISBN ). Source and more information:

42 Best Practice Case Study: Strategic Partnerships Coburg Initiative Coburg Principal Activity Centre (CPAC) is located 9 kilometres from Melbourne s CBD and 10 minutes drive from Melbourne Airport. The redevelopment included a $1 billion plan for jobs, homes and a new heart for Coburg. The vision for Central Coburg in 2020 is: Central Coburg develops as the prime shopping, living, employment and activity precinct in Moreland The centre is transformed into an attractive system of streets and spaces Central Coburg becomes a sought-after living environment, offering a range of housing choices, including high density housing Most people arrive at the centre on foot, by bike or by public transport Moreland City Council also embarked on a strategic partnering arrangement with an private developer with a track record in urban renewal, that understood the Moreland community, shared in its vision to deliver the Coburg Initiative and could assist Council deliver community value. A strategic partner was selected after a rigorous public process inviting development companies to work co-operatively with Council to rejuvenate central Coburg. Moreland City Council and the private developer Equiset, are committed to achieving the best outcome for the Coburg Initiative through partnerships with the broad range of stakeholders and the local community. Source and more information: The provision of a range of services enables people to conduct a number of different activities based on the one trip Central Coburg is linked with networks of green space. The concept of sustainable development underpinned the vision for Central Coburg. In support of this underlying principle, the vision provided an integrated approach to the social, economic and environmental issues facing the area, and provided a strategic framework for future land use and development of the area to ensure its long-term sustainability. Strategic Partnerships Coburg included a vast extent of government landholdings. A map was created to visually represented all state and local government holdings, including developed sites, vacant land, parkland, roads, footpaths and rail reserves. This exercise revealed the extent of land available in government ownership and highlighted the opportunities to transform the centre through a new urban structure, new development sites and a new public realm. 42

43 Best Practice Case Study: Place Management City of Swan Place Management can have a central role in government, particularly at the level of local government. Being a single body with a wide range of functions, local government can improve its effectiveness and efficiency by moving, firstly, to identify clearly the core outcomes it is pursuing and, secondly, to arrange its resources so that the achievement of those outcomes is managed. Recognising that a one size fits all approach does not effectively meet the challenges in giving the attention necessary to service such a large and diverse area, the City of Swan has implemented a Place Management approach. The primary objective of this corporate initiative, is to ensure that the organisation is working in a cross-functional integrated manner in its planning and delivery of services, programmes and infrastructure unique to Place. It shifts the focus from organisational outputs to community outcomes. Place Management enables place knowledge to be brought to the table. It provides a cohesive platform that ensures the City s business units are working in unison to facilitate improved planning. It encourages the creation of closer relationships with business units and the people and stakeholders who live, work and recreate within the Place. Place Managers drive Place Management, however all City staff are responsible for making it happen by tailoring their daily work conducive to the approach. Place Plans are important tools for developing partnerships with the community and other agencies and provide a framework for future activities within the Place area by presenting background and historic information about the Place, as well as documenting relevant trends, policies, guidelines and identifying current and future projects for the area. Place Plans are developed with community input and enable the City to tailor programs to suit particular areas based on their characteristics. Developer contributions, services and facilities arrangements City of Swan s innovative approach to place management extends to the provision of community facilities and services delivered through developers and landowners. The Ellenbrook and Vale Community Facilities and Services Agreements were formed in 2004 and 2005 with the respective developers of the Ellenbrook and Vale Estates. The agreements were developed for the purpose of identifying and making financial contributions toward the provision of some of the local community facilities and services in the respective estates. Community Committees in Ellenbrook and Vale established under these agreements are responsible for recommending the expenditure of funds held in reserve accounts for the purpose of aiding the development of community facilities and services. In accordance with the Agreements the developers make contributions to reserve accounts upon the sale of each lot. The contribution rate is indexed each year according to the Consumer Price Index. The developers contributions are matched by the City. The Ellenbrook and Vale (Aveley) Community Committees meet bi-monthly to facilitate the provision of facilities and services from the Ellenbrook and Vale Community Reserve Funds respectively. Committees consist of: City of Swan Councillors City of Swan Community Services Manager Developer representatives (Project Director Level) Community representatives (residents selected through nomination process) The Community Committees are not intended to function as committees of the Council; rather the committees simply function with representatives of the City and representatives of the community. The supporting Community and Economic development Plans are executed by developers in close liaison with City of Swan. This plan guides the provision of community infrastructure, active recreation, primary and high schools, transport, high speed internet social programming. Source and more information: February_4_ Item 2.3, Ellembrook and Aveley Community Facilities and Services Agreements. 43

44 44 Best Practice Case Study: Amenity Perth Cultural Centre The Perth Cultural Centre is one of Perth s primary public spaces, housing the State s most significant cultural institutions on the doorstep of the CBD. Despite its prime assets and strategic location, it had developed a reputation for being unsafe and unwelcoming, and had not leveraged its potential as a successful cultural hub for Western Australia. The objective was to breathe new life into the Cultural Centre with a heightened sense of energy, flavor and vitality. It also aimed to reposition the place as one of Perth s major visitor destinations by introducing new attractions and activities, land uses, proactive management and programming and improving existing infrastructure. Activation initiatives applied included: The Perth Cultural Centre comprised a complex group of stakeholders, with vested interests. Extensive stakeholder and community consultation and engagement strategies were delivered, including workshops, meetings and other requirements to gain input and ownership of the vision A place strategy was implemented to enable immediate improvements to transform the area, focusing on how the space will function, what could be done to make it more comfortable, accessible and social, with more activities to keep people in the area for longer. The outcome resulted in a $5m improvement program of short term works including better lighting and security, landscaping upgrades, free WIFI and improved way finding, retail pods and more seating, shade and performance spaces Heritage upgrades and a strategic leasing campaign were progressed for the commercial/retail properties along William Street. The strategy also included a provision to subsidise the less expensive upper floor areas for non-commercial uses such as artist studios in order to extend the Perth Cultural Centre s role as a creative hub The area was not being maintained to a standard that would be expected of a prominent public space. Place Management resources were allocated, and a Property Manager and on-site team was appointed Protocols and procedures were established to deliver a higher standard of cleaning and maintenance. Weak governance and limited collaboration were contributing to the Perth Cultural Centre not being fully optimised. The most challenging barrier related to land ownership, which was complex and disparate. A management order was formalised and a governance structure was developed to define roles, responsibilities and accountabilities, based on stakeholder feedback Marketing resources were disparate and restricted and public activities were limited. A marketing and programming committee was established to facilitate joint marketing and collaborative programming; a website was built to promote the Cultural Centre as a destination, a streamlined event approval process was implemented a sponsorship program was established to attract events and encourage externalised programming. There are now more things to see and do in the Perth Cultural Centre, which will impact on the length of visitation, and create a more positive experience for visitors. It has also become the venue of choice for many of Perth s flagship festivals, including Perth International Arts Festival, the Fringe Festival, CHOGM and the Laneway Festival, to name a few. Source and more information:

45 Best Practice Case Study: Investment Attraction Dandenong Revitalisation To recognise and facilitate revitalisation of the Dandenong Central Activities District the Revitalising Central Dandenong Project is being delivered. This project covers 170 hectares and is the largest urban renewal project in Victoria since Melbourne Docklands. As a result of significant land acquisition by the Planning Minister, the project now has the scope to transform the centre into a thriving community hub. Context In April 2006 the Victorian Government launched a shared vision for Revitalising Central Dandenong and announced $290 million to invest in the redevelopment of the city centre over a 15 to 20 year period. The aim is to restore Central Dandenong as the capital of Melbourne s south east, and ensure it is a great place to live, work, study and socialise. In 2007, VicUrban developed an Urban Master Plan for the revitalisation of Central Dandenong which built on previous strategic work and further refined the future vision. It is estimated the revitalisation will attract $1 billion in private sector investment as well as help create up to 5,000 new jobs and 4,000 new homes over the next 20 years. The priorities for the Plan incorporate significant new infrastructure including: redevelopment of Lonsdale Street as a green boulevard with slow moving traffic, improving its access and amenity a new City Street to connect the railway station to the heart of the city upgrading the railway station surrounds to provide a new arrival and meeting place constructing the George Street Bridge to create a new western gateway into Central Dandenong. Selecting the right tool: land acquisition to deliver regeneration To deliver on the shared vision for Central Dandenong, it was necessary to acquire significant land. The city structure needed to be redesigned to better integrate a previously disconnected centre and create land parcels that could attract private sector investment and development. Seven hectares of land with approximately 170 different titles were identified for aquisition. The Urban Master Plan refined the strategic need identified in council s earlier work to directly connect key destinations with a new City Street and create development opportunities along its path. The new City Street will create an easy and direct route between the railway station, the city centre, Dandenong Plaza and Dandenong Market. It will become a major route for pedestrians in Central Dandenong, with a range of street level activities such as new retail, apartments, cafes, offices and public spaces. The majority of property acquisitions were completed over three years between 2005 and VicUrban emphasised the importance of a transparent process that included extensive consultation, advice and information for potentially affected landowners and tenants. In addition, to minimise market and tenant uncertainty, people were made aware in the most timely manner possible if their land would or would not be acquired. Quick wins To signify that Revitalising Central Dandenong was underway, VicUrban, the City of Greater Dandenong and the Dandenong Development Board initiated a two-year Refresh Program that took place between July 2006 and June The projects were designed to challenge people s perceptions of Dandenong by building positive messages and good news stories about Central Dandenong, and to generate activity through place-making projects with participation from the local community. Examples of projects include: Art in the City Program as part of a larger effort to stimulate cultural activity, the Art in City Program installed temporary artworks from emerging and established artists in the vacant shops and laneways of the city centre. The artworks, which are visible to passing pedestrians, explore, celebrate or present issues that are relevant to Dandenong. 45

46 Floral Displays to add colour and vibrancy to the city s streetscapes, a program of moveable floral displays has been introduced to Central Dandenong. Spectacular flower arrangements in large purpose-built planters are prepared by the Council s horticultural staff and placed at key locations throughout the city centre. Little India Cultural Tours Dandenong s Little India precinct is filled with exotic shops selling Indian cuisine, authentic spices and ingredients, colourful sari fashions, jewellery and Bollywood film and music. The City of Greater Dandenong organises twice-weekly tours of Little India for locals and visitors alike, which finish with a delicious meal in one of the precinct s restaurants. Source and more information: Victorian Government Activity Centres Toolkit, April 2010, Central+Dandenong+&Type=d 46

47 Best Practice Case Study: Investment Attraction William Street William Street is one of Perth s most significant streetscapes. After many years of neglect, the Metropolitan Redevelopment Authority (formerly EPRA) acquired the properties in 2007 and implemented a $6m revitalisation strategy. Beyond aesthetic building improvements, William Street presented a unique opportunity to achieve significant place outcomes for both the Perth Cultural Centre and Northbridge because it provided: Source and more information: The principal access to draw pedestrians and retail potential from established areas of Northbridge into the Cultural Centre The opportunity to attract an eclectic mix of tenants and transform the area into a burgeoning creative sector The revenue base to fund activation initiatives within the Perth Cultural Centre. It is not often that State Government has the opportunity to influence the tenancy mix on such a large scale, on the doorstep of the CBD. A strategic leasing campaign and investment attraction strategy was developed, which has been critical to the success of William Street s on-going revitalisation. In contrast to a logical revenue maximisation approach which would attract high profit franchised tenants, the leasing strategy deliberately targeted commercial and creative businesses with a local and independent focus, to build on Northbridge s existing grit and character. The strategy also included a provision to subsidize the less expensive upper floor areas for non-commercial uses such as artist studios in order to extend the Perth Cultural Centre s role as a creative hub. Tenant negotiations were successfully managed to secure stakeholder and business support and today provide a compelling food and retial mix that has attracted a range of new user groups to Northbridge. The outcome of the William Street leasing campaign was very successful, given at times challenging economic circumstances. The project has also received positive feedback from the media, including support from community blogs that had previously been sceptical about the revitalisation plans. 47

48 Best Practice Case Study: Governance Cockburn Central Cockburn Central is strategically important under the Directions 2031 and Beyond Planning Framework and will be one of Western Australia s first examples of a fully functional Activity Centre. Cockburn Central is significant from a Governance perspective after a range of conflicting objectives became evident between some key stakeholders, and there were limited collaborations to address those issues. Cockburn Central attracts a large number of commuters but no-one stays, and it is not well known or promoted The development risks of becoming primarily a commuter/transit zone was present (a train station and car park) Commercial tenants alone would not deliver main street activation outcomes and the main street vision was in direct competition with the adjacent regional shopping precinct (Gateway) It remained isolated by major arterial roads, and pedestrian connections and access can be intimidating and disjointed The site felt like a development precinct and was not well maintained or managed The project vision proposed a Town Square but the proposed site is isolated from all other social and commercial facilities, and there is no community anchor. A Place Making Strategy was prepared with the aim to revitalise the Town Centre, based on a series of workshops and intercept surveys. The Place Making Strategy identified the need for key project stakeholders, being LandCorp, City of Cockburn and developer Australand to work more closely together to achieve common objectives. The Place Making Strategy proposed a place-led approach to activation of the project area, bringing together governance, planning, strategic marketing, communications, investment attraction and overall project positioning. Key strategies recommended, and subsequently implemented include: Core activation initiatives such as: Landscaping improvements and Quick Wins Way-finding and signage Alignment of marketing, branding and communications messages Place-led planning, design and investment attraction Place Management Community and economic development initiatives Community capacity building Programming and events. A tiered governance structure was implemented to promote regular liaison with major stakeholders and community-based representatives, including: Steering Committee, comprising senior level representatives from key State agencies and the City of Cockburn Landowner Working Group, comprising LandCorp, City of Cockburn, Public Transport Authority and key landowners and tenants Operations Working Group, comprising LandCorp project managers and City of Cockburn managers from various departments. Both LandCorp and the City of Cockburn s marketing and communications strategies were also revised to ensure alignment of the project brand, positioning and key messages and to ensure communications and marketing activity supports overall project objectives. The outcome has resulted in improved site presentation, clearer accountabilities and a greater focus on strategic state issues, such as transport, which will have a profound impact on the Town Centre s ultimate success. Source and more information: 48 Place Making Strategy ZKC Consulting, July

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50 13. Appendix 2 Logo Development 50

51 canning city centre unlocking the potential Canning City Centre unlocking the potential Canning City Centre unlocking the potential Canning City Centre unlocking the potential Some preliminary logo development for the City project was completed, with final concepts illustrated above. 486 MURRAY ST PERTH WA 6000 PO BOX 188 MT LAWLEY WA 6929 NUDEDESIGNSTUDIO.COM.AU IDENTITY DEVELOPMENT FOR CANNING CITY CENTRE. FOR PLACE MATCH ATTENTION CARLA CHATZOPOULOS PROJECT LOGO IDENTITY FOR CANNING CITY CENTRE CONTACT JOHN DUREY 51