OUR VISION FOR THE ORAH SITE

OUR VISION FOR THE ORAH SITE A STRONG PLAN FOR REAL CHANGE 1

We re ready. Over the last four years, we ve been working hard developing our vision for the future of South Australia. Not just policies, but a series of achievable milestones that have been crafted for the long-term benefit of our state. Our focus will be MORE JOBS. LOWER COSTS. BETTER SERVICES. We ve got a strong plan for real change. A STRONG PLAN FOR REAL CHANGE 2

Design Concept: Entrance to the International Centre for Tourism, Hospitality and Food Studies WHAT WE LL DO A Marshall Liberal Government s ambition for the old Royal Adelaide Hospital (orah) site will enhance this prime urban location, boosting tourism and creating jobs and activity in the east end of the CBD. We will do this by establishing on the orah site: An Innovation, Incubator, Start-up and Growth Hub; An International Centre for Tourism, Hospitality and Food Services; and A National Gallery for Aboriginal Art and Culture. Our world-leading Hub will give South Australians with imagination and initiative the opportunity to bring their ideas to market and build businesses that can go global without the need to leave their home State. Our International Tourism and Hospitality Centre will restore the reputation South Australia once had for training the world s best chefs and hotel managers, showcasing a state with a lifestyle second to none and making our city a mecca for international students. The National Gallery will recognise the unique art and culture of our First People and ensure the world can get to know a lot more about it. A Marshall Liberal Government s plans for the site will also include: Integration of the site with the Botanic Garden; An Adelaide Contemporary Art Gallery; and International standard hotel accommodation. It is rare that a community has a chance to create a future out of the past in such meaningful ways. Design Concept: The National Aboriginal Art and Culture Gallery viewed from the Botanic Garden with International Hotel in background

MORE JOBS. LOWER COSTS. BETTER SERVICES. INNOVATION, INCUBATOR, START-UP AND GROWTH HUB We want to ensure that no child beginning school in 2018 will need to go interstate or overseas to be successful in work and business. Within a decade, we want South Australia to have a higher rate of business start-ups than anywhere else in Australia. We can do this by giving many more entrepreneurs the opportunity to step up. Entrepreneurs turn ideas into businesses. They start small but can quickly grow. Adelaide is the ideal place to do this because our size makes the collaboration needed easier, while our lifestyle and liveability will encourage successful people to want to stay or come here to pursue their business plans. There are three vital ingredients to creating a thriving, vibrant innovation community: Government as an effective catalyst and co-ordinator; Collaboration between government and the innovation community to scale up entrepreneurial capability and activity; and Ensuring new entrepreneurs have in the one place, access to mentors, financial advice and the other support needed to advance their ideas and plans into attractive investments. We will do all of this on the one inner-city site, at the orah, starting under the one roof, by adapting one of the heritage buildings to become our Innovation, Incubator, Start-up and Growth Hub. Our plan retains the flexibility to incorporate into the Hub more on-site buildings and space to link in our universities and their innovation research and development activities, with students able to move between their campuses and the business environment of the Hub to build their skills and knowledge. A STRONG PLAN FOR REAL CHANGE 4

MORE JOBS. LOWER COSTS. BETTER SERVICES. The Hub provides an opportunity for South Australia to establish a real competitive edge in fast growing industries including: Defence and Space Cyber Security Food and wine Medical technology Robotics Media and film The Hub will be an environment where: New entrepreneurs are encouraged and supported to develop their ideas; Existing businesses are encouraged to explore new technologies to build on their established success; Investors can readily identify opportunities to back emerging and growing businesses; and Successful entrepreneurs can mentor and guide future entrepreneurs. South Australians are rightly concerned about where future jobs and businesses will come from and that many talented South Australians currently have to move interstate or overseas to be successful. They want a government that will harness their concerns into a collective drive to turn around South Australia s economic prospects. Government needs to be the catalyst for creating an environment in which a constant pipeline of entrepreneurs can bring their ideas to market and go national and global with the businesses they create. Paying taxpayers money to individual businesses to sustain or relocate their operations is not working. Government plans and programs are no substitute for creating an environment which helps everyone to do their very best. South Australia needs major reform in how its government goes about supporting sustainable growth in employment and business creation. Governments picking winners don t deliver winning economies. Instead, we will adopt a new model of collaboration between government, business and the community to support South Australians and people who want to come to our State to start-up and build successful businesses. This will complement other initiatives of a Marshall Liberal Government to start skilling students at school for what is needed to start a business, innovate and contribute to our long-term prosperity. A STRONG PLAN FOR REAL CHANGE 5

MORE JOBS. LOWER COSTS. BETTER SERVICES. The model for our Innovation, Incubator, Start-up and Growth Hub is illustrated in the figure below. Start-ups Business Growth Investors Service Providers Explorers Individuals Administration Start ups Incorporated entities wanting to commercialise an innovation, idea or concept Business Growth Established businesses looking to expand, develop new aspects of the business and employ more people Investors Private equity, angel investors, venture capital firms and institutional investors Service Providers Accountants, tax advisers, bookkeepers, commercialisation experts, lawyers, IT providers, government concierge services and marketers, amongst others Explorers Those wanting to understand how to start a business Individuals Working to develop an idea or concept (including researchers, PhDs etc) Administration A small unit, led by the Chief Entrepreneur, responsible for leading the activities, and day-to-day management of the facility. A STRONG PLAN FOR REAL CHANGE 6

MORE JOBS. LOWER COSTS. BETTER SERVICES. Our Hub will connect new entrepreneurs and people wanting to grow existing businesses with partnering organisations such as industry groups, research and development institutions, business specialists, mentors and investors. Frequently, budding entrepreneurs have brilliant ideas but rely on good mentoring and other readily available support to convert them into bankable business models which produce revenue to create jobs and build businesses. Start-ups benefit from an environment offering proximity to other start-ups through clustering and knowledge-sharing. Working in this Hub will also connect them on a daily basis with the experience and services they need to commercialise their innovation or business idea. Explorers, individuals and start-ups will be drawn to the facility by the constant opportunity for collaboration and access to service providers who can help grow their business idea, as well as having their office overheads underwritten by the facility. Service providers will be drawn by opportunities to grow their business by securing new clients on track for rapid growth, as well as potentially earning a retainer (at least in the early stages). Investors will not necessarily need to maintain a permanent presence in the facility, but can attend and participate in pitch days and other events that offer opportunities to learn about investment opportunities. Typical activities at the hub will include: Workshops for developing business models, writing business plans, establishing web sources and other tools needed to make a start-up attractive to investors Preparing start-ups and early businesses for seeking finance, including venture capital funding and support from angel investors Providing access to international entrepreneurs, networks and market knowledge Initiating improved collaboration between research institutions and industry to bring innovations to market A mentorship program to provide connections with experienced entrepreneurs, including South Australians who have been successful interstate and overseas A Marshall Liberal Government will provide up to 650 working spaces at subsidised rents in addition to facilities for meetings, workshops and conferences. The Hub will include a regional landing pad to provide support for regional start-ups. Governance and funding A not-for-profit board will be appointed, predominantly from the private sector, to oversee the governance and management of the facility, with the board to appoint a suitably experienced Chief Entrepreneur to lead the facility s establishment and oversee day-to-day management. A Marshall Liberal Government will fund the capital cost incurred in refitting the facility such that it will be suitable for use as offices, including collaborative working spaces and related facilities. Government funding will also be provided to cover the overhead costs of the Hub as well as funding a level of retainers should they be required to secure particular service providers. As the model is proven and matures, it is intended that start-ups and service providers would enter into paid tenancies, creating an offsetting revenue stream that would eventually make the facility selfsufficient. Capital and operating costs for the first three years are estimated at $27.5 million. A STRONG PLAN FOR REAL CHANGE 7

MORE JOBS. LOWER COSTS. BETTER SERVICES. INTERNATIONAL CENTRE FOR TOURISM, HOSPITALITY AND FOOD STUDIES South Australia has had a centre for tourism, hospitality and food studies at Regency Park since the 1970s. While in its earlier years, the centre was highly acclaimed internationally, more recently it has not been able to compete with similar institutions elsewhere. As one indicator, South Australia s share of international students in Australia studying food and hospitality is down to 3.7%. A Marshall Liberal Government will restore the international reputation of our state s education and training in hotel, restaurant and event management and food preparation by re-locating the centre to a new building to be constructed on the orah site. Our new International Centre will accommodate the world renowned Le Cordon Bleu and ICHM training programs, as well as those offered by TAFE at Regency. We will construct a fit-for-purpose building on the orah site to accommodate the study and training programs to be re-located from Regency, and any new programs. The estimated capital cost is $60 million. A prime central city site for this Centre will be much more functional and attractive to students, including international students, than its current location. This move will also add to the vibrancy of the restaurant trade in the East End, with the new Centre expected to accommodate at least 800 students at any one time. One of a Marshall Liberal Government s economic priorities will be to grow our tourism, food and wine industries and the re-location of this Centre demonstrates our strong commitment to these sectors of high potential. A STRONG PLAN FOR REAL CHANGE 8 Design Concept: Ground floor of International Centre for Tourism, Hospitality and Food Studies

MORE JOBS. LOWER COSTS. BETTER SERVICES. NATIONAL ABORIGINAL ART AND CULTURE GALLERY A Marshall Liberal Government will ensure redevelopment of the orah site includes a major cultural element of world significance. We will make it the location for Australia s National Aboriginal Art and Culture Gallery. Our nation currently does not have such an institution. Artists in the communities of the Anangu Pitjantjatjara Yankunytjatjara Lands in South Australia s far north west are winning increasing national and international acclaim for their work. The South Australian Museum has the world s most significant Australian Aboriginal cultural collection. These are just two reasons why South Australia is a most appropriate location for a national gallery. We believe it will be a significant attraction for Australians and international visitors. They will be able to see the Gallery then visit locations in South Australia where much of the art and culture within the Gallery has originated. With this Gallery, Adelaide can become the gateway to Aboriginal Australia. A National Aboriginal Art and Culture Gallery will be in addition to a contemporary art gallery currently proposed for the site. The Gallery will recognise and celebrate the oldest living cultural history in the world, going back more than 65,000 years, and build a greater understanding of this history in the broader population. From generation to generation, Aboriginal people have passed on their knowledge, their art, their ceremonies, their languages and they have protected their cultural materials and objects. Their culture and civilisation begin the story of our nation. We need to invest more in the preservation and revitalisation of Aboriginal art and culture because this is essential to the health, social, economic and emotional well-being of our First People. A Marshall Liberal Government will involve Aboriginal leaders in planning and implementation of this project. We will work with the South Australian Museum to ensure the project assists in providing the storage and other space needed to preserve and manage its collection of Aboriginal artefacts. The Museum s current storage facilities are limited while only five percent of its holding of artefacts can be displayed because of lack of space. We will also partner with universities and other institutions to enable the facility to become a centre for research into and the teaching of Aboriginal culture, languages and history while the project will also create important opportunities for Aboriginal employment. We have had initial discussions with the Federal Government and other parties about obtaining financial and other support for this proposal. Design Concept: Main entrance to National Aboriginal Art and Culture Gallery A STRONG PLAN FOR REAL CHANGE 9

MORE JOBS. LOWER COSTS. BETTER SERVICES. OTHER ELEMENTS OF RE-DEVELOPMENT OF OLD ROYAL ADELAIDE HOSPITAL SITE A Marshall Liberal Government will also pursue the following elements of site re-development; Integration of the site with the Botanic Garden An Adelaide Contemporary Art Gallery Hotel accommodation, including a facility that will permit training of students from the International Centre for Tourism, Hospitality and Food Studies Short-term serviced apartment accommodation Any place west of King William Street offers virtually no direct connection between North Terrace and the Torrens riverbank. It s the same to the east of King William Street as well. This is acknowledged in Renewal SA s design brief for the orah site, which refers to the need for a Boulevard to the north commencing at North Terrace, but then doesn t specify where this boulevard is to go and where it should end. A principal driver of the Marshall Liberal Government s vision for the site is connectivity. Our plan is to use this opportunity to go beyond the boundaries of the orah site and provide a Boulevard connection with the riverbank as well as connectivity east-west from the Botanic Garden to Frome Road. The major means of providing this connectivity is the proposed National Gallery which adopts a serpentine plan hugging to the boundary of the Botanic Garden. Our plan provides a boulevard on the ground floor of the National Gallery which also acts as an outdoor, weather protected Sculpture Park that would be accessible to the public at all times, including guests at the new international hotel on the site. Hotel guests as well as other members of the public would have convenient, covered access to the riverbank, North Terrace, the East End and beyond. A secure interface to the Botanic Garden is provided by a moat, or free flowing rivulet which acts as a boundary without the need for a fence which ordinarily would have to be erected to provide the customary security to the Gardens. The co-location of the Boulevard and the Sculpture Park, acting as the public realm, saves a great deal of precious space on the site. Our concept integrates the Botanic Garden by providing the transparency and connectivity between the various components of the site as well as creating a soft edge between the Botanic Garden and the National Gallery, to provide a seamless experience. Design Concept: Covered boulevard under National Gallery A STRONG PLAN FOR REAL CHANGE 10

Design Concept: International hotel Design Concept: View of National Aboriginal Art and Cultural Gallery from Botanic Garden Design Concept: Entrance to International Centre for Tourism, Hospitality and Food Studies As a sinuous structure bounded by water, the National Gallery building expresses the sense of Aboriginality which will give the building special meaning and context in relation to the history of the site and our First People. The International Hotel would be situated in a prime area of the site. Its close proximity to the National Gallery, Boulevard and Sculpture Park is significant in terms of the future marketing of the Hotel as well as affording unrivalled access to the riverbank and the East End entertainment area. This will be a culture destination with no equal in Australia. The proximity of the International Centre for Tourism, Hospitality and Food Studies to the other major developments allows for a desirable integration of studies and services on site which will be unique in educational terms. Access to the site for all vehicles is proposed from Frome Road to avoid a duplicity of entrances from North Terrace except for drop off for short-term visitors. It is proposed that all parking on site will be underground to maximise the opportunity for more comprehensive and sensitive landscaping within the site and enhancing the connectivity with the Adelaide Botanic Garden. We will seek to negotiate a City Deal with the Federal Government that would see co-operation between the Federal and South Australian Governments and the Adelaide City Council on the re-development of the orah site and a number of other projects. The design concepts we are putting forward for the orah site have been prepared in consultation with an internationally renowned architect who has designed some of Adelaide s leading buildings. A STRONG PLAN FOR REAL CHANGE 11

MORE JOBS. LOWER COSTS. BETTER SERVICES. WHY WE RE DOING IT The old Royal Adelaide Hospital (orah) site is on Adelaide s premier cultural boulevard, North Terrace, and close to the vibrant East End which hums with commercial activity and night-life. A Marshall Liberal Government s ambitions for this site will match its prestige as Australia s prime urban location awaiting sensitive re-development. The use of such an important place in our capital city needs to work for all of us. That means using this opportunity to create a major pedestrian boulevard in the east end of our city connecting North Terrace with the River Torrens so that locals and visitors alike can move hassle-free between these important parts of our city. And ensuring what happens on this site showcases to the world what we are capable of in South Australia and what we can become as a State. These opportunities, and others, are missing from current planning for the orah site. Re-development of a site which has been so important to our past offers a once-in-a-lifetime opportunity to make a statement to the nation and the rest of the world about South Australia s future. A STRONG PLAN FOR REAL CHANGE 12 Design Concept: International Hotel

STEVEN MARSHALL MP State Liberal Leader www.strongplan.com.au Phone: 08 8363 9111 Email: steven@stevenmarshall.com.au A STRONG PLAN FOR REAL CHANGE 13