PLACE SHAPING FRAMEWORK
Institute Building Cnr of North Terrace & Kintore Avenue Adelaide South Australia 5000 +61(0)8 8463 6390 [email protected] [email protected] www.5000plus.net.au www.integrateddesign.sa.gov.au/ September 2012 Copyright © 2012
Integrated Design Commission of South Australia, The Department of the Premier and Cabinet, Government of South Australia.
All Rights Reserved.
Department of Regional Australia, Regional Development and
Local Government
South Australian Government partners include the Department of the Premier and Cabinet, Department
of Planning, Transport and Infrastructure (DPTI) and Department for Communities and Social Inclusion (DCSI)
5000+ is a partnership between three tiers of Government. The project partners include:
We would like to thank the 19 government agencies and organisations who have contributed to the project as conversation
partners as well as the 74 community groups, businesses and organsiations who
Contents
Introduction
Structure of the report Next Steps
5 6 7
Integrated Design Process
Research Engagement Design Testing
Prototyping and demonsteration
8 9 9 10 10
A Vision for an authentic, inclusive and innovative Adelaide
Shaping a vision for the future of inner Adelaide
Delivering on the vision for an authentic, inclusive and innovative Adelaide
12 13 14
Ten Guiding Principles
17Place Shaping Framework
Future Directions for inner Adelaide Strategic Context People Process Urban Networks 18 19 19 20 24 29
An Integrated Design Strategy is a project about city redesign, and city renewal for
inner Adelaide. It is a collaborative partnership between three tiers of government,
industry and the community. The project has involved thousands of people in many
different forums, community events and through online and social media. Working
together, partners and participants uncovered fresh ideas and new opportunities for
collaboration.
This Place Shaping Framework is an outcome of the twelve months of consultation and
engagement with the project partners, industry and community. Place shaping is a way
of integrating the decisions we make in planning, development and design to create the
places in which we live, work and spend time and set the foundations for a community
to thrive.
The full eighteen-month Integrated Design Strategy project trials a different way of
thinking and talking about values and aspirations. It tests possibilities through design
exploration and develops tools to guide the future direction of our city.
This Place Shaping Framework outlines a series of draft proposals for the future of inner
Adelaide and is the culmination of hundreds of conversations and over 170,000 online
interactions with 700 participants at six forums.
The Place Shaping Framework can act as a guide for those who have stewardship over
the future of the city. These draft proposals test a new way of problem solving under the
themes of people, process and urban networks. These interconnected themes allow us,
the Integrated Design Commission SA, to reflect what we heard from you, the project
partners, government, industry and the community.
Some of the draft proposals are already demonstrated in the many projects already
underway in the city and could be further explored in the priority precinct and
opportunities section of the Place Shaping Framework.
These proposals will help form the final Integrated Design Strategy, which will capture
and articulate the values of the many people we spoke to who are involved in the
making of the city. Those that live, invest, visit and play and govern it.
6 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
Structure of the report
Vision
The vision reflects what we heard from you about creating a future that crosses
geographical and jurisdictional boundaries of inner Adelaide and sets the direction
for the long term.
The vision is the values expressed by community, experts, government partners,
industry and universities. These values have been sought through public forums,
workshops and online engagement. They have been synthesised to convey a
collective aspiration and shared desires for the future of inner Adelaide.
Guiding Principles
Supporting the vision are guiding principles outlining community priorities, values
and desirable characteristics of inner Adelaide.
These principles can be used as a ‘terms of reference’ for future city planning and
decision-making.
Future Directions
Realising the vision will require an understanding of the kinds of spaces and places
people want and how they form part of the bigger picture. The vision will need to
be supported by process that nurtures excellence. It will require an understanding
that the qualities of a place are forged as much by their ongoing use, as they are by
delivering the built form. In recognition of these relationships, the recommendations
have been grouped in three areas of future directions:
–
People - the way that we engage, govern and take responsibility for the
future of inner Adelaide
–
Process - the way that we procure, measure and manage the best
outcomes for inner Adelaide
–
Urban Networks - the way we integrate and connect our physical
environments to create better places for people.
Priority Precincts and Opportunities
The Place Shaping Framework also includes a series of priority
precincts and opportunities. These are places within inner
Adelaide that could demonstrate and deliver the framework
and achieve the long term vision.
Next Steps
The draft proposals in this Place Shaping Framework reflect what we heard
throughout the project and form the basis for the next stage in the process.
We will undertake consultation with project partners and relevant Government
agencies, to ensure coordination and connection with those who are tasked with the
job of implementation. Then we will consult with the broader stakeholders including
industry and the community.
An exhibition and event series will be held in October, where you will have the
opportunity to review, evaluate and provide feedback on the draft proposals. The
exhibition includes opportunities to understand the project process and to see how
each of the proposals were synthesised from initial ideas through to prototyping.
Throughout this consultation period, we will be engaging in conversations through
the Integrated Design Strategy website.
The feedback on the draft proposals will then be incorporated into the final Integrated
Design Strategy for inner Adelaide. This final report will include the research, precedents,
projects and conversations that underpin the project.
PROTOTYPING
IDS ST
ART
INTEGRATED DESIGN STRATEGY FOR INNER ADELAIDE KNOWLEDGE BA SE AND RECOMMEND ATIONS REPOR T ENGAGEMENT FEEDBA CK REPOR T VISION AND GUIDING PRINCIPLES PLACE SHAPING FRAMEWORK RESEARCH EXHIBITION AND WORKSHOPS ENGAGEMENT DESIGN TESTINGOCTOBER 2012
NOV. - DEC. 2012
AUG. ‘12
JUNE 2011 - JUNE 2012
8 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
The goal is to create a vision for inner Adelaide that sets the direction for the
long term and what steps we will take to get there. Understanding the process
of developing an Integrated Design Strategy for inner Adelaide is integral to how
this project works.
The process to develop a strategy enabled a conversation about the values and
aspirations for the current and future generations. In doing so, we revealed the
things people love about Adelaide today, what could be improved, the choices
we make today and the consequences for tomorrow.
This design-based process addressed the tension between delivering economic
prosperity, the health of our planet, and wellbeing of our communities.
Integrated Design Process
Knowledge Base Recommenda
tions Report
Eng
agement F
eedback Report
Cont
ext and Issu
es Report
Vision and Guiding Principles
Background research documents developed during the Integrated Design
Strategy project that have informed this Place Shaping Framework
These research documents are available online at www.5000plus.net.au
Our process evolved across four key areas: research, engagement, design testing
and prototyping and demonstration. Each of these strategies is outlined in the
following pages.
Research
At the beginning, we, the Integrated Design Commission SA, looked at what
makes Adelaide the city it is today. What are the distinguishing aspects, the
challenges, key opportunities, and drivers for change?
We surveyed the world for global best practice in urban design, including plans
and vision documents for other cities. We sought to understand what these
plans achieved and adapt the pieces that offer value for inner Adelaide.
We looked at case studies to better understand inner Adelaide in terms of the
physical, environmental, social, economic, cultural and technical issues.
Associated 5000+ documents
–
Atlas of Urban Excellence, Knowledge Base Recommendations Report
–
Understanding inner Adelaide: Context and Issues Report
–
5000+ inner Adelaide ABS Demographic Snapshot
–
Consultation and Engagement Strategy
–
5000+ Collaboration and Implementation Scoping Paper
Engagement
From there, we worked from the premise that good ideas are more valuable
when people are empowered to share, and discuss them, and take responsibility
for seeing those ideas come to fruition.
This process got people talking, lots of people. After each of the forums, online
activity significantly increased. In particular, during our Leading City Forum, we
recorded over 20,000 hits. Anyone with an interest in the future of the city, or
the expertise to help shape it, was an active participant in the conversation.
It engaged with people through forums, community events, and through online
and social media. Working together across traditional boundaries, partners and
participants uncovered fresh ideas and new opportunities for collaboration.
Associated 5000+ documents
–
Great ideas for a Great city, 5000+ Engagement Feedback Report
–
Consultation and Engagement Strategy
–
Adelaide Public Spaces Public Life 2011 Report, Gehl Architects
–
Creating a Regenerative City, Herbert Giradet
10 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
Design Testing
Design testing has been used in three ways throughout the Integrated Design
Strategy project: to imagine and explore what is possible beyond budget cycle
or term of office, to interrogate and validate ideas, and to illustrate and help
communicate possible outcomes in a visual way.
Working with scientists, environmentalists, and other creative industries, design
professionals took the ideas generated through the engagement process and
tested them, investigating what was possible, what might work, and what won’t.
Associated 5000+ documents
–
Life on the Edge
–
DesignLAB, Safety in the City
–
Patterns of Living
–
Metro Park proposal
–
Optimix Eco-Block Precinct study
–
Kent Town Thinking Through the City
–
Speculations
Prototyping and Documentation
Prototyping comes in many shapes and sizes, from pilot schemes to policy
changes, to new partnerships, many of which have already occurred during the
course of the project. Prototyping is a critical element for delivering innovation in
design.
The Integrated Design Strategy for inner Adelaide to this point, and in particular this
draft Place Shaping Framework, can provide strategic direction to the multiple
initiatives occurring in the inner Adelaide metropolitan region and links to the
broad vision of the 30 Year Plan for Greater Adelaide.
A VISION FOR
AN AUTHENTIC,
INCLUSIVE AND
INNOVATIVE
Through extensive consultation and engagement, a vision for inner Adelaide is
taking shape.
During the engagement process, we asked people to tell us what they thought
was important for the future of Adelaide, what they valued the most, and what
they thought might need improving.
Numerous conversations took place in the six forums, workshops and the
170,000 online interactions. These many voices raised needs and concerns. Ideas
were shared and a common understanding of complex issues has begun to
develop.
Three consistent
themes emerged about authenticity, inclusion, and innovation.
Authenticity: The need to connect ‘bottom up’ community action and
aspirations with ‘top down’ governance and policy that will allow the city
to function well and develop in a way that will improve our lives. This
space is where opportunity can be nurtured and innovation supported.
Inclusion: Solutions to complex issues cannot be borne from silos of
individual government departments, professions or groups. It will be
through authentic conversations, shared responsibility and collaborative
action that we can create change.
Innovation: Our actions, or sometimes inaction, are often a result of
perception and attitudes. A behavioural shift and a commitment to
exploring ‘what if?’, prototyping initiatives and innovating in everything
that we do, could lead to extraordinary outcomes.
The engagement process has identified and uncovered our many shared values
for the future. This has been synthesised into a vision for inner Adelaide. The
vision is a way of sharing and communicating those values and articulates a
long-term aspiration to make Adelaide a better place for people.
Grounded in the existing strengths and opportunities of the city, the vision
describes both the desired qualities and performance of Adelaide. It is a vision
for a place, but also the cultural conditions needed to create that place.
The vision will be used to communicate our values and inspire confidence that
we are all working towards the same goals over the long term.
14 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
Shared Responsibility and Collaborative Action
Through shared responsibility and collaborative action we will create high quality environments and neighbourhoods that enable diverse and engaged communities to enjoy healthy, sustainable and prosperous lives.
Celebrate the City Plan We will celebrate the legacy of Adelaide as one of the world’s great planned cities, and its unique location between the hills and the sea. The compact city plan will be developed in a manner that will enable and support vibrant and safe communities. The evolving urban form will reinforce the orderly street grid and hierarchy and will ensure comfortable public spaces full of either sun or shade as the seasons require, and excellent living conditions for a wide range of residents, including children and the elderly. The six public squares will support public life and interaction, and be the beating heart of our inner city.
Future Heritage
The many heritage places of the city will continue to contribute to the character and vitality of Adelaide. By being well used, maintained, conserved or adaptively reused, they add to the fabric of our city. When complemented by contemporary architecture the heritage of tomorrow will be created. The distinctive heritage fabric of our neighbourhood centres, dotted around Adelaide’s
inner rim, will be connected through a network of tree lined streets, open spaces and safe and accessible pedestrian and bike routes. The diversity of our communities will be reflected in the character of our built environment, in our housing choices and the integration of our urban realm and private spaces.
Spectacular Connections and Park Lands
The internationally renowned Park Lands will be cherished for the extraordinary amenity they provide the many people visiting and living within close proximity.
The Park Lands provide a spectacular connection between the city and the diverse and distinctive adjacent neighbourhoods. A rich tapestry of open spaces supports recreation, cultural heritage and social
connection. Through water sensitive design, renewable energy and
productive landscapes, the Park Lands will symbolise the sophistication and fragility of a city thriving in the driest state in the driest country in the world. Inner Adelaide will be a society committed to the wellbeing of its citizens. It will prioritise active transport and recreation, encourage opportunities for family and community connection, and engage people in the state’s commitment to a sustainable future.
An Accessible, Healthy and Vibrant City
New infrastructure and housing development will reinforce the unique qualities of Adelaide as an accessible, healthy and vibrant city with rich cultural history, great local food and wine, festivals and diverse activities. The city will be brought to life by the social connections afforded by the benefits of scale, underpinned by a strong sense of stewardship for our future. Our opportunity to flourish and to economically prosper is heightened by our culture of education and access to lifelong learning.
Culture of Innovation
A culture of innovation will ensure that the physical and social challenges of tomorrow are approached with respect for our histories, for our communities, for our planet and for future generations, making inner Adelaide an extraordinary place for people.
Delivering on the vision for a more authentic, inclusive
and innovative inner Adelaide
TEN GUIDING
PRINCIPLES
The purpose of the principles is to help guide decision making. They may be
used as a lens to evaluate projects and initiatives or to generate new ideas for
inner Adelaide. They could be used by designers, developers and planners as
guidelines for a range of matters affecting the look, feel and capacity of inner
Adelaide.They are described in further detail in the Vision and Guiding Principles
document.
Developed and refined through extensive research, engagement, and
collaboration, they reflect the voices of the many and diverse people involved
in their making.
Ten Guiding Principles
1. Collaborative Communities Everyone contributes to, and shares responsibility for, the future of inner Adelaide.
2. Innovation and Creative Excellence We create a culture of willingness to innovate in everything that we do, support research and foster leadership, social enterprise and entrepreneurialism.
3. Character, Identity and Sense of Place
Our places embody our values and our uniqueness, reflect our social and cultural diversity and celebrate our natural environment and heritage. 4. Public Places for Public Life
Our streets and public spaces support diverse and vibrant public life, biodiversity, healthy behaviour and wellbeing.
5. A Regenerative City
We nurture and protect our natural biodiversity, reduce our ecological footprint and build resilience through supporting localised production of food, energy, the catchment of water and utilising waste as a resource. 6. Density, Diversity and Urban Form
We support diverse and vibrant communities by creating urban environments that provide variety of form, that are designed for best performance through the ‘whole of life cycle’ and to support an optimum intensity for the location.
7. City Rhythms
Our built environment supports and respects the competing needs and differences in functions and activities, throughout the day and night by balancing activation and vibrancy with safety and servicing the city and neighbourhoods.
8. Connecting People and Places Our places are accessible, connected, offer a choice of sustainable mobility and contribute to the health and wellbeing of our community. 9. Shared Open Spaces
Our open spaces connect people with nature, are integrated and functional and support physical activity, social interaction and meet the needs of the community.
10. Future Heritage
Places of heritage value are conserved or enhanced through exemplary conservation practices. Contemporary adaptive reuse, and creative
approaches to management and use will ensure the continued contribution of heritage to the fabric and life of inner Adelaide.
PLACE SHAPING
FRAMEWORK
Realising the vision requires an understanding of the kinds of spaces and places
South Australians want and how those places are part of the bigger picture. It
requires understanding what processes will support excellence, and who should
be involved at what time.
Through the process of research, engagement, design testing and prototyping
a number of future directions for inner Adelaide have been identified. These
directions have been grouped under the broad themes of
people, process and
urban networks and are supported by a series of proposals.
These draft proposals are provided as a summary of what we, the Integrated
Design Commission SA, heard throughout this project. The statements
preceding each proposal are a synthesis of the ideas borne throughout the
project.
They are summarised for consideration, consultation and feedback. This is the
time to reflect on what has been discussed so far, and consider what should be
included in the Integrated Design Strategy for inner Adelaide.
Future Directions for inner Adelaide
Strategic context
The 30 Year Plan for Greater Adelaide identifies a high level planning approach in
response to the anticipated changes that Adelaide faces. It forecasts a move
toward a more compact city with increased density in the inner-metropolitan
area. The range of proposals outlined in this Framework seeks to help realise
the policy direction of the 30 Year Plan for Greater Adelaide, through high quality
places that support better lives for people.
The draft proposals in the draft Place Shaping Framework contribute directly
to government’s priorities of Creating a vibrant city and Safe communities, healthy
neighbourhoods. In addition, many of the draft recommendations work across
government departments and individual projects, reflecting the strategic focus
of government as demonstrated in the seven strategic priorities.
“We need a broad
demographic of people
thinking, presenting and
communicating”
Leading City Forum participant
Throughout the consultation and engagement process, a consistent message was heard that involving people in shaping places leads to better outcomes.
Research shows that good
engagement can build understanding and support. This is because it is more likely to build shared ownership and responsibility, ongoing connection and patronage that will make places thrive.
From the feedback received and research, we support that communication and consultation should be complemented by participatory engagement.
Design-led engagement makes the future spatial and social consequences visible, understandable, and
compelling. It gives the best chance of building a shared understanding and commitment needed for a better future.
Further detail can be found in the Engagement Feedback Report - ‘Great Ideas for a Great City’. This report offers a detailed explanation of best-practice design-led engagement, including practical examples of implementation.
Proposals
1.1.1 Adopt participatory engagement practices for all public projects. Ensure that consultant briefs reflect this process.
1.1.2 Establish procedures for setting up community panels or reference groups for projects where robust community representation does not already exist.
1.1.3 All agencies and Councils should review their engagement expertise and initiate a program of engagement training and capacity building.
1.1.4 Ensure engagement practices provide adequate opportunity for the involvement of diverse community groups, including children. Consider opportunities to use best practice engagement techniques, such as the community engagement tool developed by CABE in the UK called Space-shaper to engage children and youth to consider their spaces.
1.1. Engagement
1. People
Places are made, and remade, by the people that design, own, operate, govern,
visit, activate, and enjoy them.
Great places need great people involved in all of these aspects of place-shaping.
For this broad range of people to flourish, they need to be supported by a society
that creates opportunities for innovation, recognises and nurtures talent,
1.2. Governance
“Continue with
intergovernmental
collaboration on strategic
planning of Australian cities
– working together, sharing
information and expertise,
and supporting ongoing
research on cities.”
COAG Reform Council, April 2012
Better outcomes occur when all tiers of government and jurisdictions, as well as stakeholders from the community, join together. This collaboration can deliver efficiencies, productivity and drive innovation. Approximately 20,000 people live in the City, but another 150,000 live within walking distance and use the city every day. The city belongs to all those who live, work, visit and play in it.
Consideration of how we govern across council boundaries was a common theme in the Leading City Forum.
A more participatory governance model, across city and the seven inner rim councils encourages partnerships and integrated decision making to activate areas that are shared, to achieve efficiencies such as connected bike lanes and water catchment and to share knowledge and information. A governance model that connects the community to top down governance was highly supported by the forum participants.
Proposals
1.2.1 Consider ongoing partnership models and agreements between the State Government, Adelaide City Council and the seven adjoining inner-rim Councils to provide an ongoing relationship for integrated decision making relating to planning, procurement, and other processes essential to delivering on the ambitions of the Integrated Design Strategy vision.
Vancouver has a formal agreement for partnership among the three levels of government (Government of Canada, British Columbia and the City of Vancouver). This supports local community solutions to economic, social, health and safety issues. The agreement enables closer working relationships between the three levels of government, community and business groups, thereby strengthening relationships and encouraging on-going collaborative initiatives.
1.2.2 Consider opportunities for greater engagement by the business and university sector in decision making led by the Adelaide City Council. Within inner Adelaide, both the business and university sector have custodianship of significant strategic assets.
1.2.3 Expand the role for alternative governance structures similar to Brisbane’s Southbank Corporation, to oversee the public spaces connecting Bowden to Hackney Road.
22 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
“The city is ours, it belongs
to all of us. We create it
and we all need to take
responsibility so that we
can become increasingly
resilient.”
Vibrant City Forum participant
Cities are used by the people who live, work and visit them. We heard that citizens from across South Australia want to play a part in shaping the future of their city, improve their neighbourhoods and continue to maintain and care for our places. Involving local communities, as well as broader stakeholders in the decisions that we make, can lead to better outcomes, shared responsibility and pride in our achievements.
Proposals
1.3.1 Undertake a detailed study of the opportunities for greater community involvement in the development of neighbourhoods through models of collaboration such as Neighbourhood Trusts (refer Grattan Institute Report ‘Getting the housing we want’ 2011), or the Portland model of local neighbourhood associations (refer to Fred Hansen, Adelaide Thinker in Residence report ‘All on Board’ 2010).
1.3.2 Recognise the shared responsibility between the private and public sector in delivering and maintaining great public space. Building on the current Development Plan Amendment, provide
development incentives for key catalyst sites in the City. This could include a reciprocal obligation for developer contributions to adjacent public realm improvements. Develop a publicly accessible plan identifying a pipeline of strategically important projects that would be funded in this manner to support cohesive public realm improvements.
1.3.3 Ensure all major public projects, including public realm, are supported by comprehensive and long term management strategies to ensure good economic and social outcomes.
1.3.4 Increase flexibility in trading hours for the City to promote a mixed retail and hospitality evening economy. This will build vibrancy, improve safety, and provide amenity for increased residential population.
1.3.5 Continue the reform of licensing regulations and development
regulation to make it easier for small bars, performance venues, or social enterprises to be established and operate.
“We need the opportunity
for a thousand types of
developments to bloom”
Liveable City Forum participant
Cities are shaped by people who think outside the square, and when given the opportunity to exercise initiative, everybody in the community wins. For cities to flourish, we need to draw on the abilities, talents and creativity of people in our community and provide them with opportunity to be bold.
Meeting the challenges of the current global economy will rely on thinking differently about growth and success. The discussions that we had with the 113 participants in the Liveable City Forum agreed that removing red tape, simplifying systems and a creative approach to policy could lead to new types of investment in our city.
Proposals
1.4.1 Establish neighbourhood partner models to facilitate collaborative projects through matched public funding. An example could be local private investment of time or capital in the development or management of projects of social value could be eligible to attract matched public funding. Such as the High Line Park in New York, and the work of Jim Diers the former Director of the Seattle Department of Neighbourhoods.
1.4.2 Support RENEW Adelaide and associated temporary activation of under utilised buildings. Work with RENEW to develop a ‘how-to-guide’ for Councils, owners, and potential tenants. Undertake an audit to identify potential sites and spaces within key areas of the City and neighbourhood centres and establish a ‘potential activation register’.
1.4.3 Establish support for social entrepreneurs by providing assistance to guide socially beneficial initiatives through government processes. This could support the ‘Reducing Red-Tape for Business’ initiative with a particular emphasis on supporting small scale start-ups, community groups, or social entrepreneurs. It would complement the role of the ‘Red tape agency champions’ in identifying and unlocking obstacles.
1.4.4 Follow the lead of New York Mayor Bloomberg and establish a ‘mayor’s challenge’. Invite local councils to team up with designers to propose innovate solutions to local challenges that could be applied across the City or state. The ideas with the greatest potential for impact are awarded and funded, but the real value is the exchange of innovation across local and state government. mayorschallenge.bloomberg.org
1.4. Opportunity
“The city is a resource for
everyone in Greater Adelaide
and has to be connected to
the outer suburbs. It has an
importance and a resonance
which is greater than its
physical area”
Liveable City Forum participant
The decisions that we make today will affect the next generation. The skills required to make those decisions are far greater than any one person or discipline.
Over half of the 81 participants in the Leading City forum, were from outside of the state government. As a group, the participants strongly advocated that we all need to accept responsibility for the planning and management of our resources.
Proposals
2.1.1 Establish a ‘Place-shaper’ program to train the public sector in creative collaboration. Build more effective and productive partnerships, and utilise design-thinking to create innovative and integrated approaches to social, spatial, environmental and economic challenges.
The program could include streams to nurture creative leadership, develop better clients, and build capacity at the level of project managers. Work with the new Centre for Excellence for Public Sector Design, based at the Australian National University Canberra, to ensure Adelaide is an early adopter and pilot for the new program.
2.1.2 Build a network of designers, or those with creative capacity and aptitude for design thinking, in the agencies and organisations central to shaping our places and spaces, including Councils.
2.1.3 Establish an ongoing alliance to support the collaborative approach of 5000+. Continue to provide a forum to continue the discourse between government, professionals, business, academia, and the community, and to offer stewardship of the Integrated Design Strategy for inner Adelaide vision and guiding principles.
2.1.4 Complement the newly established City Design Review Panel by adopting a design advisory board as an integral part of the development process for projects within the city and seven inner-rim councils. Support the design review process with design support and direction, potentially through Design Advisor roles, similar
to the State Heritage Advisory Service of the Department of Environment, Water and Natural Resources that currently support local councils.
2.1.5 Appoint Place-Catalysts through Councils to work with residents, businesses, and authorities on developing and maintaining the social and economic vitality of key neighbourhoods in the City and adjoining Council areas. Initial appointments could focus on areas identified for significant strategic growth or associated with existing established Precinct Groups or traders associations.
Place-Catalysts should have
demonstrated creativity and economic acumen, and the ability to act as agents for collaboration.
2.1. Importance of Stewardship
2. Process
Making great places isn’t easy. There will always be pressures and competing
demands.
Great places develop and endure because they are able to negotiate the
inevitable challenges with resilience and vision. This requires governments
that are creative, agile and can remain strategically principled but be tactically
flexible. Creative adaptable and collaborative organisations empower equally
creative, adaptable, and collaborative people.
“Design for life and not
just for sale. Let’s rethink
the way we approach
apartments so that the
priority might shift from
selling off the plan, to a
more enduring measure of
quality”.
Liveable City Forum participant
Our research and consultation confirmed that the aspiration for excellence must be supported by appropriate governance of regulation and development assessment. We heard that regulations to guide and measure excellence and quality will help to ensure consistency and give everyone confidence that we are seeking to achieve the best outcomes for our built environment.
These standards should be based on long-term performance and enduring quality.
Proposals
2.2.1 Review and update the South
Australian Urban Design Charter 2004
to incorporate the Integrated Design Strategy guiding principles, with annual reporting to demonstrate consistency.
2.2.2 Develop minimum qualitative standards or performance criteria to support planning policy. Standards should be developed for multi-dwelling residential projects, public realm, landscape and biodiversity, green infrastructure and open space, construction practices, and sustainability. Such as English Partnerships Quality Standards, or NSW SEPP 65 Residential Design Code, which establish minimum acceptable performance standards for all multi-unit residential buildings of four storeys or greater. To ensure design quality, SEPP 65 also mandates these buildings are to be designed by a registered Architect.
2.2.3 Undertake a detailed study of possible planning policy mechanisms to stimulate investment and high-quality.
Familiar incentives, such as stamp duty concessions, could be tailored to incentivise outcomes such as family friendly apartments, seniors living, or adaptable housing. They could be connected to the provision of exemplary design or environmental standards.
Successful examples that demonstrate good economic, development, and social outcomes, include the High Line Transfer Corridor in New York. To be effective, the Development Plan will need to retain certain limits (heights, floor space areas, carparking provisions) that can only be attained through incentive. Refer to the research document 5000+ Development Transfer Incentives & Adaptive Reuse paper, 2011.
26 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
2.3.4 Develop a requirement to prioritise aspiring talent for a portion of professional and creative services procurement, including but not limited to young professionals. This requires adjustment of the pre-qualification process to allow demonstrated capacity or aptitude in lieu of commensurate project experience.
Programs such as invited and funded design competitions provide clients and emerging professionals opportunities for innovation.
2.3.5 Establish performance
requirements for the lifespan of the built environment in private and public projects. This would include reducing energy consumption (construction and operation), adaptability, and residential amenity to drive procurement practices that deliver long-term value.
2.3.6 Undertake a post-occupancy evaluation of major public projects to review the relationships between procurement conditions and quality of outcomes. Review both the
procurement of design services as well as project construction and delivery.
“Good design in South
Australia… we’ve always
done that well. Good design
of a process as well – its
time to step up and do that
properly.”
Liveable City Forum participant
In the context of shaping cities, procurement relates to acquisition of a range of goods and services that influence how well our places develop, perform, and endure. In shaping the built environment, the two key elements of procurement relate to acquiring professional services, such as design, and the delivery (construction) of a project. Both elements are important and significantly influence the outcome. Early procurement practices have the greatest potential to influence outcomes.
Quality procurement practice is a critical part of getting good outcomes, whether it is a bridge, building, sign or suburb. Good procurement requires a strong, well developed brief; a mix of talent, potential, and experience; and contractual conditions that protect the integrity of a client’s ambitions as well as the design intent.
Proposals
2.3.1 Ensure all briefs for design and planning services, and capital works projects, clearly articulate qualitative project objectives that support key resources. These could include the Integrated Design Strategy vision and guiding principles, the updated Urban Design Charter 2012, and the National Urban Design Protocol. Briefs should identify desired performance without prescribing solutions.
2.3.2 Adopt Quality Based Selection as standard practice for appointment of consultants. This will ensure a transparent selection process that considers a range of criteria, without undue loading given to factors such as price.
2.3.3 Utilise the creative capacity of industry, academia, and professionals, to drive innovation by asking for solutions that don’t yet exist.
2.3. Procuring excellence
“Support exchanges, take
people from Adelaide
overseas, bring people
from overseas here,
have that conversation
going and also have that
conversation going between
different departments and
disciplines.”
Vibrant City Forum participant
The 80 participants at the Vibrant City Forum focused on nine topics to examine how Adelaide could become a buzzing city that retains and attracts visitors.
We need to build the understanding of what makes great places, and what makes those places thrive. We heard that people want best practise research to influence our decisions. Sometimes that means seeking international expertise and advice, it also means looking to what already works here in Adelaide and sharing that knowledge.
Demonstrating what works and learning from mistakes can play an important role in understanding excellence.
Proposals
2.4.1 Develop case-study documents to demonstrate the value of great places. Explore how they came about and what keeps them great. Focus on examples that explore the influence of design, governance, ownership and management, and curation. They should have an emphasis on mixed-use developments, medium density residential, and successful public spaces. Examples include North Terrace promenade, Rundle Street East, and the current Bowden to Hackney Road project. Disseminate as publications and online.
Undertaking case-studies is about learning. Those agencies involved in shaping the city should be involved in the collaborative development and dissemination of the case-studies.
2.4.2 Commission research that explores the relationship between good design and the social,
environmental and economic value. Include post-occupancy evaluation of high quality, award-winning places and precincts. Examine the procurement conditions of their design and delivery.
Include assessment of the associated economic value of public realm improvements, walkable communities, and adaptive reuse of under utilised buildings.
2.4.3 Support and expand Adelaide City Council ‘Already Home’ web initiative with testimonials to improve public perceptions around higher density living and to provide a link to case studies of best practice design.
2.4.5 Develop in collaboration between councils and the peak-bodies of the design industry, an inner-Adelaide design trail to build public awareness of the value of good design.
28 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
“Adelaide: IT IS! It is the
national creative incubator,
it’s the place where you
come to research, develop
and innovate. Where you
can come and get support
to take risks, develop ideas,
undertake cutting edge
research and then you can
showcase it to the world
while you live in a rich and
vibrant city.”
Vibrant City Forum participant
The Vibrant City forum explored how we could nurture our existing talent and make Adelaide a talent magnet. Demonstrating a commitment to making better places for people and a commitment to the value of the existing and emerging creative talents of South Australia could help to attract people to move and stay here.
Celebrating our successes and supporting our emerging talent will reflect that commitment.
Proposals
2.5.1 Establish an annual Fellowship, awarded by the Premier, to emerging designers (from any discipline) to undertake research, international study, or internships, with a view to incubate talent and bring innovative international approaches to Adelaide.
2.5.2. Build on the successful model of Adelaide City Council’s Design Festival Competition and replicate or expand it
to include all seven inner-rim councils with the ambition of developing one public realm project in each community bi-annually.
2.5.3 Establish an honorary panel of ‘young innovators’ to model creative collaboration and design thinking to explore social policy issues. Facilitate mentoring and intensive design-laboratory sessions to develop proposals to be presented to the Capital City Committee on a regular basis.
The Young Innovators Panel could provide a low risk, high value practice-based research group to tackle the problems of the City, to develop lateral responses and challenge and unlock convention. In turn, this invests in and nurtures future leaders and entrepreneurs.
2.5.4 Adopt a policy of supporting local designers and artisans in production of promotional material and products, with a priority for State gifts to reflect support for South Australia’s art, design and craft industries. Consider a ‘local-first’ approach to procuring design consultancies.
2.5.4 Develop, in partnership with the Department for Education and Childhood Development, a program to build design thinking into early childhood education. Partner with organisations such as the Australian Institute of Architects, The Australian Centre for Social Inclusion, Universities, or the proposed Young Innovators Panel.
“What if getting the
platypus back in the Torrens
could be a key performance
indicator?”
Green City Forum participant
Realising the Integrated Design Strategy vision will take time, and be achieved through an incremental progress and the contributions of many people. Careful consideration needs to be given to what is measured and monitored, with a focus on qualitative outcomes.
We heard that measuring excellence is a key way to reward, recognise and further support innovation and excellence.
Proposals
2.6.1 Negotiate with the Australian Government to establish
demonstrated consistency with the guiding principles as a form of pre-qualification for Australian Government funding, such as the Liveable Cities grants.
2.6.2 Establish demonstrated consistency with the guiding principles as a criterion for State Government funding of public realm or infrastructure projects in inner-Adelaide.
2.6.3 Ensure greater weighting is given to design experience and excellence in consultant selection and procurement processes. This will include broadening who is involved in the selection processes.
“Experience is critical…
we require more from
public transport than just
delivering the service.
It needs to contribute to
the richness of our daily
experience – public transport
as the new social network.”
Moving City Forum participant
The ultimate objective of the Integrated Design Strategy will be to make better places to support better lives. This will require understanding of how the changes to Adelaide’s environment influence the quality of life and wellbeing of communities.
Proposals
2.7.1 Undertake further research to establish metrics for measuring the wellbeing of communities and ‘built environment’ indicators.
2.7.2 Undertake robust and comprehensive assessment of the wellbeing of inner-Adelaide communities to complement the work of Thinker in Residence Dr Martin Seligman, and emerging initiatives such as the Australian National Development Index (ANDI).
Research should consider how to best measure the social and environmental factors that influence wellbeing. This research could provide a powerful way of understanding how the new urban form envisioned in the 30 Year Plan
affects the quality of life of existing and future residents. This should assess and build on what is already underway, such as South Australia’s Strategic Plan to improve and measure wellbeing.
2.6. Measuring excellence
The Park Lands have the potential to be Adelaide’s greatest asset.
The Park Lands have the potential to inspire citizens of Adelaide to better connect with each other, with the environment, and to engage in the shared wonder of what is an internationally respected urban park. For this potential to be realised, the legacy of Adelaide as one of the world’s great planned cities must be celebrated by recognising the extraordinary environmental, social and cultural asset of the Park Lands and 6 city squares. Ensuring that the Park Lands management is creative, integrated, and visionary.
Internationally, the role of urban parks in providing benefit to citizens and visitors is well respected. For example, London’s successful 2012 Olympic Bid was largely based on the positive legacy the new Olympic Park would provide adjoining communities post-games. New York City’s Central Park is another widely known example of how a well connected grand park can connect a city. The Park Lands are approximately 900 hectares, compared to Central Park at 341 hectares
and London’s Olympic Park at 200 hectares. This is one demonstration of our unique asset in comparison to those internationally known and respected urban parks.
Our city thrives in the driest state in the driest country in the world. The Park Lands help make this happen. It should continue to do this through water sensitive landscapes, indigenous flora, energy generation, and localised food production. The
Park Lands should symbolise a society committed to the wellbeing of its citizens by prioritising active transport and recreation, opportunities for family and community connection. They should engage people in the State’s commitment to a sustainable future.
The reimagined Park Lands will consist of a rich tapestry of landscapes supporting biodiversity, recreation, cultural heritage, and social connection. They will provide unparalleled amenity to current and future generations and set an international benchmark as the exemplary urban park.
Proposals
3.1.1 Explore ways to encourage greater consultation and participation on Park Lands management issues with the adjoining seven inner-rim Councils
3.1.2 Review the Landscape Master Plan prepared in response to the Authority’s ‘Adelaide Park Lands Management Strategy – Towards 2020’, to ensure there is a strong design vision to complement the principles of the Management Strategy.
Ensure the Master Plan explicitly addresses the quality of access and connection to the 7 inner-rim council neighbourhoods as a matter of priority.
3.1.3 In recognition of the
international significance of the Park Lands, emphasis should be placed on design excellence, with the master planning or projects undertaken through funded design competitions or other procurement practices that prioritise design quality and innovation.
3.1.4 Establish design excellence and consistency with the guiding principles as an expectation for all capital works projects in the Park Lands, for all projects regardless of scale. Even the smallest of projects should be well designed and high quality.
3.1.5 Develop strategies to create greater opportunity for community groups, including from the adjoining seven inner-rim councils, to share in the stewardship of the Park Lands.
3.1.6 Seek to better connect the fragmented pieces of the Park Lands by reducing the width and potentially number of roads.
These are the long-term proposals that have emerged as having potential to transform inner Adelaide.
They include the many projects, already underway by organisations such as the Department of
Planning, Transport and Infrastructure.
While described as discrete elements, they are interrelated and should be approached in a holistic
and integrated fashion. The networks listed in this document are too big and complex to be tackled by
single authorities, or all at once. They will require collaboration and incremental action. It is crucial that
when projects are undertaken they are attentive to these spatial elements, and the guiding principles.
3. Urban Networks
3.2. A revitalised River Torrens
People love being near the water.
The river meandering through the Park Lands is a great asset for Adelaide, but more could be made of it to provide recreational appeal for city residents and metropolitan visitors. The designation of the Riverbank Precinct, development of the Adelaide Oval, creation of a footbridge, and Convention Centre development will bring new activity and vitality to this section of the river. Every effort should be made to better connect the city to the river.
Linear Park also provides a unique connection between the hills, city and sea. Improving the local connection in adjoining neighbourhoods and the pedestrian and cycling infrastructure could make Linear Park a stronger connection.
The river also symbolises Adelaide’s position in the natural environment, and the health of our urban
ecosystem. Adopting a whole-of-corridor approach is a critical aspect of rejuvenating the health and vitality of the River Torrens and Linear Park corridor as an ecological and recreational asset.
It is a complex problem with many responsible authorities. Achieving a healthy river means addressing these problems. Revitalising the river might be the aim, but the benefits will be many and varied.
Proposals
3.2.1 Broaden the existing governance structure for the River Torrens corridor to include future planning and development.
3.2.2 Compile a holistic vision for the River Torrens which would align ideas and interests around a bold statement for the future use and vitality of the River.
3.2.3 Undertake a master plan process through key stakeholder engagement to capture the elements of the vision and depict a way forward for the implementation of works for future development along the length of the corridor.
3.2.4 Demonstrate projects along the length of the River Torrens to showcase best practice in integrated design.
3.2.5 Promote Water Sensitive Urban Design (WSUD) in all urban areas adjacent the river, and tributaries, to improve the quality of storm-water feeding into the river.
32 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
The City of Adelaide needs more people.
An increased residential population is the key element of making Adelaide into a better place for people. Aspirations for a more populous city need to be supported by planning controls that provide sufficient capacity, but also
encourage diverse housing to support different communities.
Housing diversity should be encouraged through planning policy, economic and construction innovation and through design. Creating desirable places to live, that afford a high quality of life, is key to building demand for living in urban environments. To achieve this, development should be promoted in areas with the best possible amenity. These should include adjacent Park Lands and Squares, and within catchment of existing and future public transport, cycling and pedestrian networks.
The challenges of ensuring amenity for residents and in the public realm, such as maintaining solar access, ameliorating wind effects, and ensuring active and permeable ground levels, are best met with a predominantly mid-rise urban form and mixed land-uses. Tall buildings have a place in the city, but the challenges increase with height. The needs of the city and the adjoining inner-rim suburbs are different. However, the principles of ensuring the urban form is respectful of existing context, supportive of a high quality public realm and excellent amenity, and sufficiently flexible to create diverse communities, are consistent to both.
Proposals
3.3.1 The Capital City Development Plan Amendment enables increased development capacity in key areas of the city. Support the Capital City Design Review Panel to enable it to play an important role in guiding quality and ensuring amenity is achieved. Complementary efforts can be made to embed qualitative requirements and stimulate diverse housing developments.
3.3.2 Consider opportunities for adopting the Integrated Design Strategy guiding principles as terms of reference for the City Design Review Panel.
3.3.3 Consider policy and economic incentives to ensure a broad range of housing types that provide choices to a wide socioeconomic group. Consider mechanisms, including statutory requirements or financial concessions, to ensure housing developments provide viable and desirable housing choices, including for families and the elderly.
3.3.4 Ensure multi-dwelling developments provide high-quality private, communal and public open space in a manner that provides safe and connected recreational spaces.
3.3.5 Consider how to support a range of housing tenures, including housing cooperatives and long-term rental tenure.
3.3.6 Incrementally decentralize concentrations of public housing within the City, and prioritise mixed-use redevelopment of significant sites. Investigate options to improve vibrancy of precincts and increase public access through reviewing current tenancies in heritage buildings.
3.3.7 Encourage mixed-use buildings and precincts, with diverse housing, commercial, community, and retail offerings. Recognise the role that mixed-use plays in ensuring diverse urban form, variety of tenures and cost, and site permeability, and ensure these principles are considered where sites are amalgamated.
3.3.8 Emphasise how buildings relate to the street and public realm, irrespective of building height. Ensure ground level frontages are well designed, active, diverse, are welcoming, and promote passive surveillance.
3.3.9 Emphasise the quality of development, in particular the amenity for occupants and within the public realm.
Distinctive neighbourhoods contribute to culture and social diversity.
Inner Adelaide is full of
interesting, diverse and distinctive neighbourhoods. A measure of diversity is the presence of three generations on the street: children, families, the elderly. Another measure is cultural and socioeconomic
diversity. Diverse neighbourhoods are well loved, considered safe and conveniently located close to the city. The established character areas of nineteenth and early twentieth century houses, generally on large allotments, is a defining and desirable characteristic. This model has served the dominant nuclear families of the twentieth century well. But this pattern of development and housing type is neither flexible nor well suited to the changing needs that will emerge as the population ages, families change, and increasing single occupancy.
The challenge for creating safe, healthy and connected
neighbourhoods requires balance. This must maintain the important existing characteristics but find creative ways of adapting to the evolving needs of society. This includes housing choice, but also easy access to social services. In considering approaches to
achieving the population growth forecasts and intentions of the 30 Year Plan for Greater Adelaide, consideration should be given to ensuring policy and infrastructure investment prioritise the development of neighbourhood centres. There should be sufficient intensity to support healthy communities, vibrant local economies, and age-friendly neighbourhoods. The cost of obesity to Australia in 2008 according to Access Economics was $5.82 million. The International Charter for Walking found that people are, on average, 2.7 kilograms lighter in transit friendly neighbourhoods.
The approach to each neighbourhood should reflect the nuance of the community and specific context. This is best achieved by closely involving communities in their evolving future.
Proposals
3.4.1 Consider rezoning of the City and seven inner-rim councils to ensure concentration of development and renewal in established areas. A concentrated approach provides better economic, social and environmental outcomes by developing better quality environments, integrating with existing communities, and realising value from investment in public transport.
3.4.2 Stage the rezoning to prioritise development in the City. Consider land-banking or retaining existing zoning provisions for future high-density opportunity areas such as Mile End / Thebarton for long-term (15 years +).
3.4.3 Ensure that Structure Plans or Precinct Plans are supported by Social Infrastructure Plans to identify the future social infrastructure requirements associated with development uplift and demographic changes. Ensure that the spatial requirements of these future needs are quantified and coordinated with planning and transport policy.
3.4.4 Prioritise funding to align with the sequential staging, to ensure some predictability regarding likely public realm improvements.
3.4.5 Formally request the Australian Government expand pilot programs for alternative flight path technology on aircraft approach to Australia’s capital city airports to reduce fuel consumption and noise impact on residential communities. This may include a review of the health and wellbeing impact of current aviation policy.
3.4.6 Undertake a detailed study of the potential for small secondary dwellings accessed from suburban laneways in the seven inner-rim Councils, to provide affordable and diverse housing choices for young people and to support ageing in place. Include in the study an examination of the potential for these small dwellings to support the development of advanced manufacturing
capabilities in the construction industry.
34 CONSULTATION DRAFT PLACE SHAPING FRAMEWORK
Better connecting people and places is crucial.
Residents of Adelaide have long enjoyed being the ‘20 minute city’, with the convenience of a short drive to everything being a significant part of the perceived quality of life. Adelaide could easily become a city where all daily needs are within an easy and convenient 20 minute walk, cycle, or trip on a tram or bus. The 21st century version of the 20 minute city needs to ensure that people and services are co-located, and supported by an integrated approach to a sustainable and active mobility network. The America Needs Complete Streets report identified that investments that improve walking, cycling and public transport typically increase retail sales by 30% and land value from 70 to 300 percent.
Inner Adelaide is ideal for walking and cycling.
The climate is good. The terrain is flat. The streets are wide and provide logical connections to and from the city.
People’s behaviour and transport choices are influenced by many factors. To entice people to move toward more sustainable mobility, including public transport, cycling, and walking, these choices need to be not only efficient, but safe and desirable.
Safety is a concern for cycling or reliability for public transport. To get people better connected we need to make sure sustainable mobility provides attractive, convenient, and enjoyable connections to and from the city.
Proposals
3.5.1 In partnership with the seven inner-rim councils and Adelaide City Council, establish individual approaches to developing connections between the inner-rim, the Park Lands, and the City. These connections should promote pedestrian, cycling and rapid public transport patronage by establishing safe, enjoyable, memorable passage to and from the City. Incorporate public art, landscape, high-quality architecture and
interesting public spaces.
3.5.2 Capitalise on the significant work undertaken by Adelaide City Council in developing the Integrated Movement Strategy for Adelaide by implementing its key recommendations. Expand to include the seven inner rim councils, with a particular emphasis on coordinating bicycle and pedestrian connections. Specifically improve the connection across the ring road to the Park Lands, but as well as a coordinated network within and between inner-rim neighbourhoods.
3.5.3 Establish an integrated network of light-rail, including city loop, and spur lines to connect the City to existing and future neighbourhood centres.
3.5.4 As an interim measure, reroute the existing free city bus loop service to the proposed city tram-loop route. This will immediately improve the access, development and connectivity of areas adjacent the future tram loop.
3.5.5 Formally request the Australian Government conduct an independent review of the AustRoads standards to place more centrally pedestrian amenity and human experience.
3.5.6 Establish a network of safe, separate bicycle lanes with associated reduced speed zones and pilot Australia’s first helmet optional zone within the City of Adelaide and Park Lands. Expand the fleet and locations of the free Adelaide City Bike program to build patronage with short-ride city residents, workers and tourists.
3.5.7 Adopt a road-diet approach, whereby lane widths are reduced to minimum requirements and additional space given back to the public realm in the form of footpaths, landscape, or park-lets.
