ICTC Conference 31 May-3 June Yeppoon Queensland. Can strategic place making initiatives lead to a city s revitalisation? Frankston: a case study

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1 ICTC Conference 31 May-3 June Yeppoon Queensland Can strategic place making initiatives lead to a city s revitalisation? Frankston: a case study Presenter: Karsten Schütte Urban & Precinct Development Specialist Urban Programs Department of Sustainability and Environment June 2005 Mr Schütte is an economist and urban geographer from Berlin. From 1991 to 2001 he worked for the State Development Corporation of the newly created State of Brandenburg in Germany s East. As a Development Director he was responsible for strategic planning, the acquisition of land and the preparation of financial models for local government projects. He was focused on urban renewal projects and the redevelopment of disused military and industrial lands. Since October 2001 Mr Schütte has been involved in the development of strategic projects in metropolitan and regional Victoria within the Governments Transit City and Place Management initiative. As an Urban and Precinct Development Specialist Mr Schütte develops strategic Master plans and Precinct Development Plans, he coordinates consultants and on the ground works in collaboration with Local Governments. He is also chairing Project Control and Strategic Implementation Groups at an interdepartmental level, and he facilitates significant private sector investment.

2 Department of Sustainability and Environment L21 Nauru House 80 Collins Street Melbourne, Victoria, Author: As above Topic Areas: Projects in Partnership (1) Transit Orientated Design (8) Place making and Management (5) Revitalisation (19) Abstract Frankston is a designated Transit City in the Victorian Government s planning strategy entitled Melbourne 2030: a blueprint for sustainable development. Frankston Transit City is demonstrating the way in which Melbourne 2030 can be implemented to: support well-designed mixed-use development and higher-density housing which delivers high quality, sustainable and livable environments; increase usage of public transport and service integration; coordinate government activity and demonstrate leadership; plan and make strategic public investments to facilitate and leverage private investment. Through a case study of Frankston - a seaside city in Victoria we will see that the adoption of cooperative partnership arrangements between State and Local Government, the community and the business sector a city can be revitalised and civic pride restored. Until recently, Frankston was in serious economic decline with high unemployment, social issues and poor property value, and this paper will demonstrate that revitalisation can be achieved through key strategic investments in public spaces and public buildings. Government and Council have commissioned a series of strategic studies which has lead to the development of a vision for Frankston and the development of a master plan and precinct plans for the central activity district (CAD). The key strategic investments by local government and State Government have led to private sector interest and on the ground results. These achievements have resulted in Frankston receiving a Bronze Medal at the recent United Nations Livable Community Awards.

3 Can strategic place making initiatives lead to a city s revitalisation? Frankston: a case study In 2001, the Victorian Government initiated the Transit Cities & Place Management Program which aims to revitalise 13 locations in Victoria by better linking transport and land use initiatives. The program is an important implementation component of Melbourne 2030 the Victorian Governments planning strategy for the future growth of Melbourne. Since the Transit Cities Program commenced, we have learnt a lot about planning and implementation. We all have a common understanding of what elements a Transit City should include, and these are: A transit city should be vibrant, pleasant and enjoyable location and at a scale that invites people of all ages into the centre. The Transit City should provide for a Mixed Use environment which ideally would include - shops, cafes, public areas, employment opportunities, leisure facilities, residential living above shops and in areas adjacent to the centre. In our Transit City we need to design our housing to cater for people of all ages and interests. The housing needs to be reflective of local conditions and provide a variety of styles, sizes and designs. The housing should be interesting and inviting. But as we know this housing does not come cheap. While the integration of public transport is important, it is not the only solution to create a Transit City. It is one component in the process, which is about creating a sustainable, vibrant living environment. Transit Cities need to create and have great public spaces. The Transit City model locations were selected based on the current known available opportunities to influence urban design outcomes and the ability to leverage private and public sector investment around 5 key attributes. All governments regardless of political persuasion are committed to investment in four of the key attributes and these are: Health, Education, Community safety and Public transport.

4 We can influence government investment in these public sectors if we take a whole of government approach to the creation of development opportunities to leverage Transit City outcomes. The fifth attribute is private sector investment in retail shopping centres. Shopping centre owners are keen investors as they are always looking for the competitive edge, which will keep their centre at the forefront of the retail market. By working in partnership with the shopping centre owners we can explore opportunities to create mixed-use environments. Since the establishment of the program in 2001 we have learnt a number of lessons on what works and will not work in Victoria. The approach we have taken to build momentum and creditability around the program has resulted in early starter projects and partnership arrangements which are now well accepted within government, the private sector and in large sections of the community. I believe there are ten steps to follow in achieving a successful transit orientated city and these points would be generally accepted throughout the world. The ten steps are: Create the Vision Undertake the Master Planning Develop Partnerships Have Project Champion(s) Understand the Characteristics of the Area Integrate Land Uses and Transport Understand the Movement of People Create the Public Realm and Amenity Funding and Marketing Strategy Have a Realistic Implementation Plan with achievable Milestones What we know is that the vision should be: Orientated towards the future, but be based in reality; Stakeholder centred; Collaborative and educational; Focussed on implementation and be Flexible

5 Master plans are recognised as important because they create an overall blueprint for revitalisation and set the parameters for development. They assist in establishing ownership by stakeholders. They also identify infrastructure requirements and future planning provisions. Finally, they help to define the implementation and monitoring strategy. Uniqueness of the Concept in Australia The concept of Transit Cities has been applied worldwide and across Australia in a number of unique urban locations. However, the Transit Cities concept is a model unique to Victoria. The Victorian model seeks higher- density residential and mixed-use developments, through the consolidation of urban activity centres, based around public transport and a range of services. This in turn aids the protection of Melbourne s green wedges. A strong strategic approach is also emphasised in each Transit City, which sets out clear desirables for each centre giving investors a clear vision and set of investor opportunities for the renewal of each Transit City. Master planning accompanied by feasibility work and future structure planning sets out the strategic framework for each city. All components make up the strategic framework of Transit Cities and together create a unique urban consolidation and renewal model. The Vision for Victoria s Transit Cities Program Once established, Transit Cities will be centres of commercial activity that make significant contributions to regional, metropolitan and State economies. Business and investment opportunities in and around them will be ongoing. Already, the Transit Cities program has leveraged and brought forward around $1 billion worth of private investment across Victoria. Realising this social, economic and development potential, Transit Cities has created a variety of investment and employment opportunities. By consolidating development, the Transit Cities program will simultaneously help coordinate urban growth and meet the rising demand for smaller households. As well as being more convenient, encouraging wider use of public transport is critical to controlling car-dependence, looking after the environment, and hence, ensuring the long-term sustainability of Victoria. Frankston Frankston is located on Port Phillip Bay approximately 43 kilometres from Melbourne. Once a thriving commercial centre and seaside resort, Frankston has been through steady economic decline over the last years. Through smart investment, and partnerships between local, State and private enterprise Frankston is going through a renaissance.

6 It is about revitalising a City and I believe Frankston is now well on the way to being a success story. It has the basics for success being located by the Bay. It also has the key attributes of government to build on health, education and transport infrastructure. Master planning commenced in 1999, prior to the Transit Cities program, but with establishment of the Program, both State and Local Government have been committed to the renaissance of Frankston. It has been about examining and determining how the whole of the Frankston CAD should be revitalised, not just about sections or individual sites. It is about having the big picture vision for Frankston. A feasibility study jointly funded by the State Government and Frankston City Council examined how the railway station can be better linked with the town centre, Chisholm TAFE and Frankston s foreshore. The study was completed in July A multi-year strategy is under consideration by State Government and Council with much inspiration and innovative input coming from residents. As part of its commitment to the Frankston Transit City Project, the Government has contributed a total of $14M to date. Key public realm precincts have been identified as the key starter locations: Kananook Creek Precinct Wells Street Precinct Transit Interchange Precinct Key urban renewal precincts have been identified as the key starter locations: Central Precinct Southern Precinct Northern Precinct There is a common understanding of the need to create partnerships, as partnerships are important if the project is to be a long-term success. There needs to be a high level of trust and understanding between the various stakeholders. A successful partnership relies on the recognition of the strengths and weaknesses of each partner and how as a team, development opportunities can be realised. Project champions at the political, community and developer level need to be identified as advocates who can use their influence to advance the project vision and achieve community ownership. Project Champions can be from Government, Business or the community. They assist in driving a project. They assist in establishing partnerships and ownership of a project by local government and the community. They can be an individual or a group. Examples of Project Champions Described by Barry Humphries of Dame Edna fame as the ugliest building in Victoria, the Peninsula Building will be redeveloped by a consortium lead by Jamie Durie, the host of the Australian renovation TV show, Backyard Blitz, with Karl Fender as the leading architect.

7 This one action has helped change the perception of Frankston from a basket case to a location where people want to live, work and play. Project Champions can come from the most unlikely sources. When Program Director, Peter Watkinson, was taking a photo of the new Entertainment Centre in Frankston he was standing on a Park Bench and a rough looking guy with tattoos said to him you should not stand on that seat as someone will want to sit on that seat. The guy was right. Peter should not have been standing on the seat. But more importantly the guy had just become a project champion and he did not realise it, but he was a spokesperson for Frankston and civic pride. Something that eighteen months ago, was largely non existent in Frankston. Central Park Entertainment Centre Key elements of the Central Park project include: 2,925 square metres of retail space, food and beverage, kiosks and restaurants Cinema complex incorporating 12 screens and approximately 2,778 seats, (5,525 square metres, including function room) 420 car parking spaces (on two levels) Development includes ground floor retail and car parking level, first floor retail and cinema complex and mezzanine car parking level Marketing Suite and Information Centre Our Marketing Suite and Information Centre will be located adjacent to the Frankston Pier. This project is a joint venture between the Federal, State and the Local Government. We have learnt it is about making the experience to the Transit City enjoyable and easy. Transport Network One of the strong emphasises in Melbourne 2030 is the further development of Melbourne s public transport network and its links to land use policy. While it is an extensive system the major issue being faced by Government is the need for significant upgrades to the networks to ensure that growth in the system can be achieved. The Government is committed to providing improvements to the system through network extensions, orbital bus routes to link with the radical hard rail network, smart bus technology, and passenger waiting and scheduling improvements. This is one great advantage Victoria has over most other places in the World. We have trains, buses and trams where as in many other locations these systems were removed and are now being reinstated at the cost of billions. It is important that we continue to make system improvements and build on the positive links already

8 established between land use policy in Department of Sustainability and Environment and delivery of transport improvements by the Victorian Department of Infrastructure. Why catch public transport when I can park in a secure spot for a $1 a day? We have learnt that we need to understand the carparking needs and where they should be best located. With the current emphasis being on the car environment multi-lane roads divide many commercial and residential districts which has also lead to a lack of connectivity within the city environs. People are generally happy to walk 5-8 minutes, however if there is poor connectivity it can take up to an extra 3 minutes to cross a road which inhibits the movement opportunities. It also deters walkability as it is not a pleasant experience. Place making can assist in realising the vision for the future We have learnt that quick wins can be made through improvements to the public realm. Place making provides opportunities for the Government to show that it is serious about improvements. Place making provides confidence to the investor. A pleasant public realm can create the experience. Creating the public realm should involve the community. Transit Cities need to create and maintain great public spaces. Whole of Government One of the important lessons we have learnt is about the engagement of government and how to achieve a whole of government approach. In Victoria, Government has adopted a whole of government approach to decision-making and adopted a just in time approach through a multi year strategy to the delivery of infrastructure. We rely on business sector confidence. Government will deliver infrastructure and create certainty in the planning process to provide a positive environment for investment. It is estimated that since the Transit Cities Program was introduced in 2001, approximately $ 1 billion of private and public sector investment has been leveraged. In discussions with the development industry, it is the certainty of the long term nature of the program, the government s commitment to infrastructure and the certainty of development opportunities identified through the structure planning and master planning process, which has led to their commitment.

9 Leverage Outcomes/Demonstration Projects For example in Frankston, the former Victorian Minister for Planning, Mary Delahunty announced a $2.7M infrastructure grant to assist in the revitalisation of Wells and Beach Streets to provide a town square environment and improved and safer pedestrian and shopper amenities between the TAFE site and Port Phillip Bay. This infrastructure investment by government has led to the attraction of $140M private sector investment in a new entertainment and shopping facilities CFS-Gandal Property Trust. This project was identified in the master plan as a potential starter/demonstration project. The delivery of the new town square and pedestrian environment has enabled the vision and the master plan to achieve creditability within the community. The first stage of the vision was delivered in December Projects funded this financial year White Street Mall Renewal Project Nepean Highway (North) Streetscape Evelyn Street Park Funding contribution for Frankston City Council to introduce pocket parks within the CAD to create a green fabric within the centre utilising the existing street network Funding contribution for Frankston City Council in respect of the Nepean Highway (North) Streetscape Project for Frankston Transit City Funding contribution for Frankston City Council in respect of the Evelyn Street Fringe Park Project for Frankston Transit City Conclusion The Transit Cities Program has been a success. It has: Put considerable momentum in place for Frankston to continue to renew on its own. Pulled significant $ out of the private sector and Demonstrated that partnerships between State and Local Government Private Sector Community achieve exceptional outcomes. These partnership models can be used at other locations.