THE QUALITY OF LIFE IN CITY CENTRE FOR REVITALISATION
(CASE STUDY: JOHOR BAHRU CITY CENTRE)
GOH SCE YUAN
UNIVERSITY TEKNOLOGI MALAYSIA
THE QUALITY OF LIFE IN CITY CENTRE FOR REVITALISATION
(CASE STUDY: JOHOR BAHRU CITY CENTRE)
GOH SCE YUAN
A thesis submitted in fulfillment of the
requirements for the award of the degree of
Master of Science (Real Estate)
Faculty of Geoinformation and Real Estate
Universiti Teknologi Malaysia
DECEMBER 2011
iv
DEDICATION
To my beloved mother, who is 95 years old
For her unwavering love and support
To my beloved sisters and brother-in-law
For their moral support and help
To my beloved partners and friends
For their constant support and encouragement
Thank you.
v
ACKNOWLEDGEMENT
I wish to take this opportunity to express my heartiest gratitude to my course
supervisor, Associate Professor Dr. Buang bin Alias, for his patient and valuable
advice, and guidance in completing this dissertation. I am also thankful to my friend,
Benny Choong, Rolond Yoew, Hatim and Adlli, Ti Yin for their comments and
support and encouragement to improve this study.
Here I would also like to thank my partners and associates, En. Afandi Mohd,
Mr. Frida, Prof. Rosdi, Miss Mee Kee Chang (MBJB Councilor) for their spiritual
support.
My sincere appreciation to the Local Government Agencies, MBJB, Unit
Perancang, Valuation Department and Human Resources Department, Department of
Johor State Economic Planning Units, and FKSG (UTM) staff for their assistance in
supplying the data, reports and information.
vi
ABSTRACT
Traditionally, city centre is the heart of social and economic activities of a city.
However, rapid developments and changes in the traditional retail and commercial
activities on the periphery of the city can lead to a decline of the city centre as a retail
and commercial centre. In Johor Bahru (JB) city centre, the decline of the city centre
was mainly due to the degradation of the quality of life, the land use pattern, the
characteristics of the retail and commercial activities and provision of public
facilities and amenities. One effort that can be undertaken to circumvent the
downturn is to revitalise the quality of life (QoL) in the city centre. To this effect, the
exercise requires both public and private sectors involvement in the urban
management program. The first objective of this study is to identify the main factors
that affect the quality of life in city centre revitalisation and the second objective is to
identify the most appropriate urban management model for revitalisation. The study
scope was focused on the shoppers, merchants, public agencies and non-profit
organisations in JB city centre with a total 270 of respondents. The data needed in
this study are collected by self created questionnaires and conducted through face to
face method. Collected data was analysed using the frequency, cross tabulation,
means and thematic analyses. The finding revealed that safety, public hygiene, good
public transportation system and public maintenance are the most important issues
that need to be addressed in order to provide a better quality of life for its dwellers.
The result also suggest that 42% of the merchants and 93% of the public agencies
and non-profit organisations selected Business Improvement District (BID) as the
most appropriate model for revitalisation compared to Town Centre Management
(TCM) or National Main Street Programme (NMSP). They believed that BID is
financially independent, and can provide better services, promotion and marketing to
improve the business environment of city centre to remain competitive. This study
would serve as an important reference to the city council, local government and
private and non-profit organisations in the development of partnership to get
involved in marketing and revitalising the city centre.
.
vii
ABSTRAK
Sejak dari dahulu lagi pusat bandar merupakan tumpuan pelbagai kegiatan ekonomi.
Walau bagaimanapun, masalah setempat dan pertumbuhan pesat di kawasan pinggir
bandar mengubah posisi pusat bandar khususnya sebagai pusat komersial dan runcit.
Akibatnya kegiatan ekonomi di pusat bandar semakin berkurangan, menandakan
kemelesetan pusat bandar. Di pusat bandar Johor Bahru (JB), kemelesetan pusat
bandar berlaku akibat kemeseletan kualiti hidup, jenis guna tanah, ciri-ciri aktivitiaktiviti runcit dan komesial, dan juga penyediaan kemudahan-kemudahan awam.
Salah satu usaha yang boleh dilakukan untuk menyekat kemelesetan ini ialah dengan
mencergaskan semula kualiti hidup di pusat bandar. Usaha ini melibatkan kerjasama
pihak kerajaan dan juga swasta dalam program pengurusan bandar. Objektif pertama
kajian ini adalah untuk mengenalpasti faktor-faktor utama yang mempengaruhi
kualiti hidup dalam mencergaskan semula pusat bandar dan objektif kedua adalah
mengenalpasti model yang paling sesuai untuk pencergasan pusat bandar. Skop
kajian ini menumpu pada pengguna, peniaga dan agensi-agensi awam serta
organisasi bukan berasaskan keuntungan yang berada di pusat bandar Johor Bahru
dengan jumlah 270 orang responden. Data yang diperlukan dalam kajian ini
diperoleh daripada soal selidik dan kaedah temuduga pintu ke pintu ataupun secara
bersemuka. Data yang telah diperoleh dianalisis dengan menggunakan kaedah
kekerapan, penjadualan silang, analisis min dan tema. Hasil kajian merumuskan
bahawa keselamatan, kebersihan awam, sistem pengangkutan awam yang sempurna
dan penyelenggaraan aset awam merupakan isu-isu utama yang perlu ditangani
supaya dapat mewujudkan pencergasan pusat bandar yang lebih memuaskan untuk
penduduk-penduduk setempat. Hasil kajian juga mencadangkan terdapat 42%
pengguna dan 93% agensi-agensi awam dan organisasi bukan berasaskan keuntungan
berpendapat bahawa Business Improvement District (BID) adalah model pengurusan
bandar yang paling sesuai untuk pencergasan semula berbanding Town Centre
Management (TCM) atau National Main Street Programme (NMSP). Responden
berpendapat bahawa BID adalah bebas dari segi kewangan, dan dapat memberi
perkhidmatan, promosi dan pasaran yang lebih baik untuk memperbaiki suasana
perniagaan di pusat bandar seterusnya dapat mengekalkan daya saing. Kajian ini
merupakan rujukan penting kepada majlis bandaraya, kerajaan tempatan, organisasi
swasta dan organisasi bukan berasaskan keuntungan dalam pembangunan
penglibatan konsep perkongsian dalam pemasaran dan juga pencergasan pusat
bandar.
viii
TABLE OF CONTENTS
CHAPTER
TITLE
DECLARATION
PAGE
ii
DECLARATION OF ORGINALITY AND
1
EXCLUSIVENESS
iii
DEDICATION
iv
AKNOWLEGEMENT
v
ABSTRACT
vi
ABSTRAK
vii
TABLE OF CONTENTS
viii
LIST OF TABLES
xiii
LIST OF FIGURES
xvi
LIST OF ABBREVIATIONS
xvii
LIST OF APPENDICES
xviii
INTRODUCTION
1.1
Background
1
1.2
Problem Statements
2
1.3
Research Questions
7
1.4
Research Objectives
8
1.5
Significance of Study
8
1.6
Scope of Study
10
1.7
Limitations of Study
10
1.8
Methodology of Study
11
1.8.1
1.8.2
First Stage: Identify the Problem Statement and
Objectives of the Study
12
Second Stage: Theoretical Research
12
ix
1.8.3
Third Stage: Conduct Empirical Surveys to
Gather Data
13
1.8.4
Forth Stage: Data Analysis
13
1.8.5
Fifth Stage: Suggestions, Recommendations and
Conclusion
1.9
2
Chapter Layout
14
14
LITERATURE REVIEW
2.1
Introduction
16
2.2
City Lifecycle
16
2.2.1
Initial Development of the City
19
2.2.2
Growth of the City
20
2.2.3
Maturity of the City
22
2.2.4
Decline of the City
23
2.2.5
Sustainability
24
2.3
2.4
Quality of Life
25
2.3.1
Objective Versus Subjective
27
2.3.2
Subjective Indicators
27
Urban Management Model
2.4.1
2.5
31
Urban Management Model 1: Business
Improvement District
31
2.4.2
What is BID
32
2.4.3
Legislation
33
2.4.4
Functioning
33
2.4.5
Activities
34
2.4.6
Times Square, New York
36
2.4.7
Synthesis
37
Urban Management Model 2: Town Centre Management
37
2.5.1
Legislation
38
2.5.2
Functioning
39
2.5.3
Activities
39
2.5.4
Castlefield, Manchester
40
2.5.5
Synthesis
41
x
2.6
2.7
2.8
3
4
Urban Management Model 3: National Main Street
Programmes
42
2.6.1
Legislation
43
2.6.2
Functioning
43
2.6.3
Activities
44
2.6.4
Funding
46
2.6.5 Boston Main Street Programme
46
2.6.6
47
Synthesis
Public-Private Partnership
47
2.7.1
Roles and Responsibilities of Partners
49
2.7.2
Elements Leading to the Success of Partnership
50
2.7.3
Failure in Partnership
51
Conclusion
53
CASE STUDY: JOHOR BAHRU CITY CENTRE
3.1
Introduction
57
3.2
Overview of Johor Bahru
57
3.3
Johor Bahru Structural and Local Plan
59
3.4
Social Problem in Johor Bahru
60
3.5
Economy Issues in Johor Bahru
61
3.6
Structure of Local Government
62
3.7
Functions of Local Government
63
3.8
Johor Bahru City Council (Majlis Bandaraya Johor Bahru) 63
3.8.1
Organisational Structure of MBJB
63
3.8.2
Functions of MBJB
66
3.8.3
Activities of MBJB
67
3.8.4
Funding of MBJB
70
3.9
Decision-Making Process
75
3.10
Conclusion
76
RESEARCH METHODOLOGY
4.1
Introduction
78
4.2
Research Design
78
xi
4.3
Choice of Research Method and Rationale
80
4.4
Quantitative Approach – Development of Questionnaire
81
4.4.1
Survey on the Factors that Affects City Centre
Revitalization
4.4.2
Survey on the Most Appropriate Urban
Management Model for Revitalisation
5
85
4.5
Research Population and Sampling Procedures
86
4.6
Sampling Technique
87
4.7
Pilot Study
89
4.8
Implementation of the Survey
89
4.9
Quantitative Data Analysis
90
4.10
Qualitative Data Analysis
90
4.11
Conclusion
91
DATA ANALYSIS
5.1
Introduction
92
5.2
Analysis of Shoppers
94
5.3
Analysis of Merchants
98
5.4
Analysis of Public Agencies/Non-Profit Organisations
103
5.5
Achieving Second Objective of the Study
106
5.5.1
Analysis of Merchants
106
5.5.2
Analysis of Public Agencies and Non-Profit
Organisation
5.6
6.
83
Conclusion
111
117
CONCLUSION AND RECOMMENDATIONS
6.1
Introduction
121
6.2
Finding
121
6.3
Suggestions and Recommendations
124
6.3.1
City Council and Local Government
124
6.3.2
Private Sectors: Individual Merchants
6.3.3
and Corporate Companies
124
Non-Profit Organisation
125
xii
6.4
Limitation of the Study
126
6.5
Recommendations for Future Studies
126
REFERENCES
Appendix A – G
128
143 - 187
xiii
LIST OF TABLES
TABLE NO.
TITLE
PAGE
2.1
Key Function of BIDs as Identified by Houstoun, 1997
35
2.2
Main Functions Considered by TCM
40
2.3
National Main Street Program: Eight Principles of Success
45
2.4
Main Characteristics of Partnerships
48
2.5
Characteristics of Successful Partnerships for City Centre
Management
2.6
51
Main Characteristics Contributing to the Failure of
Partnerships
52
2.7
Characteristics of the TMC/ BID/ NMSP
55
3.1
Criteria and Requirements for Towns to be Declared as
City Centres
3.2
Complaints of Services Received by MBJB from
Years 2000 to 2006
3.3
58
68
Breakdown of Revenue Sources for MBJB from
Years 2000 to 2006
72
3.4
Income and Expenditure of MBJB
73
4.1
Studies on City Centre Revitalisation through
Quantitative Method
4.2
Record of Streets Name and Total Number of Holdings
in CBD Area
4.3
79
86
Record of Streets Name for Conducting the Shopper Survey
in CBD Area
88
xiv
5.1
Flow of Data Analysis for Achieving Objective One
93
5.2
Gender and Distance of Residence to the City Centre
94
5.3
Age Groups
94
5.4
Frequency Analysis for Purpose of Visiting the City Centre
95
5.5
Mode of Transport vs. Frequency
95
5.6
Shop at Other Parts of the City Centre
96
5.7
Main Problems that Discourage Visitors to Go
97
Shopping in City Centre
5.8
Public Service Delivery
97
5.9
Facilities that Attract Visitors to the City Centre
98
5.10
Prosperity of Business vs. Nature of Business
99
5.11
Number of Years vs. Business Prosperity
100
5.12
Factors Affecting Business Prosperity
100
5.13
Intentions to Relocate and Choice of Location
101
5.14
Future Planning for City Centres
102
5.15
Types of Retail Mix
102
5.16
Quality of Public Services
103
5.17
Factors that Affect the Quality of Life
105
5.18
What Areas of Improvement Deemed Important to Make
Johor Bahru a Good Place to Live
105
5.19
Flow of Data Analysis for Achieving Objective Two
106
5.20
Select the Most Appropriate Urban Management Model
107
5.21
Why BID
108
5.22
Additional Levy/Tax
108
5.23
Security Measures in the City Centre
109
5.24
Improvement in Transportation and Parking Management
109
5.25
Marketing and Promotion/Business Recruitment and Retention
110
5.26
Funding for Revitalization City Centre
110
5.27
Urban Management Model
111
5.28
Security Measures in the City Centre
112
5.29
Improvement in Transportation and Parking Management
112
xv
5.30
Marketing and Promotion/Business Recruitment and Retention
113
5.31
Funding for Revitalization City Centre
113
5.3
Urban Management Model
114
5.33
Why BID
115
5.34
Why Not TCM
115
5.35
Why Not NMSP
116
xvi
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
1.1
Research Methodology
11
2.1
City Life Cycle
19
3.1
Organisation Chart for MBJB
64
4.1
Research Phases – Qualitative and Quantitative Approach
82
xvii
LIST OF ABBREVIATIONS
ACCD
ATCM
BID
BN
CBD
CCTV
CIQ
CMDC
ERP
GLC
HDB
JTC
LBR
MBJB
MPJBT
MCA
MDK
MIC
MRT
MSC
NAPIC
NLBR
NMSP
NST
PBTPG
SJER
SQLI
TCM
UMNO
URCAP
URCI
UK
US
Allegheny Conference on Community Development
Association of Town Centre Management
Business Improvement District
Barisan Nasional
Centre Business District
Closed Circuit Television
Custom, Immigration Quarantine Centre
Central Manchester Development Corporation
Electronic Road Pricing
Government Linked Company
Housing Development Board
Jurong Town Council
Land-based Revenue
Majlis Bandaraya Johor Bahru
Majlis Perbandaran Johor Bahru Tengah
Malaysia Chinese Association
Majlis Dearah Kulai
Malaysia Indian Congress
Mass Rapid Transit
Multimedia Super Corridor
National Property Information Centre
Non-land based Revenue
National Main Street Program
News Strait Times
Pihak Berkuasa Tempatan Pasir Gudang
South Johor Economic Region
Social and Quality of Life Index
Town Centre Management
United Malay National Organisation
Urban Revitalisation and Conservation Action Plan
Urban Revitalisation and Conservation Inventory
United Kingdom
United States of America
xviii
LIST OF APPENDICES
APPENDIX
TITLE
A
Land Use Pattern in CDB Area: Johor Bahru
B
Total Number of Holdings and Condition of Holdings
PAGE
143
in Johor Bahru CDB Area
144
C
List of Secondary Data
145
D
Questionnaires
146
E
Summaries of BID, NMSP and TCM Attached with
163
Questionnaires for Public Agencies and Non-Profit Organisation
F
Statistical Analysis
167
G
Frequency Table for Shopper
178
CHAPTER 1
INTRODUCTION
1.1
Background
Traditionally, the city centre functions as a major source of employment and
businesses. It is also a centre for government administrations, culture, heritage,
tourism and home to many residents with social amenities such as parks, hospitals,
schools, cinemas, and museums (Goh Ban Lee, 2002; Hernandez and Jones, 2005;
Warnaby et al., 2005). However, due to their physical structure, land use pattern,
increasing car ownerships and rapid growths in the population, the city centre has
expanded its periphery and created sub-centres (Buang Alias, 1993). In the longer
term, such concentration eventually affects the long-term health of the city centre,
such as degradation of quality of life, traffic congestion, increase in crime,
vandalism, pollution, and decrease in resources (Buang Alias, 1993). As a result, the
city centre has emerged as an unfortunate symbol of decline.
In the 1990s, the city centre decline was considered an important topic of
research on both side of Atlantic (Tiesdell et al., 1996). In the US and UK, the
economic decline of the city centres is so visible that many scholars have recognised
that the economic decline of the city centre is one of the most serious problems that
needs immediate attention (Foiser and Berger, 1982; Warnaby and Davies, 2005). In
the case of Johor Bahru, the decline of city centre has become an important concern
in the local government agenda.
MBJB conducted two studies, the Urban
Revitalisation and Conservation Inventory (URCIP) in January 2005 and the Urban
2
Revitalisation and the Conservation Action Plan (URCAP) in November 2005.
These indicated that our city centre is in decline, especially in the CBD and the old
town (Presint Tengah and Presint Bandar Raya Lama).
The reasons for decline as cited in the two studies are the land use pattern, the
image of city centre, the building conditions, characteristics of the commercial and
retail activities in city centre and the provision of public facilities and amenities
(URCAP, 2005).
1.2
Problem Statements
Johor Bahru is the third largest city in Malaysia with a total population of 1.4
million, which is expected to grow to 2.2 million by 2020 (Draft Local Plan of Johor
Bahru, 2020 and Economic Report, 2005/2006). Population growth has put a strain
on the facilities whereby urban dwellers are demanding more efficient and effective
provision of facilities.
Based on the studies conducted by MBJB, one of the factors that caused the
decline of the city centre is the land use pattern. The priority of land use in Johor
Bahru city centre is mainly for roads 45.35% and commercial purposes 36.86%.
Only a relatively small percentage of 0.10 to 0.12 is allocated for residential purposes
and industrial use (as shown in Appendix A). This indicates that the city centre’s
activities are more focused on infrastructure and commercial purposes (URCAP,
2005). In other words, the city centre does not have enough population to create the
critical mass to support these activities. The population growths in MBJB is only
2.2% compared to MBJBT’s expected growth of 4.71% (Draft Local Plan of Johor
Bahru, 2020). This indicates that the concentration of population is located mainly
out of the city centre.
The effect of rapid growth rate of population in MBJBT has created an
increasing demand for housing. It is therefore witnessing massive mixed residential,
3
commercial and industrial developments outside these areas. This has caused a
significant impact on the traditional retail format of the city centre. For example,
most of the hypermarkets are located in the outskirts of Johor Bahru, such as Jaya
Jusco in Permas Jaya and Tebrau City, Plentong Giant at Pelangi Lesuire Mall, and
Carrefour in Sutera City.
Another factor is the image of the city centre. The physical appearance of the
city is important as it represent the core characteristic, identity and image of the city.
But looking around in Johor Bahru city centre, most of the buildings were
constructed in the 1950s and 1980s. The majority 53% of the holdings in the city
centre are classified as being in fair condition. However, 13% of holdings, especially
along Jalan Trus, Jalan Siew Nam, Jalan Ungku Puan and Jalan Dobby, are in bad
condition and 32% of the holdings are considered good (URCIP, 2005) (as shown in
Appendix B). There are only a few modern commercial buildings, namely the Public
Bank Building, Landmark Building, Persada Johor Convention Centre and Puteri Pan
Pacific Hotel, and two major shopping centres, namely, City Square Shopping Centre
and Kotaraya Shopping Centre.
It is noteworthy that despite the state government and city council efforts to
improve the physical landscape of the city centre image through the “Johor Bahru
Beautification Project” which was completed in 2005 (MBJB Annual Report, 2005),
there are many critics from the business people and urban dwellers of the entire
project. The place is still far from what was promised or expected. This is partly
because of the uncooperative attitude from the individual holding owners,
independent merchants and public.
For example, many owners of the historic
buildings neglected to maintain the premises and are letting them either deteriorate or
become under-utilised.
In some cases, the attitudes of merchants and business
people appear apathetic and they make little effort to improve the shop-front design,
for instance, to renovate the building and improved the physical appearance of the
building to make the shop look more attractive to pedestrians and shoppers.
Another factor is the public facilities, which include the pedestrian walkways,
benches, bus stops, traffic lights and street light, waste collection, street cleaning,
4
trimming of trees and so forth are among the most common complaint by the general
public (MBJB Annual Report 2000 - 2005). The purposes of public facilities are to
provide essential support to pedestrians and vehicular traffic and to help buildings
function more effectively. It appears that the public improvements system did not
help in supporting the functions and visuals of the city centre’s buildings and users.
The pedestrian walkway along the old town suffers from a lack of proper
maintenances and has different in sizes, where certain paths are wider and others
very narrow (URCIP, 2005). Furthermore, the road pavement is not designed to
facilitate the physically handicapped as numerous obstacles, such as lamp posts, trees
or plants are located on the pavements. In many cases, even if facilities were
provided, they are left unused or occupied by homeless people. In contrast, no
benches are provided along Jalan Wong Ah Fook, which is considered the high street
in the city centre (URCIP, 2005).
Public transport facilities such as bus stops and taxi stands are very important
factors for visitors, and a comfortable and strategic location would encourage more
people to use public transport. However, there are only four locations where bus
stops and taxi stands are available in the city centre: Jalan Ungku Puan, Jalan Wong
Ah Fook, Jalan Tun Razak and Jalan Ibrahim. These facilities are not provided in
other parts of the city centre (URCAP, 2005). As a result, visitors prefer to drive
rather than use public transport.
Provision of pedestrian crossings is also important in the city centre.
According to the traffic count in the URCIP 2005 report, there were 1,834 cars
passing along Jalan Wang Ah Fook, 14,016 cars passing Jalan Tun Abdul Razak and
1,031 cars passing Jalan Trus per hour. However, there is only one pedestrian bridge
along Jalan Tun Abdul Razak, two traffic lights along Jalan Wong Ah Fook and one
traffic light at Jalan Trus. The ineffective and inadequate provisions of basic public
facilities are large risk factors to pedestrians.
5
For many urbanites in Malaysia, traffic congestion is one of the major
problems that contribute to the decline of the cities. Since most of the road networks
in the Johor Bahru city centre were created before the modern modes of transport, the
roads are either narrow or have too many junctions within a short distance. Although
most of the roads in the city centre have been improved or upgraded, with the
increasing car ownership rate (Hasim Mat and Jamel Ariffin, 2005), and being a
centre for government administration, a commercial centre, an entry point to
Singapore and with a large employment working in city centre (Gurcharan Singh
1996; Hasim and Jamel, 2005; and NST, 16 April 2006), heavy congestion is caused
during the peak period in the CBD. This results in considerable economic and social
losses to the commuters and communities in general (Gurcharan Singh, 1996). In
2004, about 110,000 vehicles entered Singapore daily, according to YB Freddie
Long Hoo Hin (Utusan Malaysia, 21 September 2004).
In order to divert traffic away from city centre, the state government has
taken serious measures by constructing a new Customs Immigration Quarantine
Centre (CIQ), and relocating the government administrative centre to Bandar
Nusajaya (URCAP, 2005).
It is estimated the traffic flow to CBD areas will
decreasing to approximately 16.42%, once the CIQ is in operation (URCAP, 2005).
The increasing car ownership means that drivers will demand more parking
spaces. In the city centre, only 8.36%, or 13.87 acres of the land, is meant for car
parking (as shown in Appendix A). The only street parking available is found along
Jalan Ibrahim, Jalan Dhoby, and Jalan Trus. However, off-street parking can be
found mainly in the commercial buildings and open car parks operated by private
entities. In some areas, no on-street parking spaces are available, for example, Jalan
Tan Hoik Nee, Jalan Meldrum, and Jalan Siew Nam (URCAP, 2005).
Provision of safety in the city centre is the main concern to many Johoreans.
The Social Report and Quality of Life Index 2007 indicated that increasing crime
rate, such as snatch thefts, car thefts and vandalism in Johor Bahru is getting worse.
The crime rate in Johor Bahru was the highest, with 13,649 cases 68.8%out of a total
of 15,679 cases in Johor State. Amongst all, property crime such as snatch thefts,
6
motorbike and car thefts and vandalism have improved. But serious crimes such as
rape and arm robbery have increased 34.48% and 17.65% respectively. As remarked
by Mr. Lee Kuan Yew, the Senior Minister of Singapore, Johor Bahru is “notorious
for shootings, muggings and car jacking” (Goh Ban Lee, 2002). There is no doubt
that crime and street violence in Johor Bahru have become a physical strain to most
Johoreans. Even though measures such as safety campaigns and installation of
CCTV cameras in high-risk areas were implemented in the city centre, many
Johoreans still feel that the city is not safe.
Another major concern to most Johoreans is the flood problem. For example,
the flood in December 2006 caused extensive damage to properties and road systems
in the CBD. The causes of the flood, besides heavy rain, were partly because of the
chocked drains, poor urban design and badly constructed drainage system, i.e. the
undersized drainage system that was built in the 1950s and 1980s (Goh Ban Lee,
2002). The flood-prone areas are located along Jalan Air Molek, Jalan Tun Abdul
Razak and Jalan Yahya Awal (NST, 20 December 2006). A number of studies have
been carried out with the aim of alleviating flooding problems in various locations in
Johor Bahru. However, despite the millions spent on flood mitigation measures,
many areas in the city centre still suffer from floods.
The decline of city centre is not merely due to the factors mentioned above.
The characteristics and nature of businesses and services offered in city centre also
play an important role. According to studies (URCIP, URCA, 2005), the
characteristics of the businesses in city centre are classified into two categories,
formal and informal activities. Formal activities are those activities that are carried
out at proper and designated locations. However, the informal activities are those
activities carry out at the back lanes, or walkways (“kaki lima”). For example, the
hawker stores at the back lane of Jalan Meldrum, Jalan Stesen and Jalan Siu Chin
(URCIP, 2005). Retail businesses in city centre are mainly those traditional family
businesses. For instance, in Jalan Tan Hoik Nee, Jalan Duke and Jalan Trus, the
types of businesses offered are mainly supplies of stationery, bags and textiles, or
sundries shops, photo shops and Indian Muslim coffee shops and others. There is
7
hardly any activity in this area after office hours, during the weekends or public
holidays (UCIP, 2005).
From the statement above, it can be concluded that the main factors that are
important and concern to the city dwellers are basically the changes in land use
pattern, the movement of population shifting to outskirt of the city centre, the
physical image of the buildings, lack of public amenities such as; proper bus stop and
taxi stands in the city centre. Poor maintenance of public facilities such as dirty
street, poor sidewalk, dirty toilets, poor landscape and street light were also
highlighted. Other areas of concerned are social problems associated with the crime,
snatch thief and vandalism, poor traffic, insufficient parking and good entertainment,
retail outlets also among the main factors contributed to decline of city centre.
Therefore if the city centre wants to attract business and visitors, it is important that
the city centre is safe, clean, interesting and offers a wide choice of merchandise, in
addition to well-established entertainment and leisure facilities. When the city centre
becomes more interesting and where entrepreneur opportunities exist, people will
move back to the city centre. Recently, researches have shown signs of increasing
interest of the population moving back to the city centre to live and work (Gratz and
Mintz, 1998), particularly those young people who have decided that the security of
working for others is a thing of a past, and will try to use their skills to venture into
business and start up their own company. For them, the city centre is their priority
choice. This mirrors the choice of baby boomers, and empty nesters who want to
enjoy more leisure time and are looking for a quality lifestyle such as good
entertainment outlets, cinemas, theatres and restaurant facilities, which are all
normally found in the city centre.
1.3
Research Questions
This paper focus on what are the factors that are important to revitalise the
city centre and which urban management models are the
implement in Johor Bahru city centre.
most appropriate to
8
Based on the following issues to form the basis for the research questions:
1. What are the main factors that affect the quality of life in city centre
revitalisation?
2. Which urban management models is the most appropriate for Johor Bahru
city centre? Is it Town Centre Management, Business Improvement
District or National Main Street Programme?
1.4
Research Objectives
Based on the problems mentioned above, there are two research objectives:
1. To identify the factors that affects the quality of life for city centre
revitalisation.
2. To identify the most appropriate urban management model for
revitalisation.
1.5
Significance of Study
The findings of this study would be useful to the following groups of urban
actors:
I.
City Council (MBJB) and Local Government
In Johor Bahru, the city centre management is monopolised by the
city council. It is important for management of MBJB to understand how
they can cooperate and coordinate with other urban actors in order to help the
city centre achieves its goals. The knowledge and enterprising skills from the
private sectors could help the local authorities have a better understanding of
the local communities’ needs, particularly the commercial sectors. The Local
9
council and authority had the power in legislation and expertise in working in
partnership with other organizations as well as existing contacts; this
expertise would be invaluable to private entities. The local authority can work
with businesses to improve the safety, cleanliness and marketing of an area.
This will benefit not only the businesses but all those who live in, work in
and visit the area. Moreover, it could reduce the cost of services, such as the
police or fire rescue team and advertising and promotional campaigns. In
addition, it would help to protect the property values and infrastructure
investments in the city centre.
It also would help to enhance the local
government revenue tax base.
II.
The Private Sectors
This study would serve as a guideline to the private sectors to allocate
their expertise, time and funding to the city centre, where they can bring up
their ideas and innovations to help run and manage the city centre that would
eventually benefit them. The involvement of the private sectors in city centre
management could bring tremendous benefits to the business, in terms of
pedestrian flow, business volume, expanding to a larger customer base,
improving their public image and overall goodwill.
III.
Non-Profit Organizations
The study would provide an opportunity for the Non-Profit
Organisations in participating in the development/planning of the city centre.
The involvement of the Non-Profit Organisations could help to improve the
city planning and development in terms of preservation of historical buildings
and public realm. In the mean time the organisations can help to developed
activities, programmes for the youth and local community to participate,
creating job and training for the local community. The organisations can also
help to promote and joint hand with the private or public sectors to create
industry training to the youth and un-fortunate children.
In return, the
organizations could attract more new members and developed partnership
10
programmes with others in joint projects which benefit the city and its
community.
1.6
Scope of Study
The purpose of this study is focused on the Johor Bahru City Centre, and the
scope of study is focused on the quality of life, public-private-partnership urban
management models in managing the city centre. The information of this study is
used to identify ways to manage the city centre urban management so that the city
centre can become more sustainable and vibrant.
In order to have a better understanding of local government functions, this
study shows the organisation structure of MBJB, their functions, activities, funding
and their financial status and the decision-making process. Therefore, this study only
shows the problems and limitation faced by MBJB before 2009 and problems
identified after this date would not be included in this study. The feedback and
information gathered from primary and secondary data in this study would help
MBJB to improve their quality of services and provide a better quality of life to its
urban dwellers.
1.7
Limitation of Study
This research is conducted only for the Johor Bahru city centre. The concept
of the public-private-partnerships scheme in the urban management is new to
Malaysia. Many urban actors have no knowledge of its operation and management
of the three models that presented to them. Hence, this research can only be adopted
or implemented with strong support from the public and private sectors, non-profit
organisations, local communities and individuals. Without support from all parties,
implementation of the programme could face many problems, such as funding and
expertise, particularly when the city council is running in deficit.
11
1.8
Methodology of Study
The flow of the study is categorised into theoretical and empirical aspects.
Each aspect contains several steps involved in the study process.
The flow is
depicted in the flow chart (Figure 1.1) below.
1st Stage
PROBLEM STATEMENT
Objective of
the Study
Significance of
the Study
2nd Stage
Scope of
the Study
THEORETICAL
RESEARCH
Limitation of
the Study
Literature Review
Case Studies
3rd Stage
EMPIRICAL RESEARCH
Survey
Interview
Data Arrangement
4th Stage
DATA ANALYSIS
5th Stage
SUGGESTION/RECOMMENDATIONS
AND CONCLUSION
Figure 1.1
Research Methodology
12
1.8.1
First Stage: Identify the Problem Statement and Objectives of the Study
The first stage mainly concentrates on identifying the problem statement, the
objectives, significance, scope and limitations of the study. The idea for the problem
statement was taken from observations, recent media coverage and two studies
conducted by MBJB regarding the city centre’s problems and issues.
1.8.2
Second Stage: Theoretical Research
The second stage is the theoretical review. In this stage, the study emphasises
on gathering theories that are relevant to the study. The focus for this stage is to
understand the key issues mentioned in this study. These key issues are the city’s
life cycle, quality of life, urban management models, public-private partnership and
the Johor Bahru city centre case study.
To achieve the first objective, the review of Quality of Life, Public-Private
Partnership and Johor Bahru Case Study which provided useful information of the
factors that affected the revitalisation will be presented. To achieve the second
objective, the review of the three different urban management models, that are the
BID, TCM and NMSP, will be presented to establish which the most appropriate
model for revitalisation is.
The relevant materials for the literature review are academic publications,
books, dissertations, journals, government agencies reports and publications. These
materials will assist in understanding the background of the study from various
perspectives.
13
1.8.3
Third Stage: Conduct Empirical Surveys to Gather Data
There are two types of data which have been gathered to gain a better
understanding for this study. In order to achieve the first objective, the primary data
will be collected from respondents; meanwhile, the census and other data are
gathered from the relevant government agencies, including MBJB, MBJBT, Property
Market Report and others.
Primary Data
The primary data for the studies have been collected through field surveys,
through questionnaires given to three different groups of urban actors. In order to
achieve objectives one and two, the list of questionnaires used for this interview is
attached in Appendix D to F. The feedback of the questionnaires will provide a
clearer picture of the business environment and health of the Johor Bahru city centre.
The main questions asked to the urban actors mainly focused on:
i)
The factors that affect the city centre and
ii)
The quality of the MBJB services delivery, and
iii)
The improvement that they expected from the city centre, and
iv)
The appropriate urban management model to be implemented in Johor
Bahru City Centre.
1.8.4
Fourth Stage: Data Analysis
At this stage, the data and information collected from the third stage will be
scrutinised and selected to glean the relevant data for the study. In order to achieve
the first objectives of the study, three types of analysis will be performed: the
Frequency Analysis, Cross-Tabulation Analysis and Mean Analysis. On the other
hand, in order to achieve the second objective of the study, the data derived from the
structured interviews and open-ended questionnaires, the study utilised the
quantifying method. In this method data was informally quantified according to the
frequency of responses occurring and was then sorted and categorised into smaller
14
sets of abstracts or conceptual phrases. These conceptual phrases were then allocated
numerical values and percentages according to the frequency of responses and
entered into scoring matrices.
1.8.5
Fifth Stage: Suggestions, Recommendations and Conclusion
The outcome of the analysis will be used for a final discussion regarding the
revitalisation of the city centre. Suggestions and recommendations from different
urban actors would also be stated at this stage.
The suggestions and
recommendations are related to the Johor Bahru city centre and the conclusion is to
tie up the relationship between the problem statement and objectives of the study.
1.9
Chapter Layout
The report writing of this study consists of six chapters. The breakdown of
the chapter layout is as follows:
Chapter 1: Introduction
An overview of the study, covering problem statements, objectives of study,
scope of study, limitations, methods of study, chapter layouts and expected results.
Chapter 2: Literature Review
The literature review focuses on the key issues that are of interest to this
study. In this chapter, the theories and concepts of the city life cycle, quality of life,
public- private partnerships and urban management models by different authors were
adopted.
15
Chapter 3: Case Study of Johor Bahru City Centre
The background of the case study of the Johor Bahru City Centre. A brief
discussion of the physical, social and economic condition of Johor Bahru, followed
by the structure of MBJB, its organisation, functions, activities, funding and
decision-making process are included in this chapter.
Chapter 4: Research Methodology
This chapter discusses in detail the methodology of the study, commencing
from literature review to methods and techniques adopted to produce the information
needed in this study.
Chapter 5: Data Analysis
All the primary data collected from the questionnaires are analyses in order to
achieve the objectives of the study.
Chapter 6: Conclusion and Recommendations
The findings from the analyses in the previous chapter were revealed. The
conclusion derived from the findings and recommendations for further studies are
provided.
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
The objective of this chapter is to review the relevant literature in an attempt
to give insights into the urban management models on commercial revitalisation of
the city centre. This review comprises four main sections: (1) city life cycle, (2)
quality of life, (3) urban management models and 4) public-private partnership which
are seen as four interrelated and interdependent areas.
2.2
City Life Cycle
The purpose of the following review is to understand the urban form and the
different levels of process that cities been through, from initial development to
maturity, decline, survival and sustainability. In order for declining cities to become
more sustainable and meet the ever-changing needs and desires of their inhabitants,
cities need to enhance their physical, social and economic value. Many scholars
(Lowry, 1975; Morris et al., 1979; Castells, 1977; Knox, 1995; Bairoch, 1988; and
Fields, 1999) agree that cities are created by people who have chosen to live there,
and these people who work and live there gradually etch themselves on to the
environment, modifying and adjusting it as best as they can to suit their needs and
express their values.
17
A city is a physical object of economic and social values. It gives both
tangible and intangible benefits to its users, such as the government, citizens,
visitors, tourists, businesses, and investors. The products of a city include their
infrastructure, facilities, services, land and buildings.
Like any product, it
experiences growth, change and decay. Cities start their life from a small settlement
and gradually become bigger. They take chances and make plans for the future.
New challenges arise when they reach maturity, which can be different from its
growth stage.
The cities’ leaders and residents who understand the stages of the City’s Life
Cycle can better manage each transition rather than be dragged by growth. The idea
of this concept is to provide a clear picture to the city dwellers of what stage of life
their cities are in and what action can be taken to maintain or improve the stability
and sustainability of their cities.
The City Life Cycle Model assumes that cities experience four stages of life:
Agricultural (initial stage), Industrial and Technology Change (growth stage),
Technology and Information (maturity stage) and Services and Knowledge Base
(decline stage).
If we view from the historical perspective, in the initial stages of city
development, the pattern of city development suggests that the prosperity of a town
depends on the prevailing climatic and geological conditions (Lowry, 1975 and
Morris et al., 1979). The inhabitants of these early cities were usually formed by a
very tiny group who lived in a predominantly rural hinterland and were dependent
for food stuff from their surrounding environment (Lowry, 1975). This means that
the land must be fertile enough to produce food for its inhabitants. The climate also
has to be favourable for food production, have wood and clay for building materials
and skin or fibres for clothes (Morris et al., 1979 and Berger, 1978). According to
Mumford (1961), it was not until the fourth millennium BC when mankind started to
exercise some measure of control over the supply of food by the systematic
cultivation of certain plants (Morris et al., 1979).
This form of agricultural
revolution increased food production, and supported the growth and expansion of the
18
small town. People started to build permanent settlements and settle down (Grant,
2004). However, in some cases, these forces have not been conducive in promoting
long-term urban prosperity, due to various reasons. For instance, this could be due to
the impact of environmental stress which then negatively affects the agricultural
production, which is then no longer enough to support the needs of the growing
population. These stresses include the changes of soil or water table level of the
cities. The soil would become less fertile or the deforestation of hillside could cause
soil erosion and flooding (Grant, 2004). Other than that, it would be due to the
administration system, which causes a cycle of growth and decline to occur. For
instance, the Mongols abandoned their capital of Karakorum in the 13th century as
they transformed themselves into a Chinese Dynasty. Another example is the city of
Anatolia, as this city flourished for about 700 years (Grant, 2004).
Historical and archaeological records have demonstrated that cities that have
lasted longer do not guarantee that they will grow rapidly or in a sustainable manner
and provide a higher standard of living for their inhabitants. Those cities declined or
collapsed because they exhausted their resources that supported the expansion. This
means that urban growth is related to the productivity of land cultivation and
improved cultivation techniques, technology and administration systems to mange
population growth (Morris et al., 1979; Lowry, 1975; and Grant, 2004). Thus, new
technology can help to improve the yield of food production and facilitate more
efficient means for transporting materials (Morris et al., 1979; Bairoch, 1988).
The following section will show more details about the process of a City’s
Life Cycle, and how these mechanisms influence the city’s development.
The below figure indicates that a city is like any other product; it experiences
different stages of a life cycle, from introduction, growth, maturity, decline to
sustainable. They begin life from a small settlement and gradually become bigger.
The changing of a city’s life cycle is greatly influenced by the changing of its
demographics, technology and information. This was clearly demonstrated in the
following statements.
19
Introduction
Figure 2.1
Growth
Maturity
Decline
Sustainability
City Life Cycle
(Adopted from Kotler (1972): “Product Lifecycle”, Marketing Management, p. 350
figure 13-2)
2.2.1
Initial Development of the City
History shows that the development of agriculture was an essential
prerequisite for the birth of urban settlements, and until recently this statement has
not been seriously challenged (Morris et al., 1979; Bogart, 1998). According to the
archaeological point of view, at the beginning of Neolithic Age, the social unit was
the family, with temporary shelters, and they were always moving from one place to
another for new resources (Lowry, 1975; Morris et al., 1979; Bogart, 1998). With
the agricultural revolution, people’s lifestyles were transformed and permanent
physical units were formed, which became villages or towns (Castells, 1977; Morris
et al., 1979; Berger, 1979; Bairoch, 1988; Fields, 1999). Thus, long distance trade
for distribution was developed and changed its social structure (Mumford, 1961;
Castells, 1977). This can be seen in the Tigris/Euphrates region, which not only
20
expanded in physical size but changed its social structure as well (Morris et al.,
1979; Lowry, 1975; Castells, 1977).
In the pre-industrial cities, cities began to grow, market towns were built, and
living quarters and services constructed.
Therefore, houses, workshops, public
buildings, shops, street markets, and temples were found in all parts of city (Castells,
1977; Morris et al., 1979). At this point of time, there was no large-scale factory
production and no separate industrial quarters (Lowry, 1975; Morris et al., 1979).
The city lacked planning, with no specified layout for roads and buildings.
As a
result, most of the street patterns were irregular and building which is substandard.
The population lived in over-crowded slum quarters with a lack of hygiene and clear
water supply, which caused health and social problems. One example of this type of
city is Calcutta during the pre-industrial period, a place prone to cholera, crime and
violence and many homeless people (Lowry, 1975).
In the early eighteenth century, a city’s size, function and structure changed
as it entered a series of technological innovations (Blair, 1974; Berger, 1979; Lowry,
1975; Elliott and Mc Crone, 1982; Bogart, 1998). A shift in employment also
occurred as populations from rural areas began moving to the city centre for job
opportunities. This altered the quality of urban life (Blair, 1974; Lowry, 1975;
Berger, 1979; Elliott and Mc Crone, 1982; Bogart, 1998).
2.2.2
Growth of the City
During the industrial revolution, the forces impelling society towards
urbanisation were essentially similar (Blair, 1974; Lowry, 1975; Bairoch, 1988).
First, they had access to sources of raw materials and transportation facilities and
second, they had access to cheap and skilled labour (Lowry, 1975; Bogart, 1995),
like the cities of Birmingham in Britain and Pittsburgh of the USA. The change of
location also gave rise to the demand for land and buildings in the city centre for
21
office blocks, houses, retail and so on. At the same time, it also led to population
growth and the size of cities (Bairoch, 1988).
As cities expand and grow, the concentration of population is not without
problems, such as degradation of the quality of life, clean water supply, the disposal
of sewerage and other effluents, air pollution, over-crowding and other health
hazards. These problems arise because many industrial cities discharge untreated or
partly treated sewerage or industrial waste directly into the sea. Diseases such as
bronchitis were remarkably higher in such cities, especially in London, and in Tokyo,
the health hazards of smoggu in 1970 were prevalent particularly (Lowry, 1975;
Bairoch, 1988).
Despite the negative effects brought about by the Industrial Revolution, the
increase in international trade saw a dramatic change in the city’s functions. Cities
adopted more centralised government structures, and a more organised social order.
These forces helped cities to surge forward to a new phase of major expansion. Slum
areas were cleared and used for commercial and residential developments (Lowry,
1975). This change in function has brought a raise of the standard of living and
realisation of certain public amenities, such as public transport, public housing,
public health and welfare. The improvement of transport systems has brought vast
changes to the structure of the city; people can now be easily connected from one
place to another.
This encouraged resident’s movement outwards from the city centre
(Banovetz, 1971). This can be viewed from the urban structure theories in Bugress
(1924), and The Multiple Nuclei Theory (Banovetz, 1971). These models analysed
how the relationships between demographic transitions, agricultural developments
and economy activity changed the way of urban life and societies. As the city
expanded, there was a tendency for each inner zone to increase in area or population
migration outward as the city evolves.
22
2.2.3
Maturity of the City
At this stage of urban development, most cities have experienced changes in
physical expansion by consolidating fringes of city centres into metropolitan regions.
On the other hand, the overarching technological and economy dynamic have
influenced the location of various industries and changed the roles of cities in
advanced service economy. As a result, cities experienced substantial job growth in
occupations associated with knowledge and intensive service sector industries, such
as administration, clerical, legal, finance, retail, sale, and tourism (Elliot and Mc
Crane, 1982; Kasarda, 1985).
Under such circumstances, massive developments of offices, shopping malls
and residential schemes was carried out, resulting in an intense competition for urban
spaces. Thus the property value spiraled upwards due to scarcity of land (Blair,
1974). With the cost of doing business in city becoming too expensive, many
manufacturers and wholesalers found that relocation to suburban sites was more
attractive. The development of new suburban highways made connectivity more
convenient, resulting in the force of the demographic movement of the population to
the suburbs and suburban locations (Blair, 1974; Kasarda, 1985). Other than that are
the changing modes of manufacturing technology, demand for larger floor space for
new assembly production lines and offices. This has virtually widened the gap
between urban job opportunity structures. The relocation of manufacturing plants
left behind poor and unskilled populations, causing high unemployment rates,
deteriorating neighbourhoods and abandoned sites (Berger, 1979; Webmen, 1982).
Therefore, social imbalance occurred, followed by poverty and crime (Berger, 1979;
Knox, 1975; Kenerely, 2004).
For example, in Birmingham of Britain, and
Pittsburgh and Chicago of the United States, these three industrial cities have
experienced significant economic depression by the relocation of major
manufacturing plants to the suburbs. However, on the other hand, the demand for
those selected jobs in the knowledge base and skilled jobs seemed to grow rapidly
(Kasarda, 1985).
23
The next stage move from maturity is most likely that the cities are moving to
either decline or sustainable stage.
2.2.4
Decline of the City
As noted earlier, the transformation of technology and communication had
significant impact to the city’s physical, social and economic prosperity.
The
massive mixed developments of commercial, leisure, residential and industrial in
suburban virtually wiped out the competitive advantages of the city’s central location
(Bairoch, 1988). The new modern shopping centres and malls not only offer wider
choice, size, price range and variety, but they also offered other amenities such as
restaurants, cinemas, ample parking had successfully captured the share of retail in
many major cities.
The shift of manufacturing out from the city resulted in the change in urban
job structures.
Leaving behind the lower income groups created major social
problems such as high crime rates, deteriorating infrastructure, and decay of a once
vibrant residential and commercial area of the cities (Bairoch, 1988; Kasarda, 1985).
The degradation of quality of life in the city also led to a growing number of city
dwellers moving out from cities to suburbs.
Nevertheless, there are certain trends occurring in the city centre which
offered specialised goods and services to certain consumers and businesses; such
establishments are the service industry and financial institutions. For example,
advertising agencies, consulting firms, law firms, tourism businesses, banks and so
forth. They would choose city centre locations because they are still a centre of
information, the headquarters for finance and the administration hub. They see the
opportunities and could be the beneficiaries of the economy expansion despite the
outflows of households and jobs from cities to the suburbs.
24
As noted from the city life cycle, the plethora of literature review of cities
suggests that there are two main factors that lead to the city centre’s decline, the
emergence of technology and information and the movement of populations. During
the post-World War II era, many cities had led to a shift of many industrial and
manufacturing economies to service economies. Another factor is the emergence of
the car and the highways, making connectivity more convenient, leaving behind an
epidemic of economic decay and social disorder in the cities centre’s areas and
creating the suburban nations of today (Broirch, 1988).
Therefore, in order to sustain and prevent the cities from further decline,
more innovations and ideas to maximise the use of the existing resources and assets
of the cities are required. As Grant’s (2004) sustainable urban city has established,
cities that have survived in the new millennium changed its administration to turn its
attention to develop more effective strategies and alter those processes to improve
rather than degrade long-term human and ecological health.
This is to apply
sustainable management principles in within and between the cities.
2.2.5
Sustainability
In order for city to be sustainable, in “Towards Sustainable Cities” (Grant,
2004), David Satterthwaite (1997) suggests that a successful city has to meet three
goals, such as , to provide a healthy living and working environment for its
inhabitants, clean drinking water, good sanitary conditions, and waste disposal
systems, and essential infrastructure for health and economic developments.
This concept is to help protect and preserve the earth’s resources for the
current and future generations. According to Partners for Livable Communities
(2000), it is about using our resources wisely by protecting the environmental quality
by the provision of a good transit system to reduce car dependency and buildings.
This creates a livable community in urban areas which is accessible to all users. As
25
such, if cities want to sustain and be competitive, they must make good use of their
assets and become competent in order to meet the need of their users.
In order to make a credible consumption centres, Gratz et al., (2004) and in
Partners of Livable Communities (2000) have established that the cities centres
should provide a rich environment that incorporates tourist, entertainment and leisure
activities. They should also provide a high-culture environment with art galleries,
museums, theatres, music and other public amenities such as parks and open spaces.
At the same time, they should preserve historical buildings, and provide a healthy
and safe environment. Only then can the cities attract people, jobs and capital
investments (Partners of Livable Communities, 2000). Recent research also
suggested that places attract human capital and talent by offering a range of lifestyle,
amenities and good quality of life will draw such talent to themselves (Florida, 2002,
Glaeser, Kolko and Saiz, 2001). In fact, improving of the quality of life in each
society is one of the important aims of public policies. In recent years studied of life
quality are mainly concentrated on the urban nature and urban quality of life have
gained much attention amongst the researchers and policies makers. A number of
researchers such as McCall (1975), Mayer (1989), Davidson and Cotter had reviewed
literature on QoL and they is general agreement that a meaningful definition of
QoL must recognised that there are two linked dimensions to the concept, namely a
physiological and environmental.
2.3
Quality of Life
The studies of quality of life (QoL) have become interesting research themes
in a number of disciplines for several decades. The concept of QoL can be useful
tool in studying and evaluating the degree of well-being and equity for living in
specific circumstances (Oman, 2009). To recall, most QoL studies have enquiry on
economic, sociology, environmental, psychology and urban planning, the economic
approached tends to use income levels and house price in their measurement,
whereas the urban livability approach tends to define it as purely non-marketable
goods such as climate, environmental amenities, crime, traffic fostering economic
26
growth and job creation by retaining local businesses and attracting inward investors
(Wong, 1998).
Whereas, psychological approached intend to evaluate individual
perceptions on many aspect of life, such as the satisfaction of health, education, and
works and amongst others (Sun,Y 2005). The sociology approaches is common to
the Psychological approached, it also focus on the individual’s life satisfaction.
Urban planners normally use the overall QoL in the community or neighbourhood,
often comparing different urban areas according to the numbers of indicators that
reflect the QoL of urban residents.
QoL is a multifaceted concept that embraces not only the material aspects of
life such as level of living, availability of physical and social infrastructural facilities
but also the less tangible aspects of life such as good health, enjoyment of the public
facilities, the satisfaction in a clean environment and security. In short, it relates to
the general well being of the populace (Omar, 2009). Campbell, Converse and
Rogres (1977) address the concept of QoL as measuring the people’s perceptions,
evaluation and satisfaction. Marans and Couper, (2000) noted that satisfaction was
viewed as more definable, more plausible and more appropriate to measure and
compare people’s assessment on quality of life experiences ( Cited by Dasimah,
2009). Rogerson, 1999 in competitive city noted that QoL is one of the critical
elements for city to attract foreign investment, talent and influence the business
location decision. Mayer’s (1989) pointed out that QoL impinges on the economic
success of the city, and favourable QoL is one of the main elements to the retention
of company and location decision making.
Many studied have reinforced that poor QoL may be of significant in the outmigration from people as well (Keeble and Gould, 1986; Bolton & Chalkley, 1989;
Keeble, 1990). However, McCall, 1975 viewed that QoL evaluation should focus on
the extent to personal satisfaction and happiness and those attributes to the share
environment in which people live. Gillingham and Reece (1979) noted that QoL is
the result of the satisfaction the individual achieves as a consequences
of the
consumption of market goods, leisure, public goods and others characteristic
(physical and social) of the environment which individual is located. Thus, To
evaluate this environment , a range of objective social indicators-what could be
27
termed hard indicators describing the environment within which people live, work
are employed to measure the “reality” of the living environment (Rogreson, 1999).
It focuses on how personnel characteristic and views shape people’s QoL. In society
studied, indicators have largely been used as the means for measuring QoL, either in
the form of objective or subjective indicators. Two types of QoL measurement
indicators are distinguished, namely, subjective and objective ones. To combine both
subjective and objective approaches are also widely used.
2.3.1
Objective Versus Subjective
Objective QoL indicators have been widely used by the planners and
economists to measure at neighbourhood, city and country level (Liu, 1976;
Rogerson et al, 1989). Maslow (1954) and McCall (1975) both used the indicators to
measured QoL based on the attainment of various basic needs of life such as food,
shelter, needs which they felt were common to all cultures. This approached aim to
investigate the society as a whole by looking at macroeconomic, social, demographic
indicators which determine the condition of life and the way people live. The
objective approached mostly using census and statistical data and has obvious
advantages due to the available of data and comprehensiveness and inter-community
comparability. More recently, in 1990, the population crisis committee in
Washington, D.C published a well known study which used ten objective indicators
to rank the hundred largest metropolitan areas in the world (PCC,1990).
The
indicators used were on public safety, cost of food, living space, housing standards,
communication, education, public health, traffic flow and cleaner air.
2.3.2
Subjective Indicators
Subjective indication are frequently used by sociologists and psychologists to
measured more on individual’s level satisfaction with life as he or she experiences it.
That is, they represent a subjective, introspective and personal experienced based
28
concept. For instance, Seed and Lloyd (1997) pointed out that a range of individual
and group perspectives or levels need to be examined when identifying the criteria
for evaluating subjective QoL. They are typically described as “Myself” family,
neighbourhood, work place, city nation and international. Thus health could be
criteria category as: “Myself” level, subsequently, more precise indicators could be
identified such as the level of satisfaction with health in terms of our physical wellbeing or mental well-being.
Subjective approach usually required greater effort in data collection. The
measurements of this kind are essential personal and based on the individual’s
perception of one’s well-being and responses obtained in sociologic survey and
investigations. The life satisfaction survey questions asked people on how satisfied
they are with their live in general, a tropical four point scale used in the EU euro
barometer studies is: on the whole are you very satisfied, fairly satisfied, not very
satisfied or not at all satisfied with the life you lead. Subjective measures reflect
both the real status of the QoL or the conditions of life in general and the attitude of
the people toward these conditions, though the element of biased perception may
never be eliminated. The measurement can help to identify the values of society or
different social groups, eventually, such value may serve as indicators of QoL.
The major differences between these two approaches is that objective
indicators seek to indicate the material living conditions whereas subjective
indicators measures people’s perceptions of these conditions. Even thought,
researches may have favourable approaches, most accept the basis of assumption of
behaviourisms that people’s perceptions and their material conditions normally
correspond to each others. However, some researched argue that QoL is a subjective
phenomenon and may or may not be related to desirable characteristic of urban
environment (Grayson, 1998). They insist that the QoL is more appropriate measure
by people’s evolution in the social and physical realms of their urban environment.
Nonetheless, subjective approached may be imperfect. People being interviewed
may have their own perception and interpretation of the subjects. Both approaches
can helps to balanced up the limitation of each others, and it would be more
appropriated that the community and neighborhood QoL study combines the
29
residents’ subjective evaluation of their places and the objective measurement of the
utilitarian criteria (Cobb, 2000).
The concern about good objective indicators should collectively describe the
most important dimensions of the environment in which people live and work. The
environment that people experience can be different from others. Therefore the QoL
domains should be able to establish and included the most important aspects of the
living environment. The combination of the two major approaches employed in
measured the QoL included education, leisure, health, employment, transportation,
social environment, security, physical environment, and social opportunity/
participation. In primary objective of this review is to find the common dimensions
and criteria that addressed to the study of the QoL in the city. In the case of a city,
existing infrastructures and the environment aspects of the city has no direct
correlation with the QoL in the city. Both components, as well as other components,
affect differently for different people and for that reason it will influence the whole
scenario of the city’s QoL status (Azahan et al, 2009). Progressive awareness among
urban dweller (Brown, 1999) eventually promoting extensive discussion and greater
understanding on the factors or major components that formed a quality living for
people in a city. Insights of the people living in the city should be included in
measuring city’s quality of life status as the answer given are normally honest,
sincere, open and genuine (Azahan et al, 2009) and can be used to counter check the
result of QoL status produced by the statistical department (Raphael et al, 2001).
The thirteen themes that was identified by the Audit Commissioning to measure the
QoL are includes: combating unemployment, encouraging economic regeneration,
tackling poverty and social exclusion, developing people’s skills, improving housing
opportunities, tackling community safety, strengthening community involvement,
reducing pollution, improving management of the environment, improving the local
environment, improving transport and protecting the diversity of the nature. The
basis of various QoL factors used by Bayer and Savegeau ( cited in Ham et, al, 2004)
on his publication “Places Rated Almanac” was: cost of living, job outlook,
transportation, health care, crime, art, recreation and climate that characterized the
livability of a place
30
In Malaysia, Malaysian Quality of Life Index (MQLI) has been developed to
take into account the multi-dimensional aspects of development. It recognizes the
importance of social well being by including non-economic factors, such as family
life, public safety, education, health and immigrant. The family life component is
made up of percentage of divorces, crude birth rate and household size while crime,
public safety takes into account the number of crimes and road accidents (MQLI,
1999). Juvenile crimes delinquencies, public safety, immigrant and amongst one of
the main factors that determine QoL. It is impossible to bring a good QoL in area
with high crime rate, even if other living conditions are satisfied.
The land use environment domain indicators aim to depict the physical
environment of target area. The physical environment is space where people are
working, living, and social networking. People used the spaces for their day to day
activities, the condition of the space is external factors, but they have positive and
negative impacts on people’s perception and feeling. Most of the studies emphasis
the natural environment of communities and normally give more attention to a wider
scope, the indicators focus mostly on natural resources, hazards and so forth. In the
localized small size city, the indicators normally focus on two subjects of the
environment: that are the land use structure and accessibility to leisure, commercial
and industrial land, the population size/density and accommodation condition. The
latter consist of proximity to recreation centres, parks and leisure facility and
services.
In order to improve QoL and achieved social well being in the economic and
physical developments, certainly one of the ways is to reduce the incidents of crimes
as well as other social problem associated with the public safety and other that may
exist in a society. In this respects, the existence of social problem is perceived as
potential leading to more serious crime and hence should be given due attention.
Therefore, in order to ascertain a balance development, the raise of social problem
needs to be address and become one of the main priorities in the local authority
jurisdiction. On the whole, local authority must respond to social change and users
need. Quality of Life should be the common goal of local authority by creating
lively locations for a balance settlement structure and facilities to it urban dweller,
31
such as shopping, services, recreation and cultural facilities. Another principal is to
provide the best possible urban quality of life for one to live, work and play.
On that basis, to improve a better quality of life in the city centre, the cooperation between all the participants involved in urban planning and urban
development with the commitment towards the quality of life of the total built
environment is important. Therefore, in the 1990s, revitalisation of the city centre
has become the top priority in the national agenda of many European and American
cities. As a result, there are many large projects implementing aims to revitalise the
city centre’s physical, economic and social conditions. Although there are many
plans and strategies that have been implemented, some are successful and some may
not. However, according to many scholars (Fosier and Berger, 1982; Leo Van Den
Berg et al., 2003; and Partners of Livable Communities, 2000), many successful
revitalisation programmes were implemented through the public-private partnership
and effective urban management.
2.4
Urban Management Model
The city centre is a traditional hub for the region’s economy, society and
commerce. It is a place for different users and many of these users are influenced by
different public and private entities. Since the 1980s, there have been a number of
policies and management initiatives introduced in the United States and the United
Kingdom in an attempt to enhance and promote the potential of the town centre’s
vitality and viability.
Under the urban management, there are three urban management models that
are relevant to this dissertation. Two are from North America, the Business
Improvement District and National Main Street Programmes. Another one is from
Britain, the Town Centre Management.
These three management models have
become the popular management models which are widely practised, recognised and
32
accepted by the pubic and private sectors as one of the mechanisms for urban
regeneration in both America and Britain.
2.4.1
Urban Management Model 1: Business Improvement District
BID was seen to be most effective and essential tools in the revitalisation of
urban commercial districts in the United State and Canada.
There are no standard
definition of BID depending on the states and cities where they are established. They
can be called as Special Improvement Districts, or Special Services Districts. There
are now more than 2000 BID in United State (Jensen, 2004) and many likes BID
organisations have been established in more than 16 countries such as Belgium,
Spain, British, Germany, France and so forth (Hoyt, 2003).
2.4.2
What is BID?
BID as defined by Mac Donald (1996) as an organization of property owners
in a commercial district who tax themselves to raise fund for neighbourhood
improvement. Whereas, Houstoun (1997) suggests that BID are “areas in centre
cities defined by state and local legislation in which the private sector delivers
services for revitalisation beyond what the local government can be expected to be
provided.” However, Warnaby et al., (2002) describes BID as “quasi–public entities
established to provide services and promote economic development within a
designated district.” The city of Albany, New York (2002) stresses that “BID is a
public and private partnership through which a special assessment is used to finance
improvements or services within a designated commercial area.”
In short, BID is a precisely defined geographical area of a town, city or
commercial district, where businesses/ or property owners vote to invest collectively
in local improvements to provide supplemental services as requested by the local
businesses/ property owners in that areas.
33
BID are formed and managed by the businesses/property owners in the
defined area based on the principal of an additional levy on all defined ratepayers
following a majority vote. Once the vote is successful with majority supports from
the businesses/property owners it became legal. The decision is based upon the
needs, conditions and aspirations from the defined area. The levy is calculated on
the basis of a percentage based on the rateable value between one to three percents
but it can be based on any method of calculation. The additional levy will then be
used to pay for the additional services to that area. These services include security
and safety, area management, cleansing, marketing and promotion.
2.4.3
Legislation
The establishment of BID required the approval of the local council and
support of at least two-thirds of the members, which are the businesses/property
owners within the BID boundary and it must achieved a majority over 51% votes.
The structure and management of BID is differs among the states, example New
York and Ohio’s law specifies BID must be a non-profit management organisation,
whereas the Colorado law required the Organisation to be quasi-municipal
corporation.
A BID is established for a term of one year to a maximum of five years and
must be based on a set of prescribed services as presented in a formal BID proposal
services. The BID can be renew after the expiration date as long as the property
owners or businesses give their support, and as mentioned by Houstoun (1997) there
are very few BID that are not re-authorised after the first five years.
2.4.4
Functioning
Once established, BID can charge an agreed fee to all property owners or
business in the BID area. The compulsory fees charged is to make sure that there is
34
no “free rider” since the property owners or businesses who benefit from the services
of the organisation have to contribute to it costs. The levy collected by the city
council will revert back to BID organisation.
The organisation as mention is
normally a private but not for profit organisation. The organisation consists of board
of directors which normally include the property owners, businesses, retailers and
representative from the local council. The board of directors is responsible for the
supervision and functioning of the organisation and the manager who coordinate and
managed the day-to-day activities of the BID organisation. With the exception of
large BID such as Times Square BID in New York, there can employed full time
staff and personnel to managed the area (Michell, 1999).
BID shared the common key elements; first it is initiated by the local
businesses/property owners who taxed themselves to provide the additional services
beyond those the city can provide. Secondly, they determined the area and approved
annual budget, business plan and determined what services requested by the local
communities lastly, the BID organisation manage and operate the operation
(Houstoun, 1997).
2.4.5
Activities
The motivation for property owners to established a BID and thereby
imposed a compulsory levy on themselves is that the expected commercial return
will exceed their personal contribution. In fact, the growth of BID across the United
State showed that property owners had recongised that the value of their assets (the
property) is influenced by the surrounding urban environment. (Balsas, 2004)
The main functions of BID are to provide maintenance (including safety and
cleanliness) and capital improvement for the designated area. Cleaning sidewalks,
removal of graffiti are among the main priority of BID. Other services include safety,
promotion and marketing. The desire to maintain safer, cleaner and more attractive
public spaces to attract investment has been the universal driver for BID within the
35
US. In the City of Albany, New York, for example, the overall goal of the BID is to
“assist in economic development, promote the businesses and services within their
district, and create a clean and safe environment for workers, residents, and visitors”
as per Table 2.1.
Table 2.1: Key Functions of BID as Identified by Houstoun (1997)
1
Maintenance
Collecting rubbish, washing sidewalks, cutting grass,
trimming trees, and planting flowers in public places.
2
Security and
hospitality
Hiring security staff and street guides or ambassadors,
buying and installing security electronic equipments,
and tourist kiosks.
3
Marketing and
promotion
Producing maps, newsletters, erecting sign boards,
organising events and festivals; coordinating sale
promotions
and
launching
image-enhancing
campaigns.
4
Business recruitment Conducting market research, producing data-oriented
and retention
reports, offering financial incentives and expanding
businesses, and marketing to investors.
5
Public spaces
regulation
Managing sidewalks, vending, street performances,
street furniture and ensuring code compliance.
6
Parking and
transportation
management
Managing the public parking system, maintaining
transit shelters, operating ridesharing programmes,
and coordinating with bus operators.
7
Urban design
Developing urban design guidelines, and managing
façade improvement programmes.
8
Social services
Providing help to the homeless, job training and youth
services programmes.
9
Visioning
Developing a vision or strategic plan for the district.
10 Capital
improvement
Installing pedestrian-scale lighting and street
furniture, and planting and managing trees and
flowers.
Source: adapted from Lawrence O. Houstoun, 1997. BID: Business Improvement
Districts.
36
2.4.6
Times Square, New York
There are many BID organisations with various sizes found in the United
States and Canada. However, the highest concentration of BID in the United States
is found in New York City (Houstoun, 1997). In the city of New York there are
about 40 BID. Amongst the most well known is the BID in Times Square, New
York. The Times Square BID in New York was created in 1990 and with a budget
of about USD 7 million to revitalise the area. Before the BID was created, Times
Square was considered a dangerous neighbourhood by many. It was the centre of
night entertainment populated with adult activities: pornography stores, night clubs,
sex shops, drug users, pickpockets and prostitutes dominated the area.
The fist priority for the BID was to “clean up” the area, including closing sex
shops, increasing security, rounding up the pickpockets and drug dealers and opening
more tourist-friendly activities.
The Times Square’s BID called upon all law
agencies and worked with the local government to create new regulations and issue
injunctions against the operation of porn shops and adult activities in the area. There
was continuous enforcement against illegal activities, including allegations of drug
dealing, drug usage and investigations of possible organized crime in the area.
After more than 15 years of the creation of the BID, the area was able to
attract private investments and boasted attractions such as ABC’s Times Square
Studios, where Good Morning America is broadcasted live, Virgin Records,
international chains of restaurants, multiplex movie theatres, while international
financial, publishing, and media firms set up their headquarters in the area
(Houstoun, 1997).
The main activities found in most of the BID are to provide supplemental
services such as maintenance, security and safety measures and together with social
department help the homeless people. Promotional and marketing tools are used to
attract the attention of the BID’ organisations to promote the area through
information kiosks, or local ambassadors acting as tourist guides to visitors in the
area.
37
In the case of Times Square, the director of Times Square placed heavy
emphasis on the cleaning and maintenance services of the area, such as keeping the
sidewalks free of litter, removing graffiti, posters, and empty trash regularly, painting
and repairing street furniture and fixtures, trimming the trees, and removing snow
and ice promptly. A large police presence in Times Square has also improved the
safety of the area. Street crime is down 47 percent since the BID started operations
in 1992 (Houstoun, 1997).
2.4.7
Synthesis
Even though many researchers and reports have identified that the
establishment of BID has significantly improved the livability of the intervention
areas, there are some criticisms that BID are taking on activities and functions
traditionally held by local authorities.
There were arguments that while the
establishment and successful operation of BID may lead to reduced crime in the
designated area, this may also create social problems in other neighbourhoods (Jones
et al., 2003). Another issue is that the high BID assessment may force businesses to
leave the area, particularly those small retailers.
Finally, the establishment of
successful BID may lead to the increase of the privatisation of public spaces (Jones
et al., 2003). Despite all these criticisms, this self-financing mechanism is being
used and is proven to be a useful structure that allows property owners, merchants
and local authorities to solve common problems and achieve the common goals on
sustainable improvements on the vitality and viability of towns and city centres.
2.5
Urban Management Model 2: Town Centre Management
The concept of TCM is adopted from the ideas based on the American
shopping centre management, where all key services and facilities are coordinated by
a shopping centre manager and paid for by a service charge to tenants for the services
rendered (Grail, 2000). Since the beginning of the 1990s, the number of Town
38
Centre Management (TCM) programmes in the UK has grown dramatically, and they
have been widely accepted as one of the mechanisms for achieving town centre
viability (Whyatt, 2004; Blasas, 2004).
Today there are more than 500 towns and cities across UK which has
established some form of management initiative between the public and private
sectors to improve the livability of the city centres. (Association of Town Centre
Management (ATCM, 2005). Currently there are about 200 town centre managers
throughout the UK (Grail, 2000). This shows that TCMs have gained recognition
and support from the local authorities and private sectors to develop partnerships to
improve the city centre (Whyatt, 2004). The primary aim of TCM is to create active
partnerships and border networks to develop a healthy and sustainable environment
that involved and benefits all its stakeholders (ATCM, 2005).
2.5.1
Legislation
Traditionally, the responsibilities of city centre are divided between the
public and private sectors, the local authority responsible for the public realm, and
the private sector for their property and interest in businesses. The relationship now
had changed in United Kingdom (UK) as the Government Guidance Planning Policy
Guidance Note 6 and 13 (PPG6 & PPG13) emphases the important role of town
centre play. The revised of PPG6 (Town Centres and Retail Development) make
specific reference to the support of town centre and recognised the effective
management and promotion of TCM to enhance the viability of the area.
The PPG13-Planning Orientation about Transports main objective is to
pressure the local authority to focus on the development in areas that well served by
public transport, especially town centre. The idea is to encourage the use of public
transport rather than the uses of private car.
39
2.5.2
Functioning
TCM is an independent organisation made up of representatives from local
businesses, local authorities, voluntary organisations and key stakeholders in the
town, who work together to improve the town centre (Paddison, 2003). The
establishment of the working groups is to look into the critical issues in the specific
area and to find solution to promote the specific area. The city centre manager is
responsible for implementing the town centre action plans and to carry out the
objectives of this strategy. His role is to coordinate with the local businessmen and
the local authority and others responsibilities are to plan for the city centre event,
marketing, to raise fund to support the city centre operation cost and solve the day to
day operation in the city centre.
The TCM is based on well–integrated planning strategies to approach the
problems and issues face by the city centre. Table 2.2 showed the main aspects
considered by most TCMs. The most common action plan for a TCM’s initial
intervention area was to improve the physical appearance of the city centre (Bennett
and Koudelova, 2002). In Britain, most TCMs are involved in public maintenance
and cleanliness such as; installation of benches, improved streetscape, planting
flowers, cleaning at the local level. However, in this competitive world, it is a norm
for towns to compete with one another to attract customers. TCMs are now involved
in more sophisticated ways to promote and market the town centre.
2.5.3
Activities
The main activities carried out by TCMs include, ensuring public safety,
maintaining public assets, cleaning, and collecting of rubbish. Publicity activities
include marketing and promotions, and event organization. Physical maintenance
includes the refurbishment of historical buildings, painting, planting trees and
flowers and others. To be self sustainable for the mentioned activities, the core
funding typically comes from either the members of the board or membership
scheme, or from the local authority and major retailers who have a strong presence in
40
the town and understand the benefits of city centre management (Grail,2000, Whyatt,
2004 and Warnaby et al., 1998). Other than that, TCM also obtained fund from the
Governmental or European programmes or the Regional Development Agency
(Grail, 2000). Another source is through income raised from entrepreneurial
activities, organising conferences, seminars, and events, issuing publications,
charging for licensing, parking, leasing of vacant lands or public spaces, advertising
and other activities
Table 2.2: Main Functions Considered by TCM
Strategy
To define the problem and to formulate an action plan.
Environment
To improve the urban environment, and the sore
facades.
Access
Clear signage, parking and good mass transit systems.
Safety
Police patrols and the integration of residents in
commercial areas
Retail Activities
Sales promotion and consumer satisfaction
Promotion
City marketing
Source: adapted from Balsas (2004).
2.5.4
Castlefield, Manchester
Castlefield is located on the southern edge of Manchester’s city centre.
During the 1960s, Castlefield went through a phase of decline due to the change in
manufacturing sectors, combined with the changes in transportation and storage
methods (Tiesdell et al., 1996).
In 1974, the Manchester city council through
policies in its structure plan to revitalise the area, subsequently the city council
designated Castlefield as a conservation area in 1979, due to its rich resources of
historical buildings and canals.
In 1988, the Central Manchester Development
Corporation (CMDC) was created to revitalise the quarter through public-private
partnership in order to create jobs and a better image to attract more forward
41
investments. Many of the key projects by CMDC include hotels, housing and leisure
developments, restoring old buildings, improving parking facilities and landscaping.
The Castlefield Management Company was created in 1992 as a non-profit
organization to provide services and events, and maintain the environmental quality
of the area. The activities carried out by the city centre management, besides the
basic maintenance of the city centre, including promotional efforts, coordination,
cleaning, and streetscape improvement. On the other hand, the city centre
management also set up its own “Urban Ranger” services to assist visitors, arrange
for guided tours and oversee the urban heritage park. To improve the safety of the
area, various safety measures were implemented, such as retail crime operations,
regulating anti-social behaviours, installation of closed circuit televisions, and
installing radio communication links with retail and entertainment centres.
The funding of the city centre management mainly comes from the local
authority’s budget and private sponsoring (Manchester City Council).
Today,
Castlefield has successfully transformed from an area of decaying industrial
buildings, neglected canals and overgrown pathways to an attractive, interesting, and
rewarding urban quarter that has made a significant contribution to Manchester
renaissance.
2.5.5
Synthesis
According to The Association of Town Centre Management (ATCM), the
National town centre support organisation in the UK, there are many successfully
established TCM organisations across the UK that have been revitalised the town
centre.
However, there are some limitations where the funding of town centre
improvement is unreliable and unrepresentative (Grail, 2000). Firstly, most retailers
are reluctant to make any financial contribution to the scheme, and so that TCMs
mainly depend on voluntary contributions from major retailers. Secondly, according
to Medway (2000) TCM in the UK are mainly dominated by a few key urban actors,
42
whilst in other private sector actors, particularly property owners and developers are
taking a minor role in their involvement in the establishment (Medway et al., 2000).
Thirdly, there are also concerns about the limitations in developing sophisticated
marketing activities faced by TCM, due to the limited human and financial resources
available (Philip and Swaffin-Smith, 2004).
Finally, some retailers are unsure as to its value. There are sceptical about
the organisation. Notwithstanding the limitations of funding and human resources
faced by the TCM, TCM is still been seen as being flexible enough to deal with the
management of change in town centre (Grail, 2000). A Guide to Good Practice from
ATCM, the TCM scheme was making significant differences to the quality and
competitiveness of the centres. In some cases, there is increasing evidence of the
success of TCM, indicating that stores in many managed town centres trade better
than others without TCMs. Even if the town centre does not perform well, TCM
help to stop the situation from getting worse (ATCM, 1996a).
2.6
Urban Management Model 3: National Main Street Programmes
NMSP is a program was created by the National Trust for Historical
Preservation Organisation (NTHP) in United State (US) in 1997. NTHP is private
and a non-profit organisation that owns and managed historical sites, advocate public
policy change, maintaining large popular memberships, publish magazines, and as
well as provide leadership, education and help the local communities to developed
comprehensive strategies that can stimulate the local economy development of the
traditional commercial district within the context of historical preservation (Smith et
al., 1991)
National Main Street Center (NMSC) was established by the NTHP in 1980
to undertake the community revitalization program. The programmes was widely
accepted by the local communities, currently there are more than 1600 communities
in 42 states (www.mainstreet.org) and they help more than 57,000 new businesses
43
and 231 thousand new jobs, generating average USD 40 dollars of every dollar
invested in the programme. The efficiency of this programme had help to generate
economic activities in the area. The NMSC summarized it mission as to empower
people, organizations ongoing downtown, neighbourbood revitalization based on the
principle
of
self-determination,
resource
conservation,
and
incremental
transformation represented through the comprehensive of the Main Street Four
Points Approached (Smith, 1991)
2.6.1
Legislation
This program does not need any formal legislation, it based on local
community’s initiative. The establishment of this programme required a strong
support from the public- private sectors, a committed organisation, a full time
programme manager and a commitment from the political leadership at the state and
local level (Balsas, 2004).
2.6.2
Functioning
The NSMP is created in response to the growing problem facing by the town
especially the small and medium size towns. This particular three years programmes
sought to revised the economic decline of the town by implementing a
comprehensive strategies based on the Four Ponts Approach emphasised in the
National Main Street that is, Organisation, Economy Restructuring, Promotion and
Design.
The main advantage of this programme is that the communities can adapt the
four main approach that fixed their local circumstances and requirements. So that
the community can implement according to the available of the resources, and it own
business plan in line with four main areas of the programme (NSMP). The main
44
objective of the Main Street Programme is to create a pleasant and attractive
environment for the local community.
2.6.3
Activities
The main activities of the programme are based on the four points of the
Main Street approach, economy restructuring, organisation, promotion and design.
The first area is economy restructuring, where its main objectives is to strengthen the
economy of the area, in order to create a better business environment to attract more
inward investments and business. It also helps to improve the property market by
converting unused or underused commercial space to more profitable uses.
The second area is organisation and its objective is to build consensus and
corporation among the various stakeholders to participate in the revitalisation
programme. This requires the support, commitment and understanding from all
players to work towards the same goal, for the benefit of the city centre.
The third area of intervention is promotion; the main idea is to market and
promote the city’s unique characteristics to customers, investors, new businesses,
local citizens and visitors. A positive image must be created to welcome visitors,
investors and local communities.
There must be innovativeness in the events,
organisation, marketing and advertising of the activities.
The fourth and final area is design; this means to shape the physical
appearance of the commercial district by restoring the historical buildings, improving
the streetscape, signs, street lights, shop fronts, parking facilities and creating more
pedestrian-oriented streets to encourage people to shop, stroll and to be in the city
centre. This is also to encourage new constructions and develop sensitive design
management systems and long-term planning.
45
Table 2.3 shows some other factors, or eight principles for success, which
include global intervention, incremental progress, public-private partnerships, and
mutual support to work towards the successful implementation of the main street
programme.
Table 2.3: National Main Street Programme: Eight Principles of Success
Global Intervention
Integrated interventions based on Economy
Restructuring, Organisation, Promotion and Design.
Incremental Progress
The revitalisation through the Main Street
Programme favours incremental processes.
Public-Private
True partnerships are critical to the success of
Partnerships
revitalisation activities.
Action Planning
Rather than resolve large problems all at once, it is
important to subdivide them and resolve more
manageable sub-problems first.
Valorisation of the
There is no identical city, therefore each require
Existent
different revitalisation strategies that can be adapted
to local circumstances and characteristics.
Quality
In the process of revitalisation, there is an emphasis
on quality work.
Change of Mentalities
A revitalisation process involves changes in the
physical appearance of the commercial district,
business practices, and public attitudes toward the
city as a whole.
Mutual Support
Since the programme is community-driven, not
government subsidized, it requires the support of
local leaders to mobilise and promote the economic
development and preservation of their historical
areas.
Source: National Trust for Historical Preservation (2000).
46
2.6.4
Funding
The main funding of program is from the National Trust for Historical
Preservation (NTHP) and others preservation funding sources. The others external
sources of funding are from the private and membership income, the Federal
Government, Local Government grants, loans and tax credit program. Another
source of income is from the donation, advertising, car parking and so forth.
2.6.5
Boston Main Street Programme
The Main Street Programme of Boston was created in 1983 by the Councillor
Thomas M. Menino to revitalise the economic activities in the Roslindale
Neighbourhood. Within the first three years of the establishment, the participating
communities had created 132 jobs, 23 new businesses and generated a total
investment of USD Five million (http://www.cityofboston.gov/mainstreets/). In
1995, the programme was expanded throughout Boston. Each of the commercial
districts received technical support and intensive training in the model main street
programme. Besides this support, the municipality provided funds to be used to pay
the salaries of the programme manager and the staff. Some of the funds were
allocated for physical improvement, promotional activities and technical assistance.
The municipal also hired six full-time professionals to give support to the individual
initiatives.
Each of the local initiatives had to implement its activities in agreement with
the annual plan in and within the framework of the four point principles of the
national programme.
The activities involved local promotion, funds gathering,
events and cultural festival. The main objective was to attract customers back to the
city centre.
The initiatives of Boston are widely considered to be a model
programme for other states to emulate.
47
2.6.6
Synthesis
According to the National Main Streets report, there were many commercial
districts in America that have been successfully revitalised through this programme
over the past 25 years (Smith et, al 1991).
Among the main findings that one can learn from this is that the success of
the main street programmes is the emphasis on the use of the main streets’ existing
assets, particularly the preservation of historical and cultural heritages to create a
positive and livable community for centre distinct areas.
The success or failure of the programmes lies on the commitment and
understanding of the partnership, the leadership quality and funding available. The
other main limitation is perhaps the lack of a legal mechanism capable of raising
funds to help the efforts of revitalisation.
2.7
Public-Private Partnership
The objective of this research on public-private partnership is to understand
the importance of partnership formations, the role of partners and the elements
contributing to the success and failure of these partnerships. For many decades,
public-private partnerships have become a popular institutional arrangement for
many large-scale projects, such as infrastructure-related services in urban
regeneration development (Dima, 2004; Pongsiri, 2002; van den Berg et al., 2003;
Hurst & Reeves, 2004; Fosier and Berger, 1982). The public-private partnership is
created with two main sectors, the public and private sectors. Their participation
may be different, in the public sectors; the partners could be the federal government,
state government or other government-linked agencies or departments. The partner
from the private sector could be the business communities, big corporations or
communities such as non-profit organisations and so forth (Austin, 2000; van
Beckhoven et al., 2004).
48
There is no single model of a public-private partnership. It is instead created
based on the relationship, arrangement and objective of the participants (Austin,
2000).
The most common partnership model adopted by the public sector, for
example, is the Build Lease and Transfer or Build Lease and Operate partnership
between the government and the private sector for roads, telecommunications,
hospitals and schools (Hust & Reeves, 2004; Coulson, 2005). The partnership
between private corporations and communities usually arise due to their economic
interests or social obligations toward the city. One example is the Shell’s
involvement in the Pension Maaszicht programme, giving shelter for homeless
youngsters (van den Berg et al., 2003). No matter what form or reason behind the
partnership programmes, the main consensus of the partnership is to join forces
between the public and private sectors to pull resources together in the form of
capital, expertise and community leadership. The final success of the partnership
depends on the two parties. In brief, as mentioned in Fosier and Berger (1982), the
joint forces of two parties can translate to something else and one single party (public
or private) can’t act alone. The following Table 2.4 presents the main characteristics
of partnership programmes.
Table 2.4: Main Characteristics of Partnerships
Trust
Building up communication and interaction with others,
sharing the ideas, understanding each other and trusting
each other to solve problems and build up a strong team.
Regular
Regularly communicate with the partners to understand
Communication
the process, organisation structure, projects and actions
to be implemented.
Mutual Respect
Respecting other proposals and ideas, and work culture.
Cost Efficiency
Working together to maximise community and regional
resources is the most efficient use of time and materials
in any one program.
Risk and
Sharing the risk in capital investments, to minimize the
Responsibility
risk of investments.
Source: adapted from Balsas (2004).
49
2.7.1
The Roles and Responsibilities of Partners
It is difficult to generalise the roles and responsibilities of the different actors
in the participation of the partnership. The roles and responsibilities may change,
depending on many factors. Mainly, it depends on who is the initiator, who will
benefit from the project, who has strong leadership, how much is the public
intervention on acquisition and project implementation, and who can draw major
support or secure funds. In a certain way, those who initiate the collaboration tend to
be more dominant in the decision-making process (Coulson, 2005).
Normally, the public sector will play their roles in regulatory, policy control
in legislation, implementation, land acquisition, management strategy, technical
support and assistance from the staff. They will help to facilitate the process of site
acquisition and to implement the projects within the context of the development
programme. For instance, the downtown developments and the Wacker’s Project, in
Portland, Oregon demonstrates the importance of strong public leadership and the
legitimacy, commitment of the city staff support and the importance of compromise
and negotiation between the partners, all of which make a difference and contributed
to the success of the project (Fosier and Berger, 1982)
In the development of Inner Harbour and Charles Harbour of Baltimore, the
city’s government took the initiative role to ensure the success of the projects (Fosier
and Berger, 1982).
On the other hand, in the case of Pittsburg, in both the
Renaissance I and II, the private sector (ACCD) took a more dominant role in
environmental control, such as, smoke control, flood control, high-rise office
buildings and park development in the downtown area and its neighbourhoods.
Another predominant role taken by the corporate community in a partnership is noted
in the development of Point Park and Gateway Centre. In this case, the corporate
communities controlled the planning process and funds to hire the consultant, with
the support of public sector in legislation (Fosier and Berger, 1982).
Another non-profit project, the Central Research Library in Dallas (Fosier
and Berger, 1982), was initiated by the private sector, with strong support from the
50
public sector in site selection, construction of facilities, maintenance and
management of the private trust and funds to minimise the development cost. The
above review shows that public-private partnerships in the city centre revitalisation
projects are not simple tasks and it is not possible to distinguish who is responsible
for what, and what roles they should perform. The main consensus is that the
responsibilities are fairly distributed and performed in an organised manner.
2.7.2
Elements Leading to the Success of Partnerships
There is no particular element that leads to the success of a partnership. Each
city is different, and it cannot be assumed that the success of one city can be
translated to another city.
However, some of the elements may be taken into
consideration if the cities face similar situations. However, these also can only be
taken as guidelines and modified according to the local circumstances. In the areas
of city centre revitalisation and management, it is important to examine some publicprivate partnership models that been practised by the United States and United
Kingdom. The urban management systems initiated by the United States are called
Business Improvement Districts (BID) and National Main Street program. (NMSP).
The urban management systems initiated by the United Kingdom are called Town
Centre Managements (TCM) and Business Improvement Districts (BID). The main
objective by both nations is to create vital and viable Town Centres. The main
conclusion amongst the studies conducted by many researchers is that the successful
partnerships in city centre management normally involve eight elements (see Table
2.5).
These eight elements are: continuity, trust, communication, responsibility,
capacity, funds, strong political influence and the commitment of partners. It is
believed that to develop a long-term goal and impressive partnership. The partners
need to have mutual trust. Other than that, the responsibilities, whether in terms of
administrative, financial or human resources, should also be shared. If any one of the
elements is not present from the beginning of partnership and if there are not enough
financial resources, the results of the partnership can be very limited.
51
2.7.3
Failures in Partnerships
Even though there are many successful partnership examples of city centre
revitalisation projects in the United States and the United Kingdom, it does not mean
that all partnership projects are guaranteed for success. In other words, some city
centre revitalisation projects do encounter obstacles and failures in partnership
(Jamali, 2001).
Table 2.5: Characteristics of Successful Partnerships for City Centre Management
Continuity
It is important because it involves solving complex problems
that could result from many years of inaction.
Trust
To work in a group and to achieve common objectives
involves more than just the signing of collaboration
proposals.
Communication
It is important to know who is responsible for a certain task
and this involves open and free communication among the
partners.
Responsibility
When the partners feel responsible for a certain work
program they would be less likely to abandon the partnership
before the necessary results are obtained.
Capacity
When the first investments are done and the initial results can
be observed, partners are usually ready to legitimise their
actions and to move on to more ambitious projects.
Funds
Strong financial backup for the project is needed to progress.
Strong political
influence
Elected officials and interest groups that work together need
to show a willingness to solve problems.
This also creates a strong power base for legislative action.
Commitment of
partners
Partners should commit to each other, and be willing to take
risks so that regardless of any circumstances, the partnership
will remain.
They also need to be willing to invest in capital and human
resources.
Source: adapted from URBED(1997), p.43 cited by Balsas, 2004.
The failure of partnerships depends on many contributing factors. Some of
the problems can be identified in the partnership projects from the cities in the
52
United States and Lebanon. Table 2.6 shows some reasons that contributed to the
failure in these partnerships.
Table 2.6: Main Characteristics Contributing to the Failure of Partnerships
Conflict of key interests
Conflict of interests which involve high-level
participation, where partners have other priorities and
agendas, disagreements between partners in decision
making and lack of communication between partners,
leading to dispute.
For example, the Lebanese
telecommunication sector (Dima, 2002) and
Pittsburgh’s rapid transit (Foiser and Berger, 1982).
Lack of clear purpose
Both partners are not sure of their objectives, roles and
responsibilities; generally, the private sector needs
assurance of their returns in investment and the public
sector is concerned more about social development.
Unrealistic goals
Setting unrealistic goals without proper planning, lack
of funds and support from other local communities and
residents.
Lack of communication
Ignoring and not appreciating other partners’
suggestions and ideas, with lack of communication
through briefings and regular meetings with other
partners.
Unequal and
unacceptable balance of
power and control
Certain community representatives would feel
frustrated because their opinions were not considered.
Strong partners often also dominate the weaker
partners.
Hidden agendas
Suspicion amongst the partners arises when they do not
openly share and disclose information. One example is
the Lebanese telecommunication case (Jamali, 2002).
Difference of
philosophies and ways
of working
Each partner comes from different backgrounds, each
having their own histories, expectations, ways of
working or values. This inevitably generates conflicts.
Other than above characteristics, partnerships need time to grow because
most of the actors are from different backgrounds, organisations and work cultures.
They need to spend some time to understand each other’s, history, culture and way of
working. If partners are taking a short-term view aimed to build the benefit of trust,
and if the benefit of trust is lost, the partnership may break down (Coulson, 2005).
53
On the other hand, in order to avoid disputes and conflicts amongst partners,
a clear partnership contract is necessary at the beginning stage of the partnership.
One example is in the case of Cellis and Libancell in their telecommunications
partnership; the dispute in the legal and regulatory capacities, generated conflict and
dispute amongst the partners, inevitably leading to suspicion between the partners,
and finally both partners losing faith in each other (Dima, 2004). Another factor is
the unequal share of power, where the stronger partner takes advantage of the weaker
partner, or is more dominant than the other in decision making. This causes conflict
and loss of confidence towards the others (Foiser and Berger, 1982).
Therefore, in order to achieve a successful partnership, well-organised human
resources with good management capacity is crucial.
According to Hutchinson
(2001), only a good coordination of effort and integrated management can contribute
to the success of city centre revitalisation. In the area of city centre revitalisation and
management, it is important to mention the British Town Centre Management, and
the North America Business Improvement District and National Main Street
Programmes.
The following section is to review some of the public-private
partnership models in city centre management which been widely practised in North
America and Britain.
2.8
Conclusion
The main conclusion from the review and analyses of the case studies is that
the City Life Cycle, Quality of Life, Urban Management Models and Public-Private
Partnerships are interrelated themes and of extreme importance to the recent trend to
intervene in city centre revitalisation.
The cases studied reinforce the idea that the sustainability or decline of the
cities is mainly dependent on the technology, transportation, communication, and
information and administration advancement in the urban developments. The dense
54
concentration of people, the changes in human behaviour and social structures are
equally important.
If the development of the cities is unable to meet the ever-changing needs,
desires or the expectations of the users who expect a better quality of life, it is more
likely that the cities may be in crisis or decline. Therefore, the more we know and
the better we understand the relationships between urban dwellers and their physical
world, the greater the likelihood that we can influence the policy to build
communities on a human scale, where people share activities, trust, respect and
interdependence. Therefore, the ideas of the Public-Private Partnerships and Urban
Management Models have been found by many researchers, academics, urbanists
and planning consultants as the main instruments for the revitalisation of the city
centre.
The activities of urban management are critical to the success of the
revitalisation interventions. The creation of the independent organisation to manage
and maintain the city centre activities is a necessity. In the majority of the cases, it is
a way to avoid conflicts between partners and to generate higher involvement in the
activities of the partnership. The main objective of the creation of City Centre
Management is to enhance the viability and vitality of the area. The main activities
include the cleaning, safety, environment restructuring, urban marketing and
promotion, streetscape improvement and upgrading the accessibility of the public
space, and the evaluation and monitoring of the implemented activities. In other
words, to create a livable city centre, the above-mentioned activities are the main
components that a city council should look into and seriously consider in order to
create a safe and clean environment for its urban dwellers. The following Table 2.7
shows the summary of the characteristic of the three urban models.
Function
Independent organisation with
informal structure.
Initiated by local authority/retailers/
voluntary groups.
Characteristics
Focus on resolving
environmental/security/retail
activities/marketing and promotion
Focus in maintenance
/security/hospitality/marketing/pro
motion/business
recruitment/management of public
space/ regulation/urban
design/social
service/visioning/capital
improvement
Focus on the four point’s strategies
– economy
restructuring/organisation/promotio
n and design.
Local authority take the leading role
Area- small town, no definite
boundary set by the organisation.
Non-profit organisation
Created by the National Trust of
Historical Preservation
Non-profit organisarion
Initiated by the local property
owners/business to tax themselves
to fund the supplement services.
NMSP
BID
Key players- local authority take the
leading role.
Formal organisation structure and
legalised by the state.
Uncertainty of partners
commitment
Required minimum more than 51%
vote to
Areas – No definite boundary set by Proceed.
the organisation.
A maximum term of 5 years but it
renewable.
TCM
Scope /Model
Table 2.7: The Characteristic of the TCM/BID/NMSP
55
Limitation
Funding
Activities
Depend heavily on the voluntary/
large corporation to devote their
times and resources.
Not stable income source to support
the activities and hire full time
manager /staff.
Fund from the membership
Heavily depending form the large
corporations/ local authority
/members of the steering group.
Adopted the concept from
“shopping centre management” to
charge service charges from the
tenant/landlord for the services
provided.
Public Safety/physical
maintenance/event organization
marketing/promotion
Focus more on the historical
preservation assets.
On small town.
May not get the support from the
property owners
To be self sustain after five years.
Other source:
advertising/promotion/sponsor.
Collection of fund through local
council and reimbursed back to the
BID organisation
.
Fund from other sources:
advertising/promotion/ donation etc
Double tax imposed to the property
owners.
Fund from local government for the
first five years
Preservation of historical assets,
maintenances, public safety/
promotion/marketing
Compulsory charges on levy/tax
from the property owners.
Public safety/physical
maintenance/event organization/
regulation/marketing/promotion
Table 2.7: The Characteristic of the TCM/BID/NMSP (Continue)
56
57
CHAPTER 3
CASE STUDY: JOHOR BAHRU CITY CENTRE
3.1
Introduction
The objective of this chapter is to provide an overview of the physical,
economic and social developments of Johor Bahru. This will be followed by a brief
history of the local government’s structure and the structure of Johor Bahru City
Council (MBJB), inclusive of its functions, activities, sources of funding and
decision-making process.
3.2
Overview of Johor Bahru
Johor Bahru is the capital city for the State of Johor, covering an area of
18,965 sq. km. It is located at the southern end of Peninsular Malaysia and is a
gateway to Singapore. It also has the best infrastructure and transportation systems
in Malaysia, with two major ports (Pelabuhan Tanjung Pelepas and Pelabuhan Pasir
Gudang), an international airport (Lapangan Terbang Antarabangsa Senai), good
motorway networks linking to the North-South Highway and the Second Link to
Singapore.
The district of Johor Bahru sprawls over an area of 181,775.20 hectares, and
comprises five local planning authorities: Majlis Bandaraya Johor Bahru (MBJB)
58
Majlis Bandar Johor Bahru Tengah (MPJBT), Majlis Bandar Kulai (MDK), Perjabat
Pusat Bandar Tempatan Pasir Gudang (PBTPG) and a new district that been
proposed under the local structure plan 2002-2020, which is the new government
administration centre, Bandar Nusajaya.
In order for a town to be declared as a city council, it needs to meet the
criteria set by the local government of Malaysia, as presented in Table 3.1.
Table 3.1: Criteria and Requirements for Town to be Declared as City Council
Criteria and Requirements
1. Administrative Centre of the State
2. A population of over 300,000
3. A revenue of not less than RM 80 million
4. Strong economic growth
5. Centre for finance/business/industries
6. Centre for higher learning institutions, for example; colleges, universities,
libraries
7. A centre for art, culture and/or sport
8. Only one city council can be qualified in the sate by the local authorities
Source: Local Government Johor State (Kerajaan Tempatan Negeri Johor, 2005).
Over the years, MBJB has expanded its boundaries towards Taman Mt.
Austin, which was formerly held under MPJBT (Local Structure Plan 2002 - 2020,
Draft). Currently, the total population in Johor Bahru was 1,398,121 in 2005, with a
total growth rate of 3.3%. The main concentration of population can mainly be
found in the suburban, which are held under MPJBT and have a growth rate of
4.71%, compared to the MBJB’s rate of 2.2% (Local Plan, 2005). The total number
of holdings in MBJBT has also seen an increase from 75,407 units in 1991 to
160,058 units in 1998, an increase of 48%. This indicates that the concentration of
the population is mainly in the suburbs and the out-of-city centre areas. Furthermore,
with the current planning (where most of the industrial activities are located at the
suburb and suburban areas, such as Tebrau Industrial Estates, Pasir Gudang
59
Industrial Park, Senai Industrial Park and Skudai Technoparks), a total of about
235,000 jobs have been created in these areas. This has provided huge opportunities
for employment and housing needs that have contributed a positive growth rate and
expansion of the suburbs.
This has created a significant impact for the way
traditional city centres function as the main shopping centre.
3.3
Johor Bahru Structural and Local Plan
The main function of the Structural and Local Plan is to regulate urban
development (Goh, 2002). The Structural Plan consists of policy guidelines, as well
as general proposals for the development of land use in the local authorities’ areas.
This includes the physical environment, communication and traffic management of
the areas. It also takes into consideration the general proposal of the neighbouring
areas (Jawan 2003).
Another important plan is the Local Plan, which consists of maps and written
statements showing a detailed proposal for the development and use of land within
the local authorities’ area. Unlike the Structure Plan, the Local Plan is normally
prepared by the local authorities, who have the power to make proposals for
alterations, repeals or replacements. Apart from these two important plans, there are
also many plans that have influence in the development of cities. Among them are
the National Highway Plan, the National Physical Plan; the Regional Plan and so
forth (Goh, 2002).
In Johor Bahru, the main objective and vision of the Structural Plan for years
2002 to 2020 is to transform Johor Bahru into an international shopping city. This
vision of an international city intends to make Johor Bahru a city that will assume a
major sub-global role for the benefit of all its inhabitants, visitors and investors
(Draft Local Plan of Johor Bahru, 2020). The main basis of the Draft Local Plan of
Johor Bahru 2020 is an international strategy that focuses on seven major strategic
components to serve as a Centre for Regional Headquarters, Regional Shopping
60
Centre, Tourist Accommodation Centre, Local Heritage and Cultural Township,
Regional Transportation Hub, an International Living and Working Environment and
Main Multimedia Super Corridor (MSC). This is concurrent with the South Johor
Economic Region (SJER) Plan, of which later named Iskandar Malaysia. This could
also help to boost Johor’s by 6.25% annually (Economic Report 2007/2008).
3.4
Social Problem in Johor Bahru
In order to keep within the scope of this study, the successful revitalisation
efforts of the city centre shall mainly consider the social and economic aspects of the
city centre itself. The social conditions refer to the availability of mixed housing
stock, encompassing the high-, middle- and low-income groups. They also include
having sufficient jobs, infrastructure and facilities within the city centre. However,
in the Johor Bahru city centre, there is only very small percentage of residential
properties and a lack of a good public transit system and public amenities (URCIP &
URCAP, 2005).
Apart from that, the fear of personal and property safety in the city centre is
still the main concern to the urban society, even though the crime rate in Johor Bahru
showed signs of improvement from year 2006 from 22.75% to 2007 11.34% as
reported in the Johor Social and Quality of Life Index (SQLI), 2007. The type of
crime committed most was property crime, namely, motorcycle thefts 50.35%, car
thefts 18.43%, snatch thefts 4.6% and house break-ins. However, rape, and robberies
with firearms, increased to 34.48% compared to 7.85% in 2006. The main reason for
the increasing crime rate in Johor Bahru is due to the influx of illegal immigrants.
The number of illegal immigrants deported from Quarter 1 to Quarter 3, 2007 was
recorded as 406, 67.77% higher compared to 242, 41% immigrants in the same
period in 2006 (SQLI, 2007).
Other than the social crimes, there is increasing crime in school, where
bullying and gangsterism are becoming big issues and area concern to many parents
61
and the public in general. As reported in Social and Quality of Life Index 2007, the
disciplinary level of primary students in all categories of offences increased to 424.4
cases per 10,000 students in 2007, compared to year 2006 at only 282.1 cases per
10,000 students. The rate of offences for secondary students was even worse; as
there were as high as 1,002.9 cases in 2007, compared to year 2006 at 787.17 cases.
One recent example was reported in the Sin Chew Jit Pau (15 August 2008) where a
secondary school student was beaten up by two other students in front of his house.
When all this social problems happen every day in our daily live, the greatest
challenge for Johor Bahru is to meet its vision to establish the city with an
international-standard quality of living, working and business environment. The big
question then is whether the city council is able to resolve these social problems to
meet the expectations of its residents, visitors and investors.
3.5
Economy Issues in Johor Bahru
In this context, the economic conditions refer to the occupancy level, and
total employment, business and level of revenue generated in the city centre. In
order to keep within the scope of this study, the success of the city centre’s
revitalisation efforts shall mainly consider the economic conditions. Thus, the index
of the occupation rate, in the residential, commercial sectors, and the number of
vacant or abandoned buildings will provide an indication of the economic condition
of the city centre.
According to the National Property Information Centre’s (NAPIC) Property
Market Report (2007), the number of overhang properties in Johor increased from
3,786 units in year 2004 to 6,941 units in year 2007, making Johor the state with the
most numbers of property overhangs in the country. Regarding the office market in
Johor, the total floor space in the state shows a slight decline in year 2007, with
70.5% occupancy rate compared to year 2006 with 73.2% occupancy rate.
In
another important sector, the shopping complex recorded the lowest occupancy rates
62
in the country at 65.5%. This indicates that the Johor Bahru’s economy is not living
up to the government’s expectations. Once the take-up rate of commercial buildings
is low, it reflects that the business environment in the city centre is not attractive to
investors.
As a result, the local government and city council need to take measures to
improve the city centre’s business environment, and not only look into the planning
system and the physical structure, but to also look into the social and economic side
of the city’s problems.
The city council management, with relation to how they carry out their
functions, and activities, get funding, and proceed with implementations and
management, has significant impact on the city economy. It is therefore important to
understand the structure of the local government.
3.6.
Structure of Local Government
The local government is the creation of state government; it operates on
principal to regulate developments and to provide municipal services to its
inhabitants with a safe and pleasant living environment. Local governments are
obliged to fulfil their obligatory functions, while discretionary services are carried
out by the local authorities.
Local authorities have to abide by the state’s policies when carrying out their
functions, except on matters that are specially provided for in the laws and statutes.
If they were to act outside the scope of their power, they would be considered acting
ultra vires (Mohd. Narith Abd. Hamid, 1983; A.R. Zahari, 1991; Phang, 1997; Goh,
2002).
63
3.7
Functions of Local Government
Basically, the main functions of the local authorities are to provide services to
their inhabitants, namely in the areas of Environmental, Public Health and Cleaning,
Enforcement and Licensing, Public Amenities, Social Services and Development
Functions (Abd. Hamid, 1983; Phang, 1997; MBJB Loporan Tahunan 2003).
However, many local authorities face difficulties when carrying out these services,
such as financial constraints and the lack of availability of manpower. Even though
the local authorities are empowered by law to collect taxes and rates, all this revenue
reverts back to the local government, and the expenditure and budgeting for city
council must be approved by the state government (Abd. Hamid, 1983; Phang,1997).
Figure 3.1 shows the organisation chart of MBJB.
3.8
Johor Bahru City Council (Majlis Bandaraya Johor Bahru)
One of the most important public services in the management of the city of
Johor Bahru is the Majlis Bandaraya Johor Bahru (MBJB). This organisation is
under the supervision of the Local Government Department, Ministry of Housing
and Local Government, which is directly linked to the office of the state government.
Its operation is therefore subject to the constant scrutiny of the state leaders. The
following sections examine the organisation’s structure, functions, activities,
financial management and implementation of town centre management.
3.8.1
Organisational Structure of MBJB
Majlis Bandaraya Johor Bahru (MBJB) started out as Lembaga Bandaran
(City Board) in 1920, gained municipal status in 1977 and city status on 1st January
1994. The administrative structure of MBJB is supervised by the provision of the
Local Government Act 1976 (Laporan Tahunan MBJB, 2003).
Bahagian
Kawalan
Pembanguna
n
Bahagian
Pelesenan &
Pemegangan Penjaja
Bahagian
Elektrikal
Bahagian
Makanikal
Bhg. Saliran
& Projek
Bangunan
Bahagian
Lalu Lintas
Bahagian
Jalan
Jabatan
Kejuruteraan
Figure 3.1
Organization Chart of MBJB
Source: MBJB Annual Report (2006)
Bahagian
Rancangan
Pemajuan
Bahagia
Kawalan
Pembagunan
Bahgian
Penguatkuasaan
Bahagian
Teknologi
Maklumat
Jabatan
Perancangan
Jabatan
Khidmat
Pengurusan
Bahagian Audit
Bahagian
Kesihatan
Persekitaran
Bahagian
Perkhidmatan
Perbandaran
Jabatan
Kesihatan
Bahagian
Sumber
Manusia
Bahagian
Pentabiran
Am &
Mesyuarat
Jabatan
Pentadbiran
Setiausaha
Bahagian
Perpustakan
Bahagian
Sukan
Bahagian
Sosial,
Kebudayaan
&
Pelancongan
Jabatan
Kemasyarakatan
Datuk Bandar
Bahagian
Ukur
Bahan
Bahagian
Perbelanjaan &
Akaun
Bahagian
Hasil
Jabatan
Kewangan
Bahagian
Pengurusan Harta
Bahagian
Penilaian
Jabatan
Penilaian
Bahagian
Penerbitan &
Dokumentasi
Bahagian
Perhubungan
Awam
Bahagian
Pengurusan
Kualiti
Jabatan
Perancangan
Korporat
Bahagian Udang- Undang
Ahli Majlis
Bahagian
Penyelenggaran
Landskap &
Tapak
Semaian
Bahagian
Tmn. Awan
& Kawalan
Pembangunan Landskap
Jabatan
Landskap
64
64
65
The city council is responsible for the administration, planning and development
of the city. The council performs its functions under the national and state legislations.
At present there are nine departments in MBJB, the Valuation and Asset
Management Department, Building and Engineering Department, Legal Department,
Bursary Department, Town and Country Planning Department, Recreation and
Landscape Department, Health and Licensing Department, Information and Computer
Department and Supply and Contract Department (Laporan Tahunan MBJB, 2004).
The head of MBJB is the Datuk Bandar (Mayor) and the advisory board consists
of 24 councillors. The majority of the members in the advisory board are from the ruling
political parties, and the others are public servants and professionals or businessmen from
the private sectors. However, all 24 councillors in the Johor Bahru city council are
members or supporters of the component parties of Barisan Nasional (BN), namely the
United Malays Organisation (UMNO), the Malaysian Chinese Association (MCA) and
the Malaysian India Congress (MIC). These representatives are responsible for the
development of the 24 zones under the jurisdiction of MBJB (Laporan Tahunan MBJB,
2003).
The appointment of the mayor and councillors comes from the state government.
The term of service for councillors does not exceed two years, but it is renewable. Since
councillors are the representatives of the rate payers, this insignificant number of public
representatives is unfair and does not really reflect the voice and wishes of the local
residents. As noted by some of the ex-committee members, the committee acts in an
advisory capacity to MBJB, where normal, routine matters are normally decided upon or
consulted with the heads of departments. Only issues related to the policies of the city
council would need the advice from the board. In other words, there is no way that the
advisory board can influence any decision taken by the management.
Practically
speaking, the mayor makes the final decision on all matters pertaining to MBJB.
66
3.8.2
Functions of MBJB
MBJB is a multipurpose authority concerned with the city’s interests. Although
Johor Bahru’s urban problems are challenging, the urban managers have been quite
successful in progressively modernising the city’s management structure and providing a
broad range of basic urban services.
The services include; day-to-day city centre
management, tax collection, and enforcement and amendment of local by-laws. It is also
responsible for providing recreational and leisure facilities, like open spaces,
entertainments and cultural activities, to its inhabitants.
Other than that, it is also
obligated to promote a better quality of life with effective and efficient services to urban
residents (Loporan Tahunan MBJB, 2003 and 2004).
For example, in order for the local authorities to maintain and carry out its
services, the Act allows the local authorities to take all necessary and reasonable
measures to safeguard and promote public health. This includes the power to make and
amend by-laws to keep the public place clean and free of filth, rubbish or any form of
refuse depositing in their jurisdiction areas. Besides the laws that specifically regulate
cleanliness, there are other by-laws to regulate a variety of activities; the most common
ones are the by-laws that regulate hawkers, by-laws for food establishments, and for
building regulations and so forth.
The issue here is that despite the power and regulations that empower the local
authorities to carry out their duties and responsibilities, there are still many urban
residents who are non-compliant to the rules and regulations.
The main problem lies in the enforcement and the management of the local
authorities. In the schedules of most local authorities, streets and public places in the
commercial areas are to be swept daily. In the residential areas, the parks and roads are
supposed to be cleaned once a week or on alternate days, except Sundays. Drains in the
city centre are to be cleaned once every fortnight and those in the residential areas at least
67
once a month (Goh, 2002). However, there are still many complaints of clogged drains,
rubbish not being collected, dumped rubbish at the back lanes or road junctions and so
forth in the local press, such as Utusan Malaysia, New Straits Times, Berita Harian and
many others. According to some councillors, most common issues brought into the
meeting are related to these issues. As per the MBJB Annual Report in Year 2000 to
2005, the total complaints received in 2005 were 1030 cases, compared to year 2004 with
1217 cases. This is an improvement; however, services such as waste collection, drainage
problems, trees, hawkers and others are still lacking. In other words, the implementation
and enforcement of the service provider (MBJB) is questionable, as shown in Table 3.2.
3.8.3
Activities of MBJB
The basic activities carried out by MBJB are day-to-day waste collections, street
cleaning, cleaning of drains and periodical maintenance of public assets, such as street
lights, street furniture, repairing street pavements, planting and trimming the trees and
general upkeep of public amenities (Zahari, 1991; Ahmad Atory Hussain, 1991; Goh,
2002).
Other than that, they are also involved in enforcing parking by-laws, public health
and hygiene by-laws, including providing clean air, drainage and inspection of offices,
shops, factories, food stores, markets and entertainment outlets. However, the health
inspectors do not go out every day to arrest people who violate the municipal rules and
regulations; instead, their duty is to protect the individual and commune from a variety of
dangers, such as fires, epidemics and so forth. There are more concerns than to employ
more car-parking attendants who write tickets or check on cars parked at bays with
expired parking coupons (Goh, 2002).
(%)
16.00
14.50
14.30
2.70
12.30
5.10
0.21
7.00
n/a
2.70
0.05
3.40
0.16
0.27
6.20
10.80
n/a
n/a
7.60
n/a
2000
229
269
267
51
229
95
4
131
n/a
51
1
63
3
5
116
203
n/a
m/a
142
1866
185
1700
2001
221
265
188
46
185
80
7
133
2
16
1
33
39
3
121
175
0
0
10.88
-10.00
%
13.00
15.50
11.00
2.70
10.80
4.70
0.41
7.80
0.11
0.94
0.06
1.94
2.30
0.17
7.10
10.30
n/a
n/a
Sources: MBJB Annual Report Year 2000 - 2005
Note: n/a mean data not available from MBJB Annual Report
Complaints
Rubbish/ Waste
Drain
Street
Traffic Light
Trees
Traffic
Parking Spaces
Pets
Illegal workshop
Public facilities
Factory
Market
Sewage tanks
Store
houses
Hawkers
Landslide
Development
Projects
Others
Total
108
1730
2002
210
257
146
57
223
82
0
233
0
15
0
0
56
0
150
165
13
15
6.24
2.00
%
12.10
14.80
8.44
3.30
12.90
4.74
n/a
13.40
n/a
0.87
n/a
n/a
3.24
n/a
8.67
9.53
0.75
0.86
Table 3.2: Complaints of Services Received by MBJB from Year 2000 to 2006
216
1743
2003
176
253
157
73
203
70
n/a
10
n/a
21
1
23
26
11
65
141
n/a
n/a
12.40
1.00
%
10.10
14.51
9.00
4.19
11.65
4.00
n/a
0.57
n/a
1.20
0.05
1.32
1.50
0.63
3.73
8.09
n/a
n/a
100
1217
2004
170
215
116
58
259
27
n/a
86
n/a
17
n/a
11
16
n/a
57
85
n/a
n/a
8.22
-43.00
%
14.00
17.67
9.53
0.77
21.28
2.22
n/a
7.07
n/a
1.40
n/a
0.90
1.32
n/a
4.68
7.00
n/a
n/a
50
1030
2005
297
n/a
122
12
150
50
n/a
104
n/a
11
n/a
n/a
51
n/a
31
90
n/a
n/a
1.00
18.00
%
n/a
n/a
0.37
-3.83
-0.73
0.46
n/a
0.17
n/a
-0.55
n/a
n/a
0.69
n/a
0.84
0.06
n/a
n/a
68
67
68
69
Other concurrent activities that have been carried out by local authorities as
reported in the MBJB Annual Report in Year 2002 to 2006 are basically related to the
social, art, and cultural development and physical upgrading, for instance, landscaping,
planting tress, and upgrading of pedestrian walkways to improve the city image.
In 1994, Johor Bahru was chosen to participate in the “Healthy City” Programme
by the World Health Organization. The objective and mission of the programme was to
improve the quality of life in the community by making the city a better place to work,
live and enjoy life. In conjunction with the programme, the local government also
initiated a series of publicity programmes to achieve a clean and beautiful city. For
example, the Gotong Royong Project (a community self-help and participation was held
to project) cleans up the Johor Bahru River.
In 1997 and 2000, the Ministry of Housing and Local Governments initiated a
plan to turn Malaysia into a “Garden Nation” and subsequently, in 2000, MBJB
implemented the Local Agenda 21 to look into the welfare, heath and safety of its
inhabitants. It emphasises that the city must cater to the needs of all its residents,
including the poor, physically disabled, the aged and single parents.
Other projects, such as “Millennium Tree Planting” and the “Beautifying Project”
were launched in year 2005, with a total fund of RM13.5 million allocated to the Johor
Bahru City Council to transform the physical environment of the city centre.
The
beautifying project started along Jalan Sultan Ibrahim to Jalan Tan Hoik Nee, Jalan Wong
Ah Fook and Jalan Meldrum. Apart from that, it covered up Sungai Segget and created a
pedestrian street for Jalan Meldrum so as to reduce the number of vehicles in the city
centre and reduce pollution and the noise level.
Here, it may be interesting to note that all the above mentioned projects
implemented by the local government and local authority would have made Johor Bahru
become a caring and safe city, free from violence, crime and healthy environment. Many
70
observers and urban dwellers, however, still feel that the quality of life has not improved
much. This can be seen in the comment marked by Singapore’s Senior Minister Lee
Kuan Yew. He described Johor Bahru as being “notorious for shooting, mugging and
car-jacking” in his affidavit filed in the Singapore High Court.
Even Johor Bahru
Menteri Besar Abdul Ghani Othman has criticised the city’s environment (Goh, 2002).
Marketing and promotional programmes such as Johor Tourism Night,
International Orchid Fare, Love and Care of Our Rivers, Keeping Public Toilet Clean
campaigns and others have been jointly initiated by the local authorities and state
government. Unfortunately, many of these campaigns and the continuous efforts made
by the city council have not yielded the desired results.
3.8.4
Funding of MBJB
The revenue of MBJB is legalised by the Local Government Act 1976, where the
provision of the Act allowed local authorities to collect taxes, rates, rent, licensing fees,
fines and other charges, for example charges from profits derived from commercial
activities, or trading carried out by the local authorities. Other revenues may be derived
from rental income of vacant land and properties, interest on investments by local
government and grants, contributions endowment and other sources (Mohd. Narith Abd.
Hamid, 1983; Buang, 1993; Zahari, 1991; Ahmad Atory Hussain, 1991; Phang, 1997).
The local authorities are also allowed to obtain loans from financial institutions,
but this is subject to the local authority’s ability to repay and approval from the state
government. The total loans shall not exceed five times the annual valuation of the local
authority, and the repayment period should not be more than six years (Zahari, 1991;
Ahmad Atory Hussain, 1991; Phang, 1997). MBJB also receives grants from the Federal
Government, State Government and other Public Authorities in the form of annual road
maintenance and project grants (Phang, 1997). In other words, the local government
71
revenues can be classified into two categories, the Land Based Revenue (LBR) and NonLand Based Revenue or NLBR (Phang, 1997).
LBR refers to property tax and rates, which are the rates payable by the property
holdings within the local authority’s areas. The assessable values of holdings in Malaysia
are calculated upon the annual or improved value. In the case of Johor, the rateable value
is based on the improved value of the holdings. This source of income is the most
lucrative and important revenue to most local authorities in Malaysia. It contributes to
more than 50% of the total revenue (Buang Alias, 1993; Zahari, 1991; Ahmad Atory
Hussain, 1991; Phang, 1997). In Johor Bahru, the LBR contributed to between 60-70%
of its total revenue (Laporan Tahunan MBJB 2002 to 2005).
Table 3.3 clearly shows that MBJB relies heavily on income from property tax
(over 70%). The issue here is that being too dependent on property taxes could create
potential problems in the future, especially in times of falling property values, and fall in
rental and capital values. In another words, it means a potential reduction in tax revenue
(Buang Alias, 1993). In addition, according to Phang Siew Nooi (1997), no matter how
lucrative is this source of income, the income is still not sufficient to make local
authorities financially sound and viable. Also, it does not allow the local authorities to
fulfil their obligatory functions nor serve as agents of growth and development.
Therefore, it is important that local authorities need to have other sources of
revenue other than this main source. This refers to revenues generated from the NLBR
(Phang, 1997), such as licenses, permits, compounds and fines, planning fees,
development fees, parking fees, interest from investments, rental from vacant land and
properties and so forth. All these fees are exclusively derived from and within the local
authority’s area, except for the government grants.
72
Table 3.3: Breakdown of Revenue Sources for MBJB from Year 2000 to 2006
Revenue By
Source
2000
(%)
2001
(%)
2002
(%)
2003
(%)
2004
(%)
2005
(%)
2006
(%)
Assessment
Rates
Non Land Based
Source
Other tax revenue
other than
Assessment
Total
73.20
69.05
69.02
69.53
74.19
73.00
71.00
19.57
22.08
20.74
24.32
18.52
22.00
24.00
7.23
8.87
10.23
6.14
7.23
5.00
5.00
100
100
100
100
100
100
100
Source: MBJB Annual Report (2000-2006)
Table 3.3 also shows that the NLBR contributes less than 25% of the annual
income of the MBJB. The NLBR income for MBJB has slightly improved over the
years, from 19% to 24%, which means that the local authorities are trying to improve
their other revenue sources. If this trend continues, in the future, the NLBR could
generate more income, and then local authority will not be relying on only one major
source. Unfortunately, even with the increase in property taxes and NLBR revenues, the
local authorities still run into difficulties, not because of extravagant spending but
inefficient debt collection.
The total outstanding debts in MBJB stood at
RM10,752,268.46 since year 1993, and this does not include revenue from City Square
car parks and kiosk revenues (RM5,144,070.00) and Land Based revenues of RM29.8
million in year 2004 (MBJB Annual Report 2005).
This indicates that the overall collection performance of the local authorities is
poor and ineffective.
Inefficiency in revenue collection is not merely a matter of
inadequate resources but of inefficiency in the general administration and enforcement by
the local authorities. Because of this, the MBJB is unable to provide an efficient and
effective level of services to its inhabitants who are paying the fees. Instead, the free
riders are enjoying the benefits from the services paid by others.
73
In terms of expenditure, the data shows that a large proportion of expenditure
goes towards meeting the current or operating expenditure, as shown in Table 3.4.
If we were to compare the total expenditure and total revenue, it shows that
MBJB, in the last two years, suffered a deficit balance of between -RM12.76 million and
-RM10.31 million respectively. In other words, it means that MBJB does not have
enough money to meet its operating and development expenditures. It seems that the
existing source of MBJB funds is rather limited and static in nature.
Table 3.4: Income and Expenditure of MBJB
Year
Revenue
(RM
Million)
Expenditure
(RM
Million)
Balance/ Development
Deficit
Expenditure
(RM
(RM
Million)
Million)
1999
93.61
76.38
17.23
14.92
2000
94.44
81.55
12.88
11.02
2001
101.13
90.61
10.52
11.75
2002
111.34
90.49
20.85
20.73
2003
143.45
111.04
32.41
40.20
2004(Budgeted)
148.07
112.61
35.46
41.75
2005
146.94
118.95
27.99
40.75
2006
152.41
123.3
28.80
39.11
Source: MBJB Laporan Tahunan (Annual Report) 2000 to 2006
Balance/
Deficit
(RM
Million)
2.30
1.86
(1.23)
0.132
(7.75)
(6.29)
(12.76)
(10.31)
If this is the financial situation of MBJB, the question is whether they can become
financially autonomous and actively involved in developmental projects to fulfil the
Johor State Government’s objective to transform the city into an international shopping
centre by 2020. If they wish to do so, where can they get their funds from? It seems that
there is a great challenge ahead for MBJB to increase its revenue to meet these
objectives.
In order for the local authorities to satisfy the objectives, proper strategies and
management systems are required. There is a need for them to not rely on so heavily
74
property tax and improved other areas of revenue. They should also try to work together
with the private sector, merchants and residents, as they are part and parcel of society.
Regarding the problem of rate arrears, local authorities should identify suitable
strategies to improve the collection performance to halt the increasing rates of arrears, for
example by conducting a study on non-compliance of property tax. According to Tayib
et al. (1999), he suggested by providing up-to-date information of the financial report to
the public, because many taxpayers are either unaware of the financial information or do
not have access to it. By the time the information is published in the government gazette,
it is too late and reduces any possible impact.
Another factor is that most of the local authorities have no up-to-date assessment
lists of assessable properties within their areas. The local authorities themselves do not
comply with statutory requirements to revalue the holdings at regular intervals. The
taxpayers are thus unhappy with the inefficient and ineffective service performance of
local authorities. Therefore, the schedule for the re-organisation exercise should be
properly planned and implemented as stipulated under the Act. The use of relevant
software should help to reduce the time taken and the manpower needed to conduct
valuation exercises and debts collection (Buang Alias, 1993). Another strategy that the
local authorities should use is to be involved in training and development projects. This
exercise helps to improve work knowledge, experience and skills in providing a better
quality of service to inhabitants (Buang Alias, 1993).
Thus, only through the
combination of short- and long-term strategies, with a commitment to implement these
strategies, can improve the performance status of the local authorities. Only then can they
meet the urban challenges effectively.
75
3.9
Decision-Making Process
In Malaysia, federalism is a method of dividing power between two levels of
government, the federal and the state government (Jayum A. Jawan, 2003). Both levels
of government exercise some authority and interference in the local government’s
functions and responsibilities.
As noted by Nahappan, the chairman of the Royal
Commission of Enquiry to investigate into the work of local authorities in West
Malaysia, the local authority is the creation of the state government; it can be created,
dissolved or muted. That means that the state government plays an important role in the
performance of their responsibilities.
As provided in section 9 (1) of the Act, “The state authorities may give the local
authority of a general character and in consistent with the act on the policy to followed in
the exercise of the power conferred and the duties imposed on the local authority”. In
other words, it means that all legislatures and executive power in local governmental
matters still lie under the absolute control of the state governments. The power of state
government interference in local authorities extends to functions that include the
appointment of councillors, the appointment of the secretary, the power to approve the
staff appointed by the local authorities, the approval of the financial budget, the power to
withhold the imposition of rates by local authorities, and the power to refuse or approve
the obtaining of loans from other financial institutions such as banks. It also has the
power to transfer the functions of a local authority to the Menteri Besar (chief minister)
and order an inquiry into any malpractice in the local authorities.
Being a creation of the state, the local authorities have to abide by the state’s
policies. For instance, in the deliberation and approval of applications to undertake land
development, the councillors must abide by the policies of the State Planning Committee,
which is chaired by the Menteri Besar with members of the executive council and heads
of important state departments (Mohd. Narith Abd. Hamid, 1983; Goh, 2002). This can
be seen in many specific zoning, and planning decisions, where state authorities ignored
76
the councillor’s objections. For instance, in the Pasar Bakti issue, the government’s quest
was to enhance the livelihood and image of hawkers in the state by providing better
facilities and more comfortable sites. They thus wanted to relocate 102 Ungku Puan
hawkers along Jalan Segget, Johor Bahru to make way for a beautification project.
However, hawkers in Pasar Bakti at Jalan Trus threatened to return to the old site because
of poor business and the incident of the suicide of a Pasar Bakti hawker, Chek Yok Ying.
It is interesting to note that in the end, the hawkers were allowed to trade at the back lane
of Jalan Meldrum, a place with no proper facilities, such as water supplies and rubbish
bins. As a result, leftovers and liquids laden with grease, and gravy are disposed into
these urban waterways. The place has now become filthy and smelly. Ultimately, the
actions taken by the state government in a way contradicted the initial objective to
enhance the city’s livelihoods and image.
At the Federal level, there is the national council for the local government. The
council consists of a federal minister as chairman, one representative from each of the 13
states, and not more than 10 representatives of the federal government. The council
exists for the purpose of formulating national policies from time to time for the
promotion, development and control of the local governments throughout Malaysia. The
federal government’s power vis-a-vis the everyday work of the local authorities is limited
to regulations for the sole purpose of ensuring uniformity of laws and policies. The role
of the Housing and Local Government in the affairs of the local authorities is limited to
giving advice and technical assistance when requested.
3.10
Conclusion
In conclusion, the fundamental organisation of the city council needs to be revised
in terms of their structure, organisation, management, policy, enforcement and financial
status.
The main focus of the current system is geared towards the day-to-day
management and maintenance of the city centre.
The weak management and
77
enforcement of by-laws has also caused the local council to be in financial deficit. This
is apparent particularly in the areas of debt collection, either from land-base revenue or
non-land base revenue. Other areas of services which are considered poor are the day-today management services, such as street cleaning, waste collection, and the maintenance
of public facilities, safety and parking. Furthermore, it does not give much attention to
the retail sector in their policies and marketing planning. The promotion and marketing
events held by the local councils do not create awareness for the general public. To
revitalise the city centre, it is advisable that the MBJB take a leading role in the political
priority of economic development and create a public-private partnership with the various
urban actors to manage and maintain the revitalisation activities. Perhaps this could help
the MBJB to manage its funds and activities more efficiently and effectively.
CHAPTER 4
RESEARCH METHODOLOGY
4.1
Introduction
Objective of this chapter is to present the research methodology used in
conducting this study. This Chapter outlines research methodologies previously
applied in studies related to city centre revitalisation, which later were used as a basis
to determine the most appropriate research design for this study. As previously stated
in Section 1.8, research methodologies were discussed in separated chapter due to
intricate nature of the methodologies used in gathering data in this study. This
chapter also explained why particular research methodology was chosen as well as
the benefits of that method. It also covers the research process employed, which
includes how data been collected, how samples were selected using the random and
simple stratified random sampling procedure used in the study and respond rate of
the survey questionnaires. Finally the chapter discussed how the quantitative and
qualitative data were analysed and the data analysis techniques used in this study.
4.2
Research Design
According to Moore (2000) and Richardson et al. (2005), research design
selection is a key decision for research planning. In other words, research design
provides a plan or a framework for data collection and its analysis (Ghauri and
Gronhaug, 2005; Herdrick et al., 1993). For this study, the descriptive design has
79
been selected as the research design. The overall purpose of descriptive research is
to provide clearer picture of phenomenon as it naturally occurs, as opposed to
studying the impacts of phenomenon and intervention (Hedrick et al.,1993).
The descriptive designs were preferred because the study was dealing with
measuring an objective phenomenon that is studying the perception of shoppers,
merchants, public agencies and non-profit organisations on revitalisation. The
description analysis used in this study involve examine theories related to the
research objectives. A review on several empirical studies relating to city centre
revitalisation is presented in Table 4.1. Well-structured questionnaire deemed to be
popular approach to obtain information on individual feeling, perspective, knowledge
and opinions about a particular subject (Punch, 2005). Therefore the selection and
the designs of the survey must ensure that the right respondents answer to their best
ability.
Table 4.1: Studies on City Centre Revitalisation through Quantitative Method
Data Gathering and
Analysis
Stone (1954)
Department Store
124
Questionnaires/Cluster
Shoppers
Analysis
Darden and
Middle Class
116
Self Administered
Aston (1975) Suburban Housewives
questionnaires/Monova
Source: from Ried and Brown (1996) by Ibrahim and Ng (2002)
Authors
Emphasis
Sample Size
Qualitative methodology tends to work more effectively with a relatively
small number of cases, as quoted by Silverman (1999), qualitative researchers stress
the socially constructed nature of reality, the intimate relationship between the
researchers and what is studied, they seek answer to questions that stress how social
experience was created and giving meaning.
80
4.3
Choice of Research Methods and Rationale
Both quantitative and qualitative approach was employed as research
methodologies of this study. According to Silverman (1999), blending qualitative
and quantitative method could produce and highlight significant contribution of both
methodologies. Furthermore, the used of multiple methods in this study tends to
generate greater validity and reliability than a single methodology approach (Johnson
and Gill, 1991). Hence, with the intents to conduct a study with greater robustness,
the research methodology adopted for this study involves a combination of a selfadministrated door-to-door or face-to-face survey (quantitative based) and personnel
interview (qualitative based).
Door-to-door or face-to-face survey questionnaire was used as a primary data
collection method for several reasons. First, the survey instrument will reveal the
extent to which the respondents (shoppers and merchants) perspectives of the city
centre revitalisation. Second, it is time-definite and guarantees maximum rate of
return/response, as this survey undertake significant number of urban actors as
research targets. Third, it is more cost-effective to conduct door-to door survey, as
this research also involve public agencies and non-profit organisations to provide
information, expertise, and support to the participation and involvement in
revitalisation. Furthermore, survey questionnaires are the most appropriate
instruments to gather information confidentially. Finally, this survey instrument is
ideal when numerical data are collected for mathematical and statistical analysis
In order to perform rigorous research, personal interviews were conducted
with the public agencies and non-profit organisations after analysing the survey data.
Personal interview capable to probe and explore the “raw” knowledge and personal
insights of the respondents (Kvale, 1996; Carson, 2000). As quoted by Silverman
(1999), interview study highlights the advantages of qualitative research in offering
an apparently “deeper” picture of the variable-based correlations of qualitative study.
By conducting personal interview, researchers will be able to obtain valuable data
and knowledge that are relevant to the research (Carson, 2000).
81
For the purpose of this study, questionnaire was crafted in the way that
narrate to the factors that affect the quality of life and the appropriate urban
management model for revitalisation, and the outcomes from statistical analysis
uncovered the way to explore “how” and “why” certain elements that affect the city
centre revitalisation and the most appropriated type of model that could be
implemented in city centre revitalisation.
This study was executed in two phases (see Figure 4.1). In phase one, faceto-face interviews were conducted with the shoppers and merchants whom have vast
interests and powerful influence in almost all aspects of city life. Interviews were
held during office hours from 9 am to 5 pm. All interviews were conducted by
researcher at merchant’s premises (for merchants) and using convenient sampling
method to select the shoppers within CBD. The duration of the interviews varied
between 10 to 15 minutes (shoppers); stretch to more than 15 minutes among
merchants, due to some interruption occurred during the course of interview. In
second phase, personal interviews were conducted with selected personnel from the
public agencies and non-profit organisations located within and/or near CDB. A
letter of intent for interview and brief summary of the urban management models
were faxed or emailed by the researcher prior to interview to ensure the respondents
have proper understanding of the purpose of this study. Respondents were also
notified that data collected is private, personally unidentifiable and will not be used
for other purposes. Through the interview, detail clarification and verification were
made on urban management models and past studies were addressed. Questions
relating to the “how” and “why” from the initial survey were also posed, this then
contributed to the better understanding to the finding of this study.
4.4
Quantitative Approach – Development of Questionnaires
Three types of survey questionnaires were used in this study. Shoppers
survey was geared towards gathering information on the factors that affect
revitalisation in Johor Bahru city centre, namely: i) information on the purposes of
visiting the Johor Bahru city centre, ii) what factors affect the
82
Establish research framework
(Literature Review)
Identify the factors that affect revitalisation Survey
Identify the most appropriate model for revitalisation Survey
x
x
Quantitative Approach – Survey Questionnaire
selection and modifications of instrument
questionnaires design for revitalisation of city centre
x
x
Research Population
Sampling procedures
Identification of respondents
Data Collection – Survey Questionnaire
Validity and reliability consideration
Qualitative Approach – Personal Interviews
x Conduct the interviews
x Qualitative data analysis (Thematic
Analysis)
Conclusion and
Recommendation
Figure 4.1: Research Phases – Qualitative and Quantitative Approach
PHASE 2
Quantitative Analysis – Survey Questionnaire
x Descriptive analysis
PHASE 1
3LORWWHVWLQJĺLPSOHPHQWDWLRQ
83
shopping experience in the Johor Bahru city centre, and iii) the quality of services
delivered by the current provider, the Johor Bahru City Council.
Second, the
merchant survey questionnaires were established to capture information on the
factors effect the revitalisation of Johor Bahru city centre, namely: i) information of
the health of business environment of the city centre, ii) the improvement they
expected from the city centre, and iii) the quality of services delivery by the current
service provider, the Johor Bahru City Council. Thirdly, the public agencies and
non-profit organisation questionnaires were establish to capture the information of
the most appropriate urban management model for revitalisation, namely: i) The
areas of services that are most important or priority to improve the city centre
revitalisation, ii) the most appropriate model that they choose to be implemented in
Johor Bahru city centre.
4.4.1
Survey on Factors that Affect City Centre Revitalisation
In order to uncover the factors that affect the city centre revitalisation, two
sets of questionnaires were set for two different urban actors: shoppers or visitors to
city centre and the merchants that operating in city centre.
Both sets of
questionnaires consist of three parts. The questions were adopted partly from the
town centre management association and modification had been made to harmonize
it with local circumstances.
A total of 11 questions were posed to the shoppers. All questions are either
closed-ended or dichotomy and five point scale questions. Part A of the shoppers’
questionnaires asks for basic personal profiles such as the distance of residence to the
city centre, sex and age. Part B of the questionnaires consist of questions such as
purposes of visiting the city centre, how often they travel to city centre, by what
mode of transport and suggestion of where do they shop other than city centre. The
main objective is to capture the information of the shoppers on the frequency visiting
to city centre and how often their used the public transport or private car, at the same
time it also provide information and knowledge to how often they shop in city and
compare to others shopping destination, and what type of shopping destination is
84
favourable and why. Part C consists of three questions all on five point scale. The
respondents were asked what the current problems of Johor Bahru city centre.
Another question was been posted to the respondents to obtain opinions on delivery
of services in the city centre, aimed to elicit relevant information concerning to the
efficiency and effectiveness of the city centre management, and how this services
affect the shopping environment in city centre. Lastly, in question number 11,
respondents were asked on their expectation on city centre that might encourage
them to visit more often. Data gathered will help relevant authorities on what types
of measures they should consider and undertake to improve the service to meet
public expectation. This is to help the researcher to measure the variables that stated
in the literature review.
There are three parts in merchant’s questionnaire with total of 22 questions –
all intended to capture information and gain understanding of overall background of
the merchants, nature of business and business environment of the city centre; how
and what contributed to the prosperity of the business in city centre. Part A of the
questionnaire consists of closed-end question, dichotomy and five point scale.
General information such as nature of business, operating hours, operating days per
week, customer base, number of years operation, business volume, intention to
relocate, preferable location for relocation and what are the most important factors or
reasons contributed to better business volume. Most of the questions in Part B is
closed-ended and in dichotomy format; the questionnaires are mainly concerned of
what type of business and development or services that the merchant’s expected from
the city centre. The aimed is to capture information and understanding of the factors
that affect the city centre revitalisation. The last question 14, aimed to acquire
information on factors that affect city centre and what areas that need to be
improved. The question was constructed in five point scale, the objective is to made
appropriate measurement of the variables for revitalisation.
85
4.4.2
Survey on Most
Revitalisation
Appropriate
Urban
Management
Model
for
Changes have been made on the original questionnaire meant for merchants.
In Section C, eight questions related to Second Objective on which is the most
appropriate urban management model to implement in city centre and why they did
and why they did not select the model was constructed. To enhance reliability and
predictive validity of the data obtained, new sets of questionnaire were also
developed for public agencies and non-profit organization.
New set of
questionnaires now focus on both qualitative and quantitative approach. Seventy
public agencies and non-profit organisations located within or near the vicinity of
Johor Bahru CBD deemed as major player in the revitalisation process were selected.
There are total 11 questions and most of the questions are five point scale and openended questions. Part A of the questions consists of the office position, factors that
affects QoL and how to improve it. In order to attain responses related to QoL, ten
items that are relevant to the study derived from the literature review were added to
form the final version of the modified public agencies and non-profit organisation
survey. In Part B, the respondents were asked to give their responses on additional
service charges or tax or levy. The questions focused on the additional activities that
derived from BID, TCM and NMSP. The aim is to capture the information what are
the most important services that need to be improved to make the city more attractive
for people to live, work and play. In Part C, there are 3 open ended questions was
posted to the respondents to choose the most appropriate model for city centre
revitalisation after they had read and understand the summary of the three urban
management models provided earlier.
Respondents are required to justify their
reason of why they choosing particular model and why they opposed the particular
model. The main objective is to understand and to obtain the final result of what
model that is appropriate to city centre revitalisation.
86
4.5
Research Population and Sampling Procedures
Population is the body of respondents or any collection of items under the
consideration for the purposes of the study (Hussey and Hussey, 1997). Sample is a
part of the population. Population, therefore, is the total collection of elements about
which one wishes to get information. In defining the population interest for the
study, target and accessible of population were established. Specifically, the target
population of this study focuses on three groups of urban actors that are the
important players in the revitalisation which include: the shoppers, the merchants,
and the public agencies and non-profit organisation in Johor Bahru city centre.
Table 4.2: Record of Streets Name and Total Number of Holdings in CBD area
No
Street Name
Number of Holding
1
Jalan Wong Ah Fook
83
2
Jalan Trus
122
3
Jalan Stesen
4
4
Jalan Meldrum
29
5
Jalan Siew nam
14
6
Jalan Ungku Puan
17
7
Jalan Lee Thye Heng
14
8
Jalan Segget
33
9
Jalan Pasar
3
10
Jalan Ibrahim
43
11
Jalan Tan Hoik Nee
47
12
Jalan Dhoby
31
13
Jalan Duke
7
14
Jalan Pahang
15
15
Jalan Sulaiman
3
TOTAL
465
Note: out of the total 465 units, 66 units are vacant or dilapidated, therefore total
occupied units are 399 units. Sources from Laporan Inventori Pelan Tindakan
Penjenamaan Semula dan Pemeliharaan Bandar Raya Johor Bahru (2004)
87
With reference made to Chapter I, shoppers are basically derived from the population
that visiting CBD. Merchants are private, individual businessman whom operates in
Johor Bahru CBD. Table 4.2 presented a record of the street name and total number
of holdings in Johor Bahru CBD. Table 4.3 present a record of the number of
shoppers and visitors that visiting Johor Bahru city centre and number of merchant
been randomly selected in the study in July 2008. Shoppers and merchants were
considered as excellent choice to obtain relevant responses as they are the main
urban actors in the public-private partnership in the revitalisation process.
Furthermore, they are in the best position to furnish the researcher with the
information need to answer the research questions in this study.
Another important urban actor in this study is public agencies and non-profit
organisations; there are total 70 questionnaires been send by fax and email, however,
only 45 are willing to participate and agreed to attend face-to face interview. The
participation and involvement of this group are critical to the success of the
revitalisation, without the participation of any one of the actors, the limitation of
implementing the appropriate urban management model may not able to sustains, as
mention in the Chapter 2, without the support from the others, local government or
public agencies can not act alone in revitalisation (Foiser & Berger, 1982).
4.6
Sampling Technique
Gathering information from subsets of population called sample, are more
practical, cost-effective and saving time in almost any types of research. It enables
the researcher to study a relatively few number of subjects from the population in an
attempt to obtain data that are reliable to represent characteristics of target
population.
The selection of respondents amongst shoppers and merchants is based on
convenient sample. Whilst the respondents from public agencies and non-profit
organisations were select using purposive sampling. Convenient sample is a non-
88
probability sampling technique were selected because of they convenient and easy to
access to achieve the sample size that the research want in a relative fast time frame
(Floyd J. Fowler. JR, 2009). Data will mainly be collected from persons visiting the
CBD especially in the major streets mention in Table 4.3 the study areas. These
areas are chosen because they attract customers from greater distances and thus
generate considerable traffic. Purposive sampling on the other hand were used to
select respondents in public agencies and non-profit organisations because of there
extensive experience in the process of revitalisation, and involvement in the policies,
planning, environment control, landscaping, public security and still active in the
process at the time of research. The sample was selected in relation to the research
aim and objectives. In other words, respondents and their organisation/agencies were
selected on the basis of their relevance in providing answers to the research
problems.
Table 4.3: Record of Streets Name for Conducting the Shopper Survey in CBD
Area
No
Street Name
Number of shoppers
1
Jalan Wong Ah Fook
25
2
Jalan Trus
20
3
Jalan Stesen
nil
4
Jalan Meldrum
20
5
Jalan Siew Nam
5
6
Jalan Ungku Puan
Nil
7
Jalan Lee Thye Heng
Nil
8
Jalan Segget
10
9
Jalan Pasar
nil
10
Jalan Ibrahim
4
11
Jalan Tan Hoik Nee
12
12
Jalan Dhoby
2
13
Jalan Duke
2
14
Jalan Pahang
nil
15
Jalan Sulaiman
Nil
TOTAL
100
Source: survey questionnaire
89
4.7
Pilot Study
The survey instrument was also piloted for two important reasons: first, to
establish construct validity of the survey questionnaires as there were no existing
instruments available to determine the revitalisation of Johor Bahru city centre.
Second, the pilot survey was also intended to reduce the number of poorly worded
items and ambiguity (from the respondent’s perspective), so as to improve the survey
instrument prior to it actual implementation. As such a sample of total 60
questionnaires was distributed in the city centre with 30 shoppers and merchants
respectively. The pilot evaluation confirmed that there was high degree of interest
among targeted respondents. Later, researcher added public agencies and non-profit
organisation in the final survey after the pilot test, because they are one of the
important actors in the revitalisation.
4.8
Implementation of the Survey
Upon completion of the pilot study and necessary modifications, the
researchers then conducted the face to face interview with the shoppers in Johor
Bahru CBD. On the other hand, for merchant survey, the researchers conducted a
door-to-door interview with the merchants, the objective and information was then
explained to the respondents. In order to the encourage the respondents to understand
the questionnaires, the researcher then read to them and were then asked the
respondents to tick the appropriate box or rate the appropriate box.
However, the second phase of the study involved only the public agencies
and non-profit organisations; a structured interview was conducted with only to the
officers/directors of the public agencies or non-profit organisations.
90
Interview were designed and conducted by the researcher in order to gain the
maximum input of the information and respond from the respondents. The interview
is conducted in the respondent’s office in a one-to-one format last for 30 minutes.
4.9
Quantitative Data Analysis
Analysis of data is a pillar that holds fundamental reasoning of the study.
Analysis summarizes collected data that highlight the main trend of result. Data
analysis in the descriptive survey simply consists of determining the frequencies for
the major variable involved in the study. In the research analysis is used to measure
the need and importance of the factors that affect the revitalisation and the
appropriated urban management for revitalisation. Normal statically a tool was used
to analyse the data from personal interview and survey questionnaire.
Data obtained from the survey were subjected to several statistical tests
including frequency analysis, cross-tabulation analysis and mean value for the
quantitative method. On the other hand, data derived from the structured interviews
and open-ended questionnaires, the study utilised the quantifying method. In this
method data was informally quantified according to the frequency of responses
occurring and was then sorted and categorised into smaller sets of abstracts or
conceptual phrases. These conceptual phrases were then allocated numerical values
and percentages according to the frequency of responses and entered into scoring
matrices and presentable using the table ( Sapsford et,. al 1996)
4.10
Qualitative Data Analysis
On the aspect of qualitative analysis, Kavle (1996) mentioned that there is no
single accepted method of analysing the data. Marraim (1998) for example indicates
that date collection and analysis should be done simultaneous in qualitative research
process, while Stake ( 1995) indicates that qualitative data analysis does not begin at
91
any specific, measurable moment during the research process but extends from the
first impression of the subject through final data reporting. For the purposes of this
study, the qualitative data is analysed using a thematic analysis which is one of the
approach in qualitative research.
This type of analysis involves searching and
identifying recurrent words and emerging themes or common responses from the
interview transcripts (Patton, 2003).
A specific process used and allows the
transcription of conversations, responses or themes to be listed (Taylor and Bogdan
(1989) and Aroson (1992).
4.11
Conclusion
This chapter has covered the methods used in the study and dealt with data
collection and derivations from primary data and secondary sources. It also outlined
the criteria used in selecting samples, collecting qualitative, quantitative data and
how this data collected and was analysed and presented in this study. This chapter
also detailed the qualitative and quantitative approach used was best for this type of
research. That is because the collected data had to provide sufficient detail to enable
the researcher to make informed conclusions. The findings from the analysis will
provide the recommendations and conclusions for this study.
CHAPTER 5
DATA ANALYSIS
5.1
Introduction
There are three different urban actors involved in this study, namely, the
shoppers, merchants, and public agencies/non-profit organisations. In this context
the discussion in this chapter was divided into three parts.
The first part was to analyse the shoppers’ background which includes the
distance between city centre and place where they stay, the age group and gender.
These are then followed by their purpose of visiting the city centre, the frequency
and mode of transport and where do they do their shopping. Lastly is the finding of
what factors that affects the revitalisation.
The second part of data included the background of merchants, such as the
operating hours, nature of business, years of operating and the business prosperity.
These are then followed by what are the factors that affecting the business prosperity.
Next is what are the improvements needed for revitalisation.
The last part analyses the public agencies/non profit organisations which
include the factors or issues that are affecting the quality of life of Johor Bahru and
what improvement that is most important to make Johor Bahru a good place to live.
It then follows by what types of services and activity they will support or opposed.
93
Lastly are why they select the particular urban management model, which they think
it is the most appropriate urban management model to implement in the city centre
revitalisation, and why they reject the particular urban management models.
The details of the data analysis for objective one are presented in the
following flow chat as shows in Table 5.1.
Table 5.1: Flow of Data Analysis for Achieving Objective One
Items
1
2
3
Urban Actors
Shopper
Merchants
Public Agencies
and Non-Profit
Organisations
Particulars
1.
2.
3.
4.
5.
6.
Background
Purpose to city centre
Frequency and mode of transport
Where do they do their shopping
Factors affecting quality of city centre
Opinion of current public services
delivery.
7. Factors attract visitors back to city
centre
1. Background
2. Factors affecting business prosperity
3. Types of developments and retail
business to attract visitors to city
centre.
4. Opinion of current public services
delivery
1. Factors affecting the quality of life
2. What improvement that is most
important to makes Johor Bahru a
good place to live.
Questi
ons
1
4
5
7
9
10
11
1
8
13
14
1
2
94
5.2
Analysis of Shoppers
One hundred sets of questionnaires were undertaken through face to face
interview in the city centre. As a result there is was issue of not getting a feedback
from the respondents. Out of 100 respondents, 60% were female and 40% were
male. Amongst the respondents 31% came from offices, 22% were residents within
6km – 10km radius, 19% were residents within 11km–15km radius, 16% were
residents within 5km radius, and 12% were residents from more than 16km radius
away from city centre as shown in Table 5.2
Table 5.2: Gender and Distance of Residence to the City Centre
Distance of Residence to the City Centre
within
more
within 5
within 611than
Office
km
10km
15km
16km
Male
7%
8%
9%
5%
11%
Female
9%
14%
10%
7%
20%
Total
16%
22%
19%
12%
31%
Source: study of survey questionnaires
Total
40%
60%
100%
Among the respondents, 77% of respondents were within 19 to 45 years of
age. 19% within 46 -60 years of age and the rest are show as per Table 5.3.
Table 5.3: Age Groups
18 and under
19-30
31-45
46-60
61 and above
Total
Frequency
Percent
3
36
41
19
1
100
3.0
36.0
41.0
19.0
1.0
100.0
Valid
Percent
3.0
36.0
41.0
19.0
1.0
100.0
Cumulative Percent
3.0
39.0
80.0
99.0
100.0
Source: study of survey questionnaires
From the survey, the respondents were asked about their purpose of visiting
the city centre. Based on the analysis, the result as depilated in Table 5.4 shows that
the purposes of respondents visiting the city centre mainly for few reasons, namely:
95
a) Most of the respondents 59% go to food and beverage outlets, this is because
there are working or going for business trips in city centre.
b) Another 51% for non-food shopping, such as to buy consumer’s goods, which
includes: handbags, cloths, shoes, perfumes, toys, tailoring, and gifts, and
c) Only 48% of respondents going to banks and 41% are working in city centre or
because there are on their way to work in Singapore. Others respondents are
stipulated as per Table 5.4.below.
Table 5.4: Frequency Analysis for Purposes of Visiting the City Centre
No Purposes
1 Non-Food Shopping
2 Convenience
3 Banking
4 Food & Beverage outlets
5 Business
6 Post Office
7 Government Offices
Source: study of survey questionnaires
Mean
2.93
2.48
2.96
3.15
2.14
1.96
2.17
Mode
Agreed
Agreed
Agreed
Agreed
Do not agree at all
Do not agree at all
Do not agree at all
%
51
41
48
59
40
47
38
Table 5.5: Mode of Transport vs Frequency
Mode of Transports
Frequency
to City
Car
Bus
Taxi
Centre
Daily
15%
3%
0%
Weekly
31%
5%
0%
Monthly
13%
5%
1%
Seldom
23%
1%
0%
Total
82%
13%
1%
Source: study of survey questionnaires
Motorbike
0%
0%
2%
1%
3%
Total
18%
36%
21%
25%
100%
In term of visit frequency to city centre, 36% of the respondents make the
visit on a weekly basis and their mode of transport are mainly by private car 82%
(see Table 5.5). It seems that most respondents prefer to go to city centre by private
car. From the survey, the respondents indicated that the existing public transport was
either inefficient or being poor.
96
In terms of shopping destination, the finding shows that those who go to city
centre on the daily basis did not go to city centre for shopping. Therefore it is
important for the researcher to find out why don’t they go to city centre for shopping
and where do they go for their shopping. The finding in Table 5.6 indicated that
82% of the respondents shop in other cities and shopping centres, such as Kuala
Lumpur, Singapore and the hypermarkets- Jaya Jusco, Tesco, Pelangi Plaza, Holiday
Plaza and Skudai Parade.
Table 5.6: Shop at Other Parts of City Centre
Shop in
Hypermark Shopping
Other
others area
et
Mall
States
Yes
54%
6%
9%
No
Source: study of survey questionnaires
Local
Market
1%
No
Tota
comments
l
4%
82%
18%
The result showed hypermarket was the most popular shopping destination
amongst the others. This is because the hypermarkets offers a one stop shopping
needs and good shopping environments with air conditional and safe environment
with close circuit television system and security personnel patrolling. Besides that, it
also offers a wide selection of merchandises, low price goods and attractive sale and
promotion, and ample parking facilities which become the main consideration for
respondents when choosing the shopping destination.
In order to achieve the Objective One, the researcher had conducted a survey
of what factors that affect visitor to shop in city centre. Based on the survey shown
in Table 5.7, the most significant problem was poor public facilities with score a
highest mean value of 1.77 follow by dirty streets with mean value of 1.76. Others
significant problems were lack of parking spaces poor pavements/sidewalks in city
centre with mean value between 1.92 – 1.96. Others factors been considered as
significant are traffic congestion, flood problem poor building image, poor shopping
facilities not safe shopping in city centre , lack of specialty shops, poor quality
entertainment outlets and poor signboards with mean value between 2.06- 2.40 as per
table 5.7.
97
Primary factor that discouraged visitors to go shopping in city centre is the
public services management (see Table 5.8), particularly in areas such as public toilet
with score the highest mean value of 4.41, the next higher mean value is security at
4.36 follow by cleanliness of 4.08 respectively. Others factors being view as poor
were poor maintenance of public facilities, waste collection, street repair, street sign
and street police with mean value of 4.01 to 4.07 respectively.
Table 5.7: Main Problems That Discourage Visitors to Go Shopping in City Centre
No.
1
2
3
4
5
6
7
8
9
10
11
12
Main Problems
Poor Public Facilities
Dirty Street
Lack of Parking Spaces
Poor Pavement/Sidewalk
Traffic Congestion
Flood
Poor Building Image
Poor Shopping Facilities
Not Safe
Lack of Specialist Shops
Poor Sign Board
Poor Quality Entertainment
Outlets
Source: study of survey questionnaires
Mean
1.77
1.76
1.92
1.96
2.06
2.23
2.27
2.37
2.09
2.36
2.38
2.40
Mode
Very significant
Very significant
Very significant
Very significant
Significant
Significant
Significant
Significant
Significant
Significant
Significant
Significant
%
52
48
45
41
45
41
40
39
35
35
33
32
Table 5.8: Public Services Delivery
No
Areas of Services
1
Public Toilet
2
Security
3
Cleanliness
4
Waste Collection
5
Street Repairs
6
Street Signs
7
Maintenances of Public Facilities
8
Street light
9
Promotion and Marketing
Source: study of survey questionnaires
Mean
4.41
4.36
4.08
4.01
4.04
3.72
4.07
3.48
3.48
Mode
Very poor
Very poor
Very poor
Poor
Poor
Poor
Poor
Average
Poor
%
58
58
39
46
41
39
38
43
39
So, what are the measures that are important to attract visitors to city centre?
Based on the analysis in Table 5.9, it is demonstrated that additional security 75%,
increase parking spaces 52% and provide cleaner street and pavements (48%) are
deemed as important factors for respondents in considering visiting the city centre.
98
Respondents also suggested more decent entertainment outlets 50%, more shopping
centres and leisure centres 47%, better retail mix 44% and better landscape 42%.
The finding is in line with the Table 5.8, the negative view of the city centre,
however, in Table 5.9, if city council could fully comply and improve the public
services and management especially in areas of security, parking, better retail mix
and public facilities, the first objective of the study could be achieved.
Table 5.9: Facilities that Could Attract Visitors to City Centre
No Factors
1
2
3.
Finding 1st
Major
Very Important
Very Important
Very Important
75
52
48
Important
50
Important
47
%
5
Additional Security
More Parking Spaces
Cleaners Streets and
Pavements
More Decent
Entertainment Outlets
More Shopping Centres
6
More Leisure Centres
Important
47
7
8
Better Landscape
Better Retail Mixed
Important
Important
42
44
4
Finding 2nd
Major
Important
Important
Important
Not so
Important
Not so
Important
Not so
Important
Very Important
Not so
Important
%
18
31
37
26
29
29
34
28
Source: study of survey questionnaires
(Taking the majority)
5.3
Analysis of Merchants
Retail activity is an important part of business economic base in the city
centre. Since merchants normally have a vested interest in the success of the city
centre revitalization programme, it is important that merchants’ opinions to be
highlighted in this study.
99
For the purpose of achieving Objective One, a total of 100 questionnaires
have been distributed to the merchants in city centre. The method of conducting the
survey apply as the same method been used in shoppers’ survey.
In Johor Bahru City Centre, the retail activities could be classified into four
main categories: retail activities (which includes school bags and uniforms, Indian
fashion and fabric, hand-phone, stationery, photocopy and photo shops), food and
beverage outlets (traditional coffee shops/fast food store, 24-hours India mamak
shops, air-conditioned/non air-conditioned restaurant etc.), offices and professional
services sectors (travelling agencies, money changers and secretarial services) and
other retail activities such as coffin shops, Chinese medical hall, 24-hours
convenience shops, tailoring, music and audio shops.
Among all, the operating hours in city centre depends on the nature of their
businesses. For this study, the operating hours were grouped into four different sets
of time that is 9 am to 5 p.m, 9 a.m to 12.00 midnight, 24 hours and others. Others
mean the operating time could be between 6 a.m to 6 p.m, 7a.m to 6 p.m or 11 a.m to
9 p.m.
In order to achieve the Objective One of the study, it is important to
understand the business potential and the current picture of business environment of
Johor Bahru city centre.
Table 5.10: Prosperity of Business vs Nature of Business
Types of Business
Increase
Status-quo
Decline
Retail
14.1%
48.4%
37.5%
Food and Beverage
25.0%
16.7%
58.3%
Professional/Offices
0.0%
100.0%
0.0%
Others
14.3%
42.9%
42.9%
Total
15.0%
45.0%
40.0%
Source: Study of survey questionnaires
Note: Status-quo means remain the same compared to the last two years
Total
100%
100%
100%
100%
100%
Table 5.10 showed that 45% of the respondents claimed that business remain
unchanged (status-quo) compared to the last two years. This figure includes all
respondent from professional/office sector, retail business 48.4% and other sectors
42.9%. Another 40% of the respondent’s claimed that their business volume is
100
declining. However, a minority 15% sees an increase in business volume. Most of
food and beverage outlets suffered a decline 58.3% followed by others sectors, such
as medical hall and photocopy 42.9% and retail business such as sundry shop, shoes,
uniform and stationery 37.5%.
From the finding, it seems that economic outlook in the city centre are not as
vibrant as predicted by the local government, particularly professional and office
sectors due to lack of regional investments. Nevertheless, 25% of the respondents
whom operating food and beverage outlets and 14.1% in retail business saw an
increase in business volume. As shown in Table 5.11, business operating years may
influence business prosperity. Companies that have been operating for 11 years and
above see their business were declining, whereas those operating less than 10 years
showed optimistic growth. Therefore, it is important for the researcher to find out
what are the factors and reasons that affect the business prosperity in Johor Bahru
city centres
Table 5.11: Number of Years vs Business Prosperity
No. of Year
Increase
Status-Qua
operating
1-5 years
11.1%
66.7%
6 -10 years
21.4%
28.8%
11 years and above
16%
34%
Total
15%
45%
Source: study of survey questionnaires
Decline
Total
22.2%
50%
50%
40%
100%
100%
100%
100%
The following analysis in Table 5.12 could demonstrate a better scenario of
the actual cause of it.
Table 5.12: Factors Affecting Business Prosperity
No
Factors
Finding 1st major
1 Parking
Very important
2 Pedestrian Flow
Important
3 Rental too Expensive
Important
4 Congestion
Important
5 High Crime Rate
Important
6 Poor Public Transport Not so Important
Source: study of survey questionnaires
%
64
53
48
44
43
44
Finding 2nd major
Important
Very Important
Not so Important
Not so Important
Very Important
Important
%
25
26
39
30
37
39
101
The survey showed that parking and pedestrian flow (two most significant
factors) and high crime rate were very important factors that affect business volume.
Based on the previous survey on the shoppers, only 18% of the respondents went to
city centre daily. Obviously, this could affect the volume of business. Merchants are
also expressing their concern in high crime rate, expensive rental, traffic congestion
and poor public transport.
Seventy-three percents of the respondents has no intention to relocate their
business although 40% said their business is declining. Only 27% respondents
considering relocation to the fringe of city centre, suburbs or shopping mall such as
Taman Pelangi, Taman Sentosa, Bandar Baru UDA, Taman Universiti, Taman
Ungku Tun Aminah, Pelangi Plaza and Jaya Jusco. They are mostly merchants that
have been in business about 6 to 10 years 42.9% and nine-to-five operators in retail
sectors (handphone, fashion and flower). Professional/office sector and merchants
operating between 6 a.m to 6 p.m have no intention to relocate at all. See Table 5.13.
Table 5.13: Intention to Relocate and Choice of Location
Choice of Location
Intention to
Relocate
Fringe of Suburbs
Shopping
Remain in City
City
Mall
Centre
Centre
Yes
14
5
7
1
No
2
4
2
65
Total
16
9
9
66
Source: study of survey questionnaires
Total
27
73
100
Generally, businesses tend to relocate to area with high volume of pedestrian
flow. However, in the case of Johor Bahru, as indicated in Table 5.13, 73% of the
merchants have no plan to relocate. There are few reasons for them to remain in the
city centre:
I.
II.
They had established local and regular customer’s base
They are getting old and their children are not interested in taking over their
business
III.
Just want to maintain the business as a past time (or have no plan to expand
it)
102
IV.
The rental in other areas, for instance, Taman Pelangi, Taman Sentosa and
Century Garden is more expensive than city centre, and
V.
They believe city centre is still relevant and has good potential in doing
business.
In order to achieve the objective one of the study, the improvements
suggested by the merchants are highlight as per Table 5.14 and Table 5.15
respectively.
Table 5.14, the analysis indicated that majority of the respondents suggested
city centre needs more shopping centre 63% and leisure developments 58%
Table 5.14: Future Planning for City Centre
Residential
Developments
Percentage
Yes
42.0
No
58.0
Total
100.0
Source: study of survey questionnaires
Response
Leisure
Developments
Percentage
58.0
42.0
100.0
Shopping Centre
Percentage
63.0
37.0
100.0
Table 5.15: Types of Retail Mix
No Types of Retail
Finding 1st major
1 Food & beverage
Very important
2 Fashion
Not so important
3 Toy shops
Not so important
4 Book store
Not so important
5 Gift / flower shops Not so important
6 Cinema
Not so important
Source: study of survey questionnaires
%
36
43
50
41
39
38
Finding 2nd major
Not so Important
Very important
Important
Important
Important
Important
%
30
23
25
37
30
38
Retailers still have major influence in business activities at the city centre,
although 36% of the respondent view food and beverage outlets are very important.
Other types of retail considered important are toy shop, book store, gift or flower
shop and cinema as per Table 5.15. In brief, the result found that the retail mix in
city centre was considered poor with lack of choice and quality. This view also
shared by the shoppers in the early part of the analysis.
103
Another area that requires improvement suggested by the merchants is the
quality of public services because the efficiency of public service helps greatly in
improving the quality of life, which was one of the most important factors that affect
the revitalization. The survey indicated that the public toilet was very poor 68% and
security and repair of sidewalk/pavement are poor as well. Other areas considered as
being poor are waste collection, maintenance of public facilities, street cleaning and
marketing and promotion as shows as per Table 5.16. This view was also shared by
the shoppers in the previous analysis.
Table 5.16: Quality of Public Services
No Areas of services provided by
(MBJB)
1 Public Toilet
2 Security
3 Repair of Sidewalk/Street
4 Maintenance of Public
Facilities
5 Cleaning
6 Marketing and Promotion
7 Street Sign
8 Street Light
9 Waste Collection
Source: study of survey questionnaires
5.4
Finding 1st
Major
Very poor
Poor
Poor
Average
Average
Average
Average
Average
Average
68
47
35
48
Finding 2nd
Major
Poor
Very Poor
Average
Poor
18
28
34
27
42
41
40
37
35
Poor
Poor
Good
Good
Good
25
23
26
26
28
%
%
Analysis of Public Agencies/Non-Profit Organisations
Public agencies and non-profit organisations are two of the most important
urban actors in the city centre revitalisation. The support from the public agencies or
non-profit organisations in terms of policies, legislation and other resources such as
government grants, technical support are crucial to the revitalisation of city centre.
Therefore, their views on the factors that affecting the quality of life is crucial to this
study.
In order to achieve the Objective One of the study, 70 questionnaires been
distributed, however only 45 were returned. In this case, two questions was posed to
104
the respondents on their opinion of what is the most important issues facing their
community that affect the quality of life in Johor Bahru city centre and what kind of
improvement deemed critical to make Johor Bahru city centre a good place to live.
The main objective of this analysis is to measure the components of quality life as
mentioned in the Chapter 2. According to Azahan et. al (2009) a city’s quality of
life often linked with its environments, infrastructure and other social components
such as good environment, good public facilities, good public transport, and efficient
and effective public management. The understanding of the qualify life index can
help the local authority understand what factors affect the revitalisation of city
centre.
In Table 5.17, 97.8% of the respondents felt that security and safety measures
such as installing street light, CCTV and police patrolling is the most important
measurements that affect the quality of life in the city centre. About 84% of the
respondents observe efficient and good connectivity of buses/taxi (public
transportation) as the second most important element towards good quality of life.
Large number of respondents 82.2% view clean environment such as clean city and
good air quality is important as well. Roughly small numbers of respondents
64.4%said traffic management such as available of parking facility and reduces
traffic congestion in city centre are important elements for city centre. Provision of
excellent public facilities namely parks, pedestrian walk way, public toilet, bus
stop/stand another important factors to provide a good quality of life , others such as
Job opportunity, shopping and communities services as stipulated in the in
Table.5.17
Results in Table 5.18 showed significant factors to improve quality of life.
Amongst the most important improvement for city centre to become a good place to
live are safety and effective public services such as cleanliness and maintenances of
public assets such as street furniture and landscape, which score a higher mean value
of 4.76. Others areas that need the improvement is public facilities (bus stop, parks
to a name of few) with mean value of 4.42; good entertainment outlets 4.04 which
include food and beverage outlets such as fast food
restaurant, international
restaurant, bar, bistros and café; both deemed to be strategic to bring life back to city
105
centre. The view was also shared with other two urban actors, namely shoppers and
merchants.
Table 5.17: Case Summary
Case Summary
Cases
Included
Excluded
N
Percent
N
Percent
Security Measure
44
97.8%
Public Transport
38
84.4%
Community Services
16
35.6%
Environment
37
82.2%
Traffic Management
29
64.4%
Job Opportunity
17
37.8%
Shopping Centre
17
37.8%
Public Facilities
29
64.4%
Others
12
26.7%
Source: study of survey questionnaires
1
7
29
8
16
28
28
16
33
2.2%
15.6%
64.4%
62.2%
35.6%
62.2%
62.2%
3606%
73.3%
Total
Perce
nt
45
100%
45
100%
45
100%
45
100%
45
100%
45
100%
45
100%
45
100%
45
100$
N
Table 5.18: What Areas of Improvement Deemed Important to Make Johor Bahru a
Good Place to Live
Public facilities
Clean environment
Parking spaces
Traffic management
More entertainment.
outlets
Maintain the building
appearance
Safety
More residential
development
More leisure
development
More shopping centre
N
Mean
Std. Deviation
45
45
45
45
4.42
4.76
3.84
3.80
.621
.435
.706
.625
Std. Error
Mean
.093
.065
.105
.093
45
4.04
.706
.105
45
3.98
.452
.067
45
4.76
.712
.106
45
3.73
.720
.107
45
3.47
.757
.113
45
3.53
.757
.113
106
5.5
Achieving Second Objective of the Study
Participation and support from all urban actors such as public agencies/nonprofit organisations and individual trade business (merchants) are important to ensure
successful city revitalization effort (Fosier, 1982). The government can’t act alone.
In this case, total of 100 questionnaires has been undertaken for the Merchant and 70
questionnaires for Public Agencies and Non-Profits Organisations.
The detail of the data analysis for objective two are presented in the following
flow chat as shows in Table 5.19.
Table 5.19: Flow of Data Analysis for Achieving Objective Two
Item
Urban actors
s
Merchants
1
1. To select the most appropriate
Urban Management Model
2. Why BIDs
3. Why TCM?
4. Why no comment?
5. Why not BIDs
6. Why not TCM
7. Why not NMSP
1. Activities that been practiced by
Bids
2. View on BID/TCM/NMSP
3. Choice or select the most
appropriate urban management
model
4. Why BID/TCM/NMSP?
5. Why not BID
6. Why not TCM
7. Why not NMSP
Source: study of survey questionnaires
2
5.5.1
Public Agencies/NonProfit Organisations
Particulars
Questions
15
16
17
18
19
20
21
1
5
6
7
8
9
10
Analysis of Merchants
Well-organized urban management model with good management capacity
that can provide effective services to their urban dweller is critical to ensure bright
107
future of the city centre. In this case, there are three urban management models that
have been discussed in Chapter 2, namely the BID, TCM and NMSP. These three
management models have become very popular and widely practiced and accepted
by the public and private sectors as one of the mechanisms for urban revitalization in
many countries such as America, Canada, Britain and Spain.
In order to achieve the Second Objective of the study, a total of 70
questionnaires have been distributed among selected public agencies/non-profit
organizations and with 64% return rate.
The survey was conducted through
personnel interview as mentioned in Chapter 4.
Table 5.20 shows that majority 42% of the merchants view BID as the most
appropriate model that should be implemented in the city centre while another 22%
of the respondents said TCM is more appropriate model. Thirty-six percents of the
respondents believed that any urban management models suggested are not necessary
since local authority’s already undertaken public services.
Table 5.20
Select the Most Appropriate Urban Management Model
Frequency
BID
42
TCM
22
No comment
36
Total
100
Source: study of survey questionnaires
Percent
Valid Percent
42.0
22.0
36.0
100.0
42.0
22.0
36.0
100.0
Cumulative
Percent
42.0
64.0
100.0
Table 5.21 shows that 24% of the respondents whom selected BID believed
that BID capable to improve the business volume and22 % respondents believed that
the management and its members will be more committed to provide their best
services for their members. Another 18% of the respondents believe that BID can
improve the security in the city centre, 16% of the respondents’ view that BID helps
to improve the public services if implemented in the city centre. Minority 9% of the
respondents believed with BID management it can help to improve property value
and 11% of the respondents view BID can joint forces with the tourism board to
108
promote Johor Bahru city centre by organising more cultural events, assist the
members in business expansion, staff training or to market and rent the property
(some of the components specified as “others”).
In Table 5.22 shows 25% of the respondents are confidents that with the
additional services provide by TCM it will improve the public services. Another
18% view it help to improve the environment of the area. Whereas 20% respondents
think that TCM is not compulsory by law unlike the BID and more flexible
approaches and 15% pointed out that TCM cover wider area unlike BID only in
designated area.
Table 5.21: Why BID
Frequency
24%
9%
18%
16%
22%
11%
Percent
24%.
9%
18%
16%
22%
11%
Frequency
Percent
Improve the public services
Flexible approaches
No designated areas
25%
20%
15%
25%
20%
15%
Not compulsory by law
Improve the environment
20%
18%
9
20%
18%
90
Improve business volume
Improve property value
improve the security in city centre
Improve the public services
Commitment members and management
others
Source: study of survey questionnaires
Table 5.22: Why TCM
Others
Source: study of survey questionnaires
In Table 5.20, shows 36% or the respondents who does not respond to select
any of the urban management models and also do not want to comment, when asked
why they do not comments, the reason given shows as per Table 5.23, noted that
35% of the respondents was not interest in any urban management models, 15% of
the respondents do not want to know about it, 20% of the respondents think that it no
109
purpose at all and 18 % were not in the position to comment, lastly, 17 % of the
respondents do not want to waste their time on this issues.
Whereas, when asked the same respondents that selected BID and why they do
not select TCM, the reasons given by the respondents are stated as Table 5.24.
Table 5.23: Why No Comments
Do not interest in any of the Model
Do not want to know
No purposes
Not in the position to comment
Do not want to waste time
Source: study of survey questionnaires
Frequency
Percent
35%
15%
20%
30%
15%
20%
18%
18%
17%
17%
In Table 5.24 shows that 25%of the respondents think that if to rely only from the
local government and major retailers or from the membership fees to fund the
programmes and activities, the fund might not be able to cover the operation costs.
However, 23% of the respondents also sceptical on how they deal with free rider.
Whilst, 18% of the respondents worry that the local council may neglect in their
normal routine services to the area. Another 15% of the respondents view it is not a
long term solution if the organisation were to heavily depend on volunteers to
provide most of the activities and function. Minority 9% of the respondents view
TCM may not represent the interest of the community.
Table 5.24: Why Not TCM
Frequency
Percent
25%
25%
23%
18%
23%
18%
Volunteers to run the activities/function
15%
15%
Do not represent the interest of community
Source: study of survey questionnaires
9%
9%
Depend on Local Government /Major retailer
in financial support
Free rider issues
Local Council neglect in their services
110
On the other hand, In table 5.25 when the question was posed to the same
group of respondents, why they do not select NMSP, 39% of the respondents think
that this can be another programme that government try to create and will not be
sustainable 23%. They also pointed out the programme such as beautification of JB
town centre in 2005, the impact and result were disappointed 20%. Another 15% of
the respondent view NMSP was created by the special historical preservation society
which might not suitable to the local content as it focus mainly on preservation of
historical sites.
Table 5.25: Why Not NMSP
Another programme created by Local
Government
Can not sustain
Failure in Beautifying program 2005
Focus on historical preservation
Frequency
Percent
39%
39%
23%
20%
23%
20%
15%
15%
Source: study of survey questionnaires
Whereas, when the respondents was asked why they do not select BIDs, 35 %
of the respondents stated that they do not wish to pay double tax which is part of the
tax regime under BID programme. Another 20% of the respondents views that when
the organisation tend to create powerful business forums over time, it may lead to
political conflict with local and other government bodies. The other 18% of the
respondents afraid the public place in the designated area will be privatise to generate
revenue to support their activities.
Table 5.26: Why Not Bid
Why paid double tax
Conflict between local and other government
bodies
Privatise public places
Frequency
Percent
35%
30%
20%
20%
18%
18%
111
5.5.2
Analysis of Public Agencies and Non-Profit Organisation
The main objective of this analysis is to select the most appropriate urban
management model for the city centre revitalisation. In this respect, the activities
carried out by BID were divided into four themes in Section II; for private/non-profit
organisation’s questionnaires, a total of four questions were been presented to the
respondents with aim to gain some feedbacks on extra levy or tax that might be
introduced to enhance the public service; and which components in BID that gain the
support or opposition from the respondents.
In Table 5.27, results showed that respondents whom agreed to additional
levy or tax said that the fund shall be channelled towards cleaning of the street/side
walk, which is the highest priority mean of 4.49, followed by proper waste
management 4.42, cleaning of public toilet 4.40 and removing of litter/graffiti 4.0.
The support of trimming the tree and to improve the physical appearance of the old
building are equivalent important has mean value between 3.36 – 3.87.
Table 5.28 showed that the respondents are willing to pay and support for
services to enhance the security of the area by employing security services 58% to
patrol within the city centre to reduce the crime rate. Another 53% of the respondents
will support the organization to install CCTV in the areas. A mere 1% of he
respondents say to install more street light.
Table 5.27: Additional Levy/Tax
Types of Public Services
Cleaning of street/sidewalk
Waste management
Imposed
Cleaning of public toilet
Additional
Removing of litter/graffiti
Tax/Levy
Trimming the tree/plant
Improved physical appearance of the
old building
Source: study of survey questionnaires
Mean
4.49
4.42
4.40
4.00
3.87
Mode
Support
Support
Support
Support
Support
3.36
Support
112
Table 5.28: Security Measures in the City Centre
No
Safety
1 Employed security services
2 Install more street light
3 Install CCTV
Source: study of survey questionnaires
Percentage
58%
51%
53%
Mode
Support
Support
Support
Finding in Table 5.29 showed that majority of the respondents will support
the management to manage transportation and parking, particularly in providing
better shelter for the bus stop in city centre 66%. Concurrently, 58% of the
respondents whom supports the levy suggested the fund to be directed in providing
more parking spaces in the city centre to curb the parking problem as well as
improving the signage in the city centre. Fifty-three percents of the respondents
support the management to undertake measures to improve public transport services.
Table 5.29: Improvement in Transportation and Parking Management
No Transportation and Parking Management Measures
1 Provide better shelter for bus stop
2 Increase car parking spaces
3 Improve the signage to city centre
4 Improve public transport services
Source: study of survey questionnaires
Percentage
66%
58%
58%
53%
Mode
Support
Support
Support
Support
Promotion and marketing/business retention and recruitment is one of the
main activities in TCM/BID management. Results in Table 5.30 indicated that most
of the respondents 57% highly supporting the effort to promote and market the city
centre through newsletter, promotional events and festive lighting to increase the
business volume and pedestrian foot flow to the retail markets in the city centre.
Other than that, more than 50% of the respondents suggested the management to
look into the business recruitment and retention of the city centre such as to promote
retail activities and lure more new businesses such as entertainment outlets to be set
up in the city centre.
The views from the public agencies and non-profit organizations in selecting
the most appropriate urban management model shown in Table 5.31 below:
113
Table 5.31 demonstrated that majority mean score 4.33 of the respondent
agreed that additional levy or tax in the designated area is justified and mandatory
participation from the retailer or property owners is critical for the management to
provide supplemental services to the city centre. They also unanimously agree that
free rider will upset paid participant. However, large portion of the respondent
disagreed that the fund will helps them in gaining funding from the major
retailer/private co-operate company or voluntary and used for preservation and
maintaining the historical buildings.
Table 5.30: Marketing and Promotion/Business Recruitment and Retention
No
Marketing and Promotion/ Business
Recruitment and Retention
1 To promote more retail shop
2 To provide news letter/ organize even and
festive lighting
3 To promote and attract more entertainment
outlets/ and new business to city centre
4 To promote and attract more leisure centre
such as indoor sport/cinema etc
5 To promote and attract more shopping
centre to city centre.
Source: study of survey questionnaires
Percentage
Mode
62
57
56
Support
Highly
Support
Support
51
Support
40
Support
Table 5.31: Funding for Revitalisation City Centre
Funding for Revitalisation
City centre
Easy to gain funding from major
retailers/co-prorate company and
voluntary
Compulsory to collect money
from the retailer/property owners
Free rider upset the other
members
Legalize the additional tax/levy
in designated areas
Pilot Project fund by
government is necessary to kickstart but not a long terms plan
Priority allocation of fund in
preservation of historical
buildings
Source: study of survey questionnaires
1.89
Standard
deviation
0.959
Disagreed
4.33
0.798
Agreed
4.33
0.798
Agreed
4.33
0.798
Agreed
3.87
0.757
Agreed
1.96
0.601
Disagreed
Mean
Mode
114
Overall, based on the result shows that large number 93% of the respondents
included public agencies and non-profit organisations agreed with BID model,
because most of their responses falls within the categories of BID practices such as
to legalise BID by law to compulsory collect additional tax/levy from the landowner
or mandatory participation from the merchants in the designated area and they do not
encourage free rider to enjoy the benefits from BIDs areas.
In this part of survey, a summary of the three types urban management
models have been emailed/posted to the respective respondents for them to grasp the
idea of urban management models prior proceeding with the questionnaires.
Finding Table 5.32 showed that majority 93% of the respondents viewed that
BID is the most appropriate urban management model to be implemented for Johor
Bahru city centre revitalisation because of:
Table 5.32: Urban Management Model
Frequency
Percent
BID
42
93.
TCM
3
7
Total
45
100.0
Source: study of survey questionnaires
Valid Percent
93.
7
100.0
Cumulative
Percent
93.
100.0
Seventy-three percents of the respondents believe that BID may enhance the
property value in the city centre and business volume as well. More than 65% of the
respondents confident that BID is financially sustainable to support its activities.
Another 60% of the respondent shared similar idea that BID, as a public-private
organisation managed by the professionals, could provide more effective and
efficient public services to the urban dweller. Fifty percents of respondents view that
BID members and board of directors are more committed to their organisation. A
minority 15% of the respondents (classified as “other”) viewed that BID shall be
implemented in small, designated area such as shopping mall primarily because it
will reduce the free riders issues.
115
However, when the questions was posted to the same group of respondents,
why not TCM? Table 5.34 below shows that majority 65% of the respondents have a
doubt whether the local community are ready to support and assist the management
to facilitate its implementation. Another 58% of the respondents pointed out that
most of the property owners do not live in this area; they will not be interested in the
developments. Another reason given by 45 % of the respondents are the financial
status of TCM, if the organisation is heavily depend the fund and resources from
major retailers, voluntary, memberships fees and other revenue from the
advertisements, space were they able to sustain for long term? Majority 70% of the
respondents mentioned that they would not pay for free rider to enjoy the benefits.
Table 5.33: Why BID
Improve business volume
Improve property value
Self sustain
Improve the public services
Commitment members and management
others
Source: study of survey questionnaires
Frequency
71%
70%
65%
60%
50%
15%
Percent
71%
70%
65%
60%.
50%
15.%
Frequency
Percent
65%
65%
58%
45%
58%
45%
70%
70%
Table 5.34: Why Not TCM
Commitments and assistance from local
community
Commitment from property owners
Financial status
Free Rider issues
Source: study of survey questionnaires
Finding from Table 5.35 shows NSMP was not been consider by the
respondents (50%) because to get grant from Federal government or local
government take a very long process and wasting of human resources and time.
Twenty five percent of respondents’ view that NMSP is not easy to gain the support
from local community and 20 % of the respondents to not agree with the four points
programmes because it might not fit into the local content. The goal set by the NMSP
116
is focus more on the architecture and physical structure of preservation of historical
buildings. Fifteen percent of the respondents think that it is another government
project and local community have no power to voice their opinion if the project is
government lead. It served no purposes.
Table 5.35: Why Not NMSP
Frequency
Percent
50%
50%
50%
50%
25%
25%
20%
20%
Another government project
15%
15%
No power to voice if government lead
15%
15%
Not easy to get grants from federal/local
governments
Wasting of human resources and time
Not easy to gained support from local
community
Approaches not suitable
Very small number of respondents 7% opposing the ideas of BID, stating that
it is confined to particular areas only, could resulted in socioeconomic problems as
well as burdens the retailers or merchants with extra tax or levy. Nevertheless, they
preferred TCM because:
I.
They believe that the major retailers or corporate companies will support
TCM because they will benefit more if the pedestrian flow increases. At the
same time they can get government to support them in the form of
grants/incentives.
II.
TCM is not compulsory and does not focus in specific area. It can go to very
wide area or within small, specific area only.
117
5.6
Conclusion
Finding from the three urban actors showed as follows:
i)
First Objective of the study: To identify the factors that affects the
quality of life for city centre revitalisation.
Survey among shoppers demonstrated that there is a relationship
between the mode of transport and availability of parking spaces.
The
finding showed that 82% of the shoppers travel to city centre by private car.
They somewhat reluctant to shop in city centre because lack of parking
spaces, traffic congestion and poor public facilities. Therefore, they choose
to shop in others shopping centres such as hypermarkets and other shopping
mall, to name a few, Pelangi Plaza and Holiday Plaza.
Eighteen percents of the shopper whom travel to city centre daily does
not shop, instead they have other agenda: to visit the bank, for business, to
government offices, working in city centre or going to Singapore. Other
factors influence the shopper for not shopping at city centre are poor security,
poor public facilities and poor retail mix.
Survey among merchants indicated that there is a relationship between
business prosperity, pedestrian flow and public facilities.
Most of the
merchants 40% stated that business volume in city centre is declining. This is
because there is not enough pedestrian flow, parking spaces, poor security,
poor public facilities, poor retail mix and lack of leisure centre and shopping
centre in city centre. Merchants that identify their businesses remain status
quo are mainly professional/services sector and retail sectors.
Nevertheless, 73% of the merchants have no intention to relocate even
despite the fact that their business is declining or remain status-quo. This was
because they are getting old, rental in others areas are too expensive and they
118
depends on regular or local clients. This indicated that city centre still have
good potential to do business.
Finding from public agencies and non-profit organisations signify
quality of life in the city centre need to be improved, especially in the area of
safety
and
security,
public
facilities,
transportation
management,
environment, and job opportunities. A city that provides a good quality of life
is the main factors that affect the city centre revitalization.
Urban actors sees the following improvements are critical: providing
more parking spaces, improve public facilities, better retail mix, increasing
safety measures and efficient and effective transportation management.
ii)
Second Objective of the study: To examine the most appropriate
urban management model for revitalisation
Result from the survey among merchants indicated 42% of the
merchant in the city centre would support the implementation of BID in the
city centre. They believe BID will:
I)
Help to increase business volume;
II)
Members are more committed to prove their best services for
their members;
III)
Improve the security and safety; public services to the area;
IV)
To organise more culture events to promote the area
V)
To assists the members in business development and
expansion, provide training for their staff
VI)
Help to rent the property and improve the property value.
119
However, the finding showed that TCM and NMSP were not preferable by the
merchants because of:
I)
No strong financial back up, rely fund from local government and
major retailer or from membership fees
II)
Encourage free rider
III)
Additional public services provide by TCM might lead to local
council neglect their services to the area
IV)
Uncertainty of human resources and management if depend volunteers
to carry out the operation or management.
V)
TCM may not represent the interest of community as the fund mainly
come from major retailers or local government.
VI)
NMSP is another project created by the local government and do not
have confident with their programme.
VII)
NMSP focus more on historical preservation and not suitable for local
contents.
On the other hand, BID was endorsed by large portion (93%) of the public
agencies/non-profit organisations. This is primarily due to:
I)
BID will take care of the city centre much better; and additional
services from BID will help to improve security, transportation
management, public facilities and marketing and promotion of the city
centre.
II)
BID helps to improve the property value and increase business
volume;
III)
Financially independent
IV)
BID are more organised and managed by professional.
V)
More effective and efficient services providers
VI)
Members and board of directors are more committed to the
organisation
VII)
No free rider issues
120
Whilst, the finding of the public agencies and non-profit organisations opposed the
other two models TCM and NMSP because of:
I)
May not get support from the property owners
II)
Financially dependent on major retailers, local governments and
others source of income from membership fees and so forth.
III)
Free rider problem
IV)
NMSP not suitable to local contents ,the programme mainly created to
protect and preserve the historical site
V)
Not easy to get fund from government and the process is lengthy and
time consuming.
VI)
NMSP is another government project and do not represent the local
community interest.
Overall, the comments from the merchants and the public agencies and nonprofit organizations are positive.
As mentioned in the Chapter 2, formation of BID requires minimum 50%
“yes” votes from the merchants/owners in that area, indicating proponents of BID
shall execute more publicity, campaigns or conduct seminars to create awareness and
educate potential members on benefits of BID to their business and also to their wellbeing.
CHAPTER 6
CONCLUSION AND RECOMMENDATIONS
6.1
Introduction
The main purpose of this chapter is to discuss the findings of the data
analysed in Chapter 5. This chapter will also outline the limitations of the study.
Finally, this chapter offers suggestions and recommendations for future research, to
encourage other researchers to improve the city centre urban management.
The city centre is the soul of the city’s social and economic activities.
However, due to many reasons, some cities are in decline. In the Johor Bahru city
centre, the decline of the city is mainly due to the degradation of the quality of life,
the land use pattern, the image of the city centre, the cleanliness, and the
characteristics of the retail activities and the public facilities as mentioned in Chapter
One. Therefore, in order to revitalise the city centre, a public-private partnership in a
form of urban management models namely BID, TCM and NMSP were proposed to
manage and improve the city centre to prevent it from experiencing further decline.
6.2
Finding
Overall, research objectives were successfully achieved.
findings of the research, the following conclusions were drawn:
Based on the
122
I.
First Objective: To Identify The Factors That Affects The Quality of Life
for City Centre Revitalisation
To achieve the objective of this study, the researcher conducted interviews
with three different groups of urban actors: shoppers, merchants, and public
agencies/non-profit organisations. The statistical analysis had drawn an important
viewpoint from the urban actors on what improvements needed to make the city a
good place to live.
Firstly, the shoppers, merchants and public agencies and non-profit
organisations are of the opinion that personal safety is the main concern to many
shoppers and visitors. If the city is safe, then they can feel free to walk around
without fear of being the victim of crime. Urban actors suggested regular police
patrols in the city centre as one of the best solutions to curb the high crime rate.
Secondly, the improvement of car park facilities or consider improving the public
transport system to encourage visitors and shoppers to use public transport rather
than be dependent on private cars.
Thirdly, was to improve the cleanliness of the streets and pavements and to
develop and divert more up-market retail and high quality entertainment and eateries
outlets for all age groups are also suggested. At the same time, the planning policy
should provide provisions for more shopping centres, leisure centres and residential
developments in the city centre. This would give more choices for visitors and
shoppers, rather than the limited shopping destinations currently available in the
Johor Bahru city centre.
Finally, the other improvements that suggested by the respondents was the
city council shall look in promoting the city centre, coordinate marketing with the
merchant, tourism board and so forth to organised event schedule and others outreach
effort to bring business and customers to city centre. In addition the city council
should improve the quality of services to meet respondent’s expectations.
123
To conclude, the urban actors urged the city council to take proactive actions
in improving public facilities, creating a pleasant townscape, tighten security, better
traffic management, good marketing and promotion strategy, and develop more upmarket retail and entertainment outlets and above all, a viable economy.
II)
To Identify the Most Appropriate Urban Management Model for
Revitalisation
The Second Objective of this study is to examine the most appropriate Urban
Management Model for Johor Bahru City Centre revitalisation. Findings conclude
that 42% of the merchants and 93% of the public agencies and non-profit
organisation prefer BID as the most appropriate model for Johor Bahru city centre
revitalisation. They believe that additional tax imposed will made the organisation
financially sound and independents, with the fund, the organisation can carry out all
the activities such as cleaning, security, traffic management, promotion and
marketing to improve the business environment of the city centre to remain
competitive.
Secondly, the result of the study found that the respondents believe
that BID is useful tool to attract new business investments, furthermore it helps to
improve the business volume and property values in the city centre. Thirdly, BID is
confine to the designated area to prevent any free rider issues and much easy to
management.
Finally, the studies found that respondents are very optimistic with the
capability of BID and confident that the management and its professional team are
more committed to the organisation and it members to achieve specific goal.
However, there are some negative responses that viewed BID might bringing
social problem to other neighbourhood area as it focus on a define district.
Moreover, some of the retailers or property owners think that they have to pay more
tax or levy. They also argue the necessity of alternative services provider because
job scope of BID is fundamentally within the responsibility of city council.
124
To conclude, the study confirms that most of the urban actors whom
interviewed are interested in implementing BIDs and agreed to provide full support
to improve the city centre business environment.
6.3
Suggestions and Recommendations
The findings and discussions from this study would serve as an important
reference, and the following recommendations and suggestions are useful to the
relevant groups of urban actors:
6.3.1
City Council and Local Government
The primary role of the city council is to provide high quality of life to their
inhabitants, by providing efficient public services and management.
Therefore
public sectors of the future need to be more citizen-focused, more business-like and
mastering technology in order to provide high quality services to the users. In order
to achieve this, it is essential for city council to continually provide long-life training
programme in strategic areas such as communication skills, product knowledge and
public relationship.
Coordination between public and private sectors is vital in attracting
additional resources and to exchange knowledge and expertise towards realisation of
the long-term vision and strategic plan for sustainable city.
6.3.2
Private Sectors: Individual Merchants and Corporate Companies
It is important for the private sectors to take part in the city centre
management, and they should pay more attention to the current planning policies and
125
becoming active participant. The private sector possesses necessary knowledge and
expertise. Besides that, they should also provide training to their staff to improve
knowledge of the products, sale tactics and how to handle the customers to make
them more comfortable in this customer-oriented market.
At the same time,
merchants shall drive motivation of their workers and award or recognise them for
their hard work. This measure can help to improve the level of productivity and
services
The image of the company depends on the front-line employees; this staff
could play a key role as “ambassadors” for urban renewal. As for the merchants,
they have to adjust their business attitude, understand the market trends and
customers needs by offering business friendly policy such as, internet marketing,
promotion and ordering their customers.
6.3.3
Non-Profit Organisations
Non-profit organisations play a very important role in the city centre
management because they have vast and unbiased knowledge, expertise, power and
resources. Moreover, they are capable in building relationship between the public
and private sectors. The involvement of non-profit organisation is crucial as they can
help to develop training programmes for the youth, employment and all aspects
relating to their career enhancement.
The organisation also able to help to negotiate with the government agencies
on foundation for funding for ongoing services or for projects, they are able to
communicate strategically with the media, knowing when and how to approach them.
They also the source of public voice and act as the intermediary party between the
public and private sectors to resolve problem. Furthermore they collaboratively
work with other agencies to achieved community goals and ensuring that the public
services are constituent with the mission.
126
6.4
Limitation of the Study
In undertaking this study, several problems were encountered and the
following limitations should serve as the parameters for further studies:
i.
This research only focused on the Johor Bahru City Centre, and cannot be
generalised for other states or districts. There is no standard solution that
could be applied for all of them because city centres do not have identical
problems. Every district is different in their local contents, organisations,
management, functions and activities. For this reason, modifications, and
adjustments are needed if there is an attempt to implement BID in their areas.
ii.
This research focused on the public-private partnership between the four
urban actors. As mentioned earlier, the success of the partnership depends
solely on the partners itself. In general, conflicts and unequal shares of power
may occur and it may cause the partnership to dissolve or fail.
iii.
The implementation of BIDs needs the support from the local government to
legalise the policy to collect the levy. As this model is new to the Johor State,
it needs time, money and resources to educate the public on the concept of
BID functions, activities and benefits it could create for the city centre.
6.5
Recommendations for Future Studies
As a follow up to this study, there are a few issues which could be further
studied. The main issues that could be explored are:
i.
Partnerships between the local government and the retailers in marketing the
city centre.
It is important that the local government understands the retail and
commercial activities in the city centre. Retail and commercial activities are
the main economic source, driven sustainability and viability of the city
127
centre.
Therefore it is vital for local government to include retail and
commercial activities in their planning and development plan. Indeed, local
authority tends to focus on the attraction of inward investment and tourism
revenue (William, 1996), while viewing services, including retailing as being
of secondary importance.
In fact, retailing is important to urban economies and revitalisation, and it
should not be underestimated. Therefore the interaction and collaborating
between them is vital in developing marketing and promotional synergies
such as events and festivals season in the city centre.
ii. The Importance of Retailers’ Involvement in City Centre Revitalisation.
Retail activities is an important part of the city centre economies,
consequently, retailers have a vested interest in the success of the city centre
revitalisation program.
The retailers are often interested in and most
valuables contributors to the city centre promotional activities. By involving
the retailers, they can help to publicise the local programs with media to
promote the area
Furthermore, the multinational stores and private companies are capable of
providing good entrepreneurial skills, human and capital resources and
expertise in management. At the same time, they can help in building a
strong culture of support for independents businesses, and implementing
business and marketing strategies to promote communities to shop locally.
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143
APPENDIX A
THE LAND USE PATTERN IN CBD AREA: JOHOR BAHRU
Land Use
1
2
3
4
5
6
7
8
9
Residential:
Kampung House
Commercial
Industrial
Institutions and Public Facilities:
Police Station
National Bank
Utility Board (TNB)
Mosque
Sikh Temple
Hindu Temple
Park and recreation
Roads and facilities:
Road/Pedestrian Walkway
Parking Lots
Infrastructure and utility
Cable
Vacant land
Building in Process
Total Size
Size (Acre)
Percentage (%)
0.17
0.10
61.14
0.20
36.86
0.12
3.02
5.98
0.56
0.14
0.87
2.89
5.73
1.82
3.60
0.34
0.08
0.52
1.74
3.45
61.33
13.87
36.97
8.36
0.03
1.67
8.29
165.80
0.02
1.01
5.00
100.00
Source: Laporan Inventori Plan Tindakan Perujanaan Semula dan Pemeliharaan
Bandaraya Johor Bahru, 2005.
144
APPENDIX B
TOTAL NUMBER OF HOLDINGS AND CONDITION OF HOLDINGS IN
JOHOR BAHRU CBD AREA
Number
of
holdings
Percentages
(%)
Wong Ah
Fook
83
Trus
Road
Condition
Good
Fair
Bad
Planning
17.85
23
48
5
7
122
26.24
49
64
9
Stesen
4
0.86
4
Meldrum
29
6.24
19
8
2
Siew Nam
14
3.01
3
1
10
17
3.66
4
14
3.01
7
7
Segget
33
7.10
15
16
Pasar
3
0.65
Ibrahim
43
9.25
8
34
1
Tan Hoik
Nee
47
10.11
13
33
1
Dhoby
31
6.67
20
11
Duke
7
1.51
Pahang
15
3.23
Sulaiman
3
0.65
1
465
100.00
151
Ungku
Puan
Lee Thye
Heng
Total
13
2
3
5
2
12
3
2
248
59
7
Source: Laporan Inventori Pelan Tindakan Penjenamaan Semula dan Pemeliharaan
Bandar Raya Johor Bahru (2004)
145
APPENDIX C
LISTS OF SECONDARY DATA
No
Secondary Data
1
Laporan Pasaran Harta 2000-2005
Property Market Report 2000-2005
2
3
4
5
6
7
8
9
10
11
Laporan Tahunan 2000-2005 from
Majlis Bandaraya Johor Bahru
(Annual Report from Johor Bahru City
Council) 2000-2005
Pelan Tindakan Penjenamaan Semula
dan Pemeliharaan Bandar Raya Johor
Bahru, Jan 2005
Pelan Tindakan Penjenamaan Semula
Dan Pemeliharaan Bandaaya Johor
Bahru, Nov 2005
Johor Bahru District Population
Census
Number of Holdings in Johor Bahru
Central Business District
Draft Local Plan of Johor Bahru 2020International City of the South
New Straits Time, Star, Utusan
Malaysia Articles
Economic Report Johor Bahru (20052008)
Johor Social and Quality of Life Index
Year 2005-2008
Criteria and Requirements for City
Council Status
Sources
Valuation and Property Services
Department, Ministry of Finance
Malaysia
Johor Bahru City Council (MBJB)
Planning Department, Johor Bahru
City Council (MBJB)
Planning Department, Johor Bahru
City Council (MBJB)
Property and Valuation Department,
Johor Bahru City Council (MBJB)
Property and Valuation Department,
Johor Bahru City Council (MBJB)
Planning Department, Johor Bahru
City Council (MBJB)
Local Newspapers
Unit Pelancong Ekonomik Johor
Bahru
Unit Pelancong Ekonomik Johor
Bahru
Kerajaan Tempatan Negeri Johor
(2005)
146
QUESTIONNAIRES
UNIVERSITI TEKNOLOGI MALAYSIA
Dear Sir/Madam
RE: FINAL SURVEY FOR SHOPPERS/ MERCHANTS AND PUBLIC
AGENCIES AND NON-PROFIT ORGANISATIONS
On behalf of UTM Skudai, Johor Bahru, we would like to take this opportunity to
thank you for your willingness to participate in this survey carried out by Miss Goh
Sce Yuan, Metric NO.MG053005, a postgraduate student of
UTM under my
supervision is conducting this survey as part of her research in Urban Management.
The survey finding is valuable in fulfilling and pursuing her master degree.
The objectives of her research are:
1) To examine the factors that affect the revitalisation of city centre
2) To identify the most appropriate urban management model for revitalization
of the city centre.
The findings of this survey shall be used solely for the purpose of research only
Thanking you in advance for your willingness to participate.
Thank you,
Yours Sincerely,
ASSOC. PROF. DR. BUANG BIN ALIAS.
………………………………………..
147
Questionnaires for Shoppers
SECTION A
Interview conducted at:
1.
Residence
within 5Km
within 6-10Km
within 11-15Km
more than 16Km
Office – please specific your occupation.
________________________________
2. Sex:
F
M
3. Age:
18 & under
19-30
31-45
46-60
61 & above
SECTION B
FOR THE FOLLOWING QUESTIONS PLEASE USE THIS SCORE GUIDE
1
2
3
4
5
Do Not Agree At
Do Not
Neutral
Agreed
Total Agreed
All
Agree
4.
Do you use the following facilities in city center?
(Tick all that apply)
1.
2.
3.
4.
5.
6.
7.
5.
Non-food shopping such as:
clothes, shoes, toys etc
Convenience
Visiting the Bank
Food & Beverage
To Post-Office
To Government Office
For Business
2
2
2
2
2
2
2
How often do you come to city centre?
Daily
6.
1
1
1
1
1
1
1
Weekly
Monthly
Seldom
How do you usually travel to city centre (Tick only one)
Bus
Car
Taxi
Motorbike
Others__________________
7.
Do you also shop outside Johor Bahru city centre?
Yes
No
8.
If Yes, where do you shop? (please specify)
3
3
3
3
3
3
3
4
4
4
4
4
4
4
5
5
5
5
5
5
5
148
SECTION C
FOR THE FOLLOWING QUESTIONS PLEASE USE THIS SCORE GUIDE
1
2
3
4
5
Very Good
Good
Average
Poor
Very Poor
9.
What do you perceive to be the main problems that the Johor Bahru city
centre currently experience?
1.
2.
3.
4.
5.
6.
7.
8.
Lack of Parking Spaces
Traffic Congestion
Not Safe Shopping in the Evening/Day
Poor Building Image
Poor Shopping Facilities
Lack Specialists Shops
Poor Quality Entertainment Outlets
Poor Public Facilities
(Public phone, toilet, bus stops etc.)
9. Dirty Streets
10. Poor Pavement or Sidewalks
11. Poor Signboards
12. Floods
10.
1
1
1
1
1
1
1
2
2
2
2
2
2
2
3
3
3
3
3
3
3
4
4
4
4
4
4
4
5
5
5
5
5
5
5
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
In your opinion, what is the current quality of the delivery of public services
in city centre?
1. Street Light
1
2
3
4
5
2. Street Cleaning
1
2
3
4
5
3. Waste Collection
1
2
3
4
5
4. Maintenance of Public Facilities
Example: furniture, bus stop
1
2
3
4
5
5. Repairs of Streets/Sidewalks
1
2
3
4
5
6. Public Toilets
1
2
3
4
5
7. Security - e.g.: robbery/ car and snatch theft,
8. Signed Board
1
2
3
4
5
9. Promotion or Marketing
1
2
3
4
5
10. Street Police
1
2
3
4
5
149
FOR THE FOLLOWING QUESTIONS PLEASE USE THIS SCORE GUIDE
1
2
3
4
5
Not At All
Not
Not So
Important
Very
Important
Important
Important
Important
11.
Would any of the following be likely to encourage you to visit Johor
Bahru city centre often?
Better Mix of Retail Outlets
1
2
3
4
5
(Pubs, restaurants, cafes)
1
2
3
4
5
More Shopping Centres
1
2
3
4
5
More Leisure Centres
1
2
3
4
5
Better Landscapes
1
2
3
4
5
Cleaner Streets and Pavements
1
2
3
4
5
More Parking Spaces
1
2
3
4
5
Additional Security
1
2
3
4
5
More Decent Entertainment Outlets
150
Merchants Questionnaires
SECTION A
1.
2.
What are your business/operating hours?
8 a.m. – 6 p.m.
10a.m. – midnight
24 hours
Nature of your business
Retail
Professional services/office
Others
Food & Beverages ( Pub, coffee shop etc)
Money changer
3.
Do you open 7 days a week?
Yes
4.
How many years have you been doing business here?
1-5 years
6-10 years
11 years above
5.
Where is you customer’s base?
Local
Walk In
No
Regular
6.
How is your business in general as compared to last years?
Increase
Stayed the Same
Decline
7.
If you assume a business is declining, do you intend to move out from the city
centre?
Yes
No
151
FOR THE FOLLOWING QUESTIONS PLEASE USE THIS SCORE GUIDE
1
2
3
4
5
Not at all
Not
Not so
Important
Very Important
important
important
important
8.
Which are the following reasons is most important that contributed to the
business volume?
Relative Low Pedestrian Flow
1
2
3
4
5
and Break In)
1
2
3
4
5
Parking Problem
1
2
3
4
5
Traffic Congestion
1
2
3
4
5
Rental Too Expensive
1
2
3
4
5
Poor Public Transport
1
2
3
4
5
High Crime rate (Vandalism, Robbery
Others, please specify. ___________________________________________
9.
If you wish to relocate, where would you want to go? (Tick one only)
Fringe of city centre (Taman Pelangi, Sentosa etc)
Suburbs (Taman Molek, Johor Jaya, Skudai etc)
Shopping mall (Pelangi Plaza, Holiday Plaza etc)
Hypermarket (Jaya Jusco, Giants etc)
SECTION B
10.
Do you think city centre need more residential developments?
Yes
11.
Do you think city centre need more leisure developments?
Yes
12.
No
No
Do you think city centre need a better mix of retail outlets?
Yes
No
152
13
If Yes, what type of business or retail would you like to see in city centre?
(Please tick in the following boxes)
Food & beverage Outlets (Cloths, Shoes, Handbags etc)
Fashion house (Cloths, Shoes, Handbags etc)
Children Products (toys, cloths etc)
Bookstore
Cinema
Florist & Gifts shop
Others (Please specify. _____________________________________)
FOR THE FOLLOWING QUESTIONS PLEASE USE THIS SCORE GUIDE
1
2
3
4
5
Very good
Good
Average
Poor
Very poor
14.
In your opinion, what is the current quality of the delivery of public services
(MBJB) in city centre?
Street Light
1
2
3
4
5
Street Cleaning
1
2
3
4
5
Collection of Waste Disposal
1
2
3
4
5
Example: furniture, bus stop
1
2
3
4
5
Repairs of Streets/Sidewalks
1
2
3
4
5
Public Toilets
1
2
3
4
5
Additional Security
1
2
3
4
5
Signboard
1
2
3
4
5
1
2
3
4
5
Maintenance of Public Assets
Promotion or Marketing such as:Festive seasons/news letter, street events
Others (Please specify.) _________________________________________
Function
Independent organisation with
informal structure.
Initiated by local authority/retailers/
voluntary groups.
Characteristics
Initiated by the local property
owners/business to tax themselves
to fund the supplement services.
Non-profit organisation
BID
Focus on resolving
environmental/security/retail
activities/marketing and promotion
Focus in maintenance
/security/hospitality/marketing/pro
motion/business
recruitment/management of public
space/ regulation/urban
design/social
service/visioning/capital
improvement
Key players- local authority take the
Formal organisation structure and
leading role.
legalised by the state.
Uncertainty of partners
Required minimum more than 51%
commitment
vote to
Areas – No definite boundary set by Proceed.
the organisation.
A maximum terms of 5 years but it
renewable.
TCM
Scope /Model
Focus on the four point’s strategies
– economy
restructuring/organisation/
promotion and design.
Local authority take the leading role
Area- small town, no definite
boundary set by the organisation.
Non-profit organisation
Created by the National Trust of
Historical Preservation
NMSP
Please read the following summary carefully of the three urban management models, before answer the following questions in the next
page
(Note: The Following Urban Management Models is adopted from the United States: BID, NMSP and United Kingdom: TCM)
153
Depend heavily on the voluntary/
large corporation to devote their
times and resources.
No stable income source to support
the activities and hire full time
manager /staff.
Fund from the membership
Heavily depending form the large
corporations/ local authority
/members of the steering group.
Adopted the concept from
“shopping centre management” to
charge service charges from the
tenant/landlord for the services
provided.
Public Safety/physical
maintenance/event organization
marketing/promotion
Focus more on the historical
preservation assets.
In small town
May not get the support from the
property owners
To be self sustain after five years.
Other source:
advertising/promotion/sponsor.
Collection of fund through local
council and reimbursed back to the
BID organisation
.
Fund from other sources:
advertising/promotion/ donation etc
Double tax imposed to the property
owners.
Fund from local government for the
first five years
Preservation of historical assets,
maintenances, public safety/
promotion/marketing
Compulsory charges on levy/tax
from the property owners.
Public safety/physical
maintenance/event organization/
regulation/marketing/promotion
business.
Your view is important in establishing what you think that need to be done to ensure that Johor Bahru provides the best environment for your
Limitation
Funding
activities
154
155
15. Base on the above information, please select one model that you think is
more a
Appropriate to implement in the city centre.
1.
BID
4.
No Comment
2.
TCM
3.
NMSP
16. Why BID?
17. Why TCM?
18. Why No Comment?
19. Why Not BID?
20. Why Not TCM?
21. Why Not NMSP?
______________________________________________________________
Very Important
Important
Some How Important
Not Important
Not Important at All
Public facilities- bus stop/parks etc
Public services- cleanliness /maintenance
Parking facilities
Traffic
Entertainment outlet
Physical appearance of the building
Safety
More Residential Development
More Leisure development
More Shopping Centre
5
4
3
2
1
(
(
(
(
(
(
(
(
(
(
)
)
)
)
)
)
)
)
)
)
2. Which areas of improvements that is most important that makes Johor Bahru a good place to live?
1. In you opinion what is the most important issues facing in your community that affect the quality of life of Johor Bahru city centre?
SECTION A
Questionnaire for Local Agency/Non-Profit Organisation
156
Services
Public Services
Services
Safety/Security Measurements
Employed Security services within
the city centre
Install more street light
Install closed circuit television (CCTV)
2.
Waste collection
Removing of litter/graffiti
Cleaning of the street/side walk
Cleaning of public toilet
Trimming the tree/plant
Improve physical appearance of the old building
Restoring of historical building
Restoring Historical Buildings.
1
Highly
Support
Highly
Support
Support
Support
Neutral
Neutral
Oppose
Oppose
Highly
Oppose
Highly
Oppose
In the following is a list of potential new or enhanced services in Johor Bahru City Centre is considering offering and would like
to asked your organisation whether you/your organisation would support or oppose paying additional taxes or fees for each of the
following
SECTION B
157
Services
Services
Marketing And Promotion
Promotion and marketing-new letter/festive
Lighting/event organising etc
More retail shop
More good entertainment outlet(
Cafés/Pubs/Bistros/Restaurants)
More leisure centre ( In door
sport/cinema/bowling/ )
More shopping centre
4.
Highly
Support
Highly
Support
Transportation And Parking Management Measures
Improve the signage to city centre
Increase car parking spaces
Provide better shelter for bus stop
Improve public transport services
3.
Support
Support
Neutral
Neutral
Oppose
Oppose
Highly
Oppose
Highly
Oppose
158
Statement
Please Give Your View of The Following Statement
It is easy to gain support from major retailer/shopping mall/local
authority and international/multinational corporation to take part and
fund in the Johor Bahru city centre’s revitalization projects
Mandatory participation of retailers/property owners in the
implemented city revitalization shall be enforced
Free rider (not financially contribute to the model but enjoy the
benefit) might upsets other paid participant and will slowly
undermining the overall objectives of revitalisation
Additional levy/fees (monthly or annually) imposed to the model’s
participant are justified and critical in determining the success or
failure of revitalisation
Large government funding is important to kick-start the
revitalisation projects in the city centre(Pilot Project), however it
might not be sustainable if it continues in the long run
It is important to preserve the historic building of the city, and most
of the fund should be spend on the improvement of the historic
building.
5.
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
159
Function
Characteristics
Scope /Model
Focus on resolving
environmental/security/retail
activities/marketing and
promotion
x
x
x
x
x
TCM
Independent organisation
with informal structure.
Initiated by local
authority/retailers/voluntary
groups.
Key players- local authority
take the leading role.
Uncertainty of partners
commitment
Areas – No definite
boundary set by the
organisation.
Focus in maintenance
/security/hospitality/marketing/pro
motion/business
recruitment/management of public
space/ regulation/urban
design/social
service/visioning/capital
improvement
x
x
x
x
x
BID
Non-profit organisation
Initiated by the local property
owners/business to tax
themselves to fund the
supplement services.
Formal organisation structure
and legalised by the state.
Required minimum more than
51% vote to proceed.
A maximum term of 5 years
but it renewable.
Focus on the four point strategies –
economy,
restructuring/organisation/promotion and
design.
x
x
x
x
NMSP
Created by the National Trust of
Historical Preservation
Non-profit organisation
Local authority take the leading role
Area- small town, no definite boundary
set by the organisation.
Please Read the Following Statements of The Three Different Urban Management Models, and Choose One of the Most Appropriate
Model That You Think is Can Be Implement In Johor Bahru City Centre.
SECTION C
160
Limitation
Funding
Activities
x Compulsory charges on
levy/tax from the property
owners.
x Collection of fund through local
council and reimbursed back to
the BID organisation
x Fund from other sources:
advertising/promotion/ donation
etc
x Adopted the concept from
“shopping centre
management” to charge
service charges from the
tenant/landlord for the
services provided.
x Fund from the membership
x Heavily depending form the
large corporations/ local
authority /members of the
steering group.
x Not stable income source to
x Double tax imposed to the
support the activities and hire
property owners.
full time manager /staff.
x May not get the support from
the property owners
x Depend heavily on the
voluntary/ large corporation
to devote their times and
resources.
Public safety/physical
maintenance/event organization/
regulation/marketing/promotion
Public Safety/physical
maintenance/event organization
marketing/promotion
x Focus more on the historical
preservation assets.
x Applicable to small town or main
street.
x May not have enough members to
support in terms of funding after the
pilot project.
x Depend on voluntary to manage the
organisation.
x Fund from local government for the
first five years
x To be self sustain after five years.
x Other source: Membership fees/
advertising/promotion/sponsor.
Focus on Preservation of historical assets,
maintenances, public safety/
promotion/marketing
161
Thanks you for your time and participation.
___________________________________________________________________________________________________________
10. Why Not NMSP?
______________________________________________________________________________________________________________
9. Why Not TCM?
__________________________________________________________________________________________________________
8. Why Not BID?
__________________________________________________________________________________________________________
7. Why BID/TCM/NMSP ?
__________________________________________________________________________________________________________
6. Based on the above information, please choose one model that your organisation thinks it is more appropriate to implement in the city
centre revitalisation.
162
163
APPENDIX E
SUMMARIES OF BID, NMSP AND TCM ATTACHED WITH
QUESTIONNAIRE FOR PUBLIC AGENCIES AND NON-PROFIT
ORGANISATION
UNIVERSITI TEKNOLOGI MALAYSIA
Dear Sir/Madam
RE: FINAL SURVEY ON PUBLIC & NON-RPOFIT ORGANISATION’S
VIEWS FOR JOHOR BAHRU CITY CENTRE REVITALISATION
On behalf of UTM Skudai, Johor Bahru, we would like to take this opportunity to
thank you for your willingness to participate in this survey carried out by Miss Goh
Sce Yuan, Metric NO.MG053005, a post graduate student of UTM under my
supervision is conducting this survey as part of her research in Urban Management.
The survey finding is valuable in fulfilling and pursuing her master degree.
The objectives of her research are:
1) To Examine the Factors that is Important to Revitalisation the City centre
2) To Identify the Most Appropriate Model for Revitalisation
The findings of this survey shall be used solely for the purpose of research only
Please find attached summary of BID/TCM/NMSP and the questionnaires for your
kind attention
Thank you in advance for your willingness to participate.
Yours Sincerely,
ASSOC. PROF. DR. BUANG BIN ALIAS.
………………………………………..
164
Summary of Business Improvement District
What is Business Improvement District?
BID
A BID is a mechanism that allows local businesses/ property owners to develop fun
and administer programmes and services within specific areas to enhanced existing
services in order to improve their trading environment and directly benefit their
businesses.
Who is involved in BID?
The partnerships normally are between the Property owners/ local businesses /local
authorities
What does BID Do?
BID Focus on resolving an environmental, security or marketing and promotion /
business recruitment/management of public spaces/urban design/social
services/capital improvement of the city centre.
For example:
x Improve the physical environment such as cleanliness of the street/side walk,
x Improve the safety measure of the city by installing cctv/employed security
man etc
x Improve transport/parking/traffic management
x Maintaining the public assets, such as furniture/landscaping etc
x Provide marketing /promotion of the city centre
Who Fund the BID?
The property owners pay additional tax or levy once majority of 51%voted to initiate
the BID in the specific areas. The fund will be collected by the local council and
reimbursed back to the BID organisation to fund the additional services needed in the
area.
Limitation
x Double tax imposed to the property owners
x It is compulsory tax
x May not get the support form the property owners
165
Summary of Town Centre Management
What is Town Centre Management?
TCM is a co-ordinate pro-active initiative designed to ensure teat our town and city
centres are desirable and attractive places. The initiative is a partnership between the
public and private sectors and brings together a wide-range of key interests.
Today there are more than 500 towns and cities in the UK that have successfully
implemented this form of management.
There is no specific boundary set by the management, the boundary size can be
expanded or decrease depend on the need of local inhabitants requirement.
Who is involved in the TCM?
The partnerships normally are between the local authority and a few key interest
retailers or big corporation. There are the main supported of the TCM.
What does TCM Do?
TCM Focus on resolving an environmental, security or marketing and promotion of
the city centre.
For example:
x Improve the physical environment such as cleanliness of the street/side walk,
x Improve the safety measure of the city
x Improve transport/parking/traffic management
x Maintaining the public assets, such as furniture/landscaping etc
x Provide marketing /promotion of the city centre
Who Fund TCM?
The concept is adopted from the “Shopping Mall Management “– the
tenants/property owners pay a services charges for the services render to them.
The main sources of fund depend on the large corporations /major retailers or local
authority to support the activities. Other sources of fund come from the members
(Not compulsory) and advertising/promotion etc.
Limitation
x No stable income to support the activities
x No commitment from the members
x Depend heavily on the voluntary/large corporation/local authority to devote
their times and resources
x Normally, the local authority takes the leading role in the management.
166
Summary of National Main Street Program
What is National Main Street Program?
What is National Main Street Program?
NMSP is a program created by the national Trust for Historical Preservation in 1977
to help the local Communities to developed comprehensive strategies that can
stimulate the local economy development of the traditional commercial district
within the context of historical preservation.
The National Trust for Historical Preservation, the National main Street Centre
parent organisation is the only national private non-profit organisation chartered by
Congress with the responsibility for encouraging public participation in the
preservation of sites, buildings and object significant for America history and culture.
Who is involved in NMSP?
The local communities, the public agency and the voluntary group
What does NMSP Do?
Focus on the economic development of the main street based on the four point’s
approach, economy restructuring, organisation, promotion and design. The objective
is to strengthen the economy and business environment of the area. In addition is
also providing supplement services such as street cleaning, promotion and marketing
depend on the budget.
Who Fund NMSP?
The funding mainly comes from the National Trust for Historical Preservation and
NMS centre and members.
Limitation
x Focus only to small town
x Rely on once source.
167
APPENDIX F
STATISTICAL ANALYSIS
Merchants
Factors Affective Business Prosperity
Statistics
N
Foot flow
100
Valid
Missing
High Crime
Rate
100
Parking
problem
100
Congestion
100
Rental too
expensive
100
Poor Public
Transport
100
0
0
0
0
0
0
Mean
4.02
4.14
4.50
3.68
3.62
3.51
Mode
4
4
5
4
4
3
Pedestrian Flow
Valid
Not at all important
Frequency
1
Not important
Percent
1.0
Valid Percent
1.0
Cumulative
Percent
1.0
1
1.0
1.0
2.0
Not so important
19
19.0
19.0
21.0
Important
53
53.0
53.0
74.0
100.0
Very important
Total
26
26.0
26.0
100
100.0
100.0
High Crime Rate
Valid
Not important
Frequency
3
Percent
3.0
Valid Percent
3.0
Cumulative
Percent
3.0
Not so important
17
17.0
17.0
20.0
Important
43
43.0
43.0
63.0
Very important
37
37.0
37.0
100.0
Total
100
100.0
100.0
Parking problem
Valid
Not at all important
Frequency
1
Percent
1.0
Valid Percent
1.0
Cumulative
Percent
1.0
Not important
1
1.0
1.0
2.0
Not so important
9
9.0
9.0
11.0
Important
25
25.0
25.0
36.0
Very important
64
64.0
64.0
100.0
Total
100
100.0
100.0
168
Congestion
Valid
Not at all important
Frequency
1
Percent
1.0
Cumulative
Percent
Valid Percent
1.0
1.0
Not important
8
8.0
8.0
9.0
Not so important
30
30.0
30.0
39.0
Important
44
44.0
44.0
83.0
Very important
17
17.0
17.0
100.0
Total
100
100.0
100.0
Rental too Expensive
Not important
Frequency
4
Percent
4.0
Valid Percent
4.0
Cumulative
Percent
4.0
Not so important
39
39.0
39.0
43.0
Important
48
48.0
48.0
91.0
Very important
9
9.0
9.0
100.0
Total
100
100.0
100.0
Valid
Poor Public Transport
Valid
Not at all important
Frequency
1
Percent
1.0
Cumulative
Percent
Valid Percent
1.0
1.0
Not important
6
6.0
6.0
7.0
Not so important
44
44.0
44.0
51.0
Important
39
39.0
39.0
90.0
Very important
10
10.0
10.0
100.0
Total
100
100.0
100.0
Types of Retail Mix for City Centre
Statistics
Restaurant
, Fast
Food,
Cafe, Pub
Fashion
house
(cloths,
shoes, bag
etc)
Toy shop
Book Store
Gift And
Flower
shops
Cinema
100
100
100
100
100
100
0
0
0
0
0
0
Mean
3.87
3.52
3.11
3.27
2.99
3.14
Mode
5
3
3
3
3
3
Range
4
4
4
3
4
4
N
Valid
Missing
169
Food & Beverage Outlets
Valid
Not at all important
Frequency
1
Percent
1.0
Valid Percent
1.0
Cumulative
Percent
1.0
Not important
8
8.0
8.0
9.0
Not so important
30
30.0
30.0
39.0
Important
25
25.0
25.0
64.0
100.0
Very important
36
36.0
36.0
Total
100
100.0
100.0
Fashion House (clothes, shoes, bags etc)
Valid
Not at all important
Frequency
2
Percent
2.0
Valid Percent
2.0
Cumulative
Percent
2.0
Not important
11
11.0
11.0
13.0
Not so important
43
43.0
43.0
56.0
Important
21
21.0
21.0
77.0
Very important
23
23.0
23.0
100.0
Total
100
100.0
100.0
Toy shop
Valid
Cumulative
Percent
Not at all important
Frequency
1
Percent
1.0
Valid Percent
1.0
Not important
20
20.0
20.0
21.0
Not so important
50
50.0
50.0
71.0
Important
25
25.0
25.0
96.0
Very important
4
4.0
4.0
100.0
Total
100
100.0
100.0
1.0
Book Store
Valid
Not important
Frequency
18
Percent
18.0
Valid Percent
18.0
Cumulative
Percent
18.0
Not so important
41
41.0
41.0
59.0
Important
37
37.0
37.0
96.0
Very important
4
4.0
4.0
100.0
Total
100
100.0
100.0
170
Gift and Flower shops
Valid
Frequency
3
Percent
3.0
Valid Percent
3.0
Cumulative
Percent
3.0
Not important
27
27.0
27.0
30.0
Not so important
39
39.0
39.0
69.0
Important
30
30.0
30.0
99.0
1
1.0
1.0
100.0
100
100.0
100.0
Frequency
3
Percent
3.0
Valid Percent
3.0
Not important
20
20.0
20.0
23.0
Not so important
38
38.0
38.0
61.0
Important
38
38.0
38.0
99.0
1
1.0
1.0
100.0
100
100.0
100.0
Not at all important
Very important
Total
Cinema
Valid
Not at all important
Very important
Total
Cumulative
Percent
3.0
Quality of Public Services
Public Toilet
Valid
Good
Frequency
2
Percent
2.0
Valid Percent
2.0
Cumulative
Percent
2.0
Average
12
12.0
12.0
14.0
Poor
18
18.0
18.0
32.0
100.0
Very Poor
68
68.0
68.0
Total
100
100.0
100.0
Security
Valid
Very Good
Frequency
1
Percent
1.0
Valid Percent
1.0
Cumulative
Percent
1.0
Good
4
4.0
4.0
5.0
Average
20
20.0
20.0
25.0
Poor
47
47.0
47.0
72.0
Very Poor
28
28.0
28.0
100.0
Total
100
100.0
100.0
171
Repairs Street/Sidewalk
Valid
Cumulative
Percent
Good
Frequency
10
Percent
10.0
Valid Percent
10.0
Average
34
34.0
34.0
Poor
35
35.0
35.0
79.0
Very poor
21
21.0
21.0
100.0
Total
100
100.0
100.0
10.0
44.0
Maintenance of Public Asset
Valid
Good
Frequency
10
Percent
10.0
Valid Percent
10.0
Cumulative
Percent
10.0
Average
48
48.0
48.0
58.0
Poor
27
27.0
27.0
85.0
Very Poor
15
15.0
15.0
100.0
Total
100
100.0
100.0
Street Cleaning
Valid
Cumulative
Percent
Very Good
Frequency
3
Percent
3.0
Valid Percent
3.0
Good
16
16.0
16.0
19.0
Average
42
42.0
42.0
61.0
Poor
25
25.0
25.0
86.0
100.0
Very Poor
14
14.0
14.0
Total
100
100.0
100.0
3.0
Marketing and Promotion
Valid
Cumulative
Percent
Frequency
1
Percent
1.0
Valid Percent
1.0
Good
18
18.0
18.0
19.0
Average
41
41.0
41.0
60.0
Poor
23
23.0
23.0
83.0
100.0
Very Good
Very Poor
Total
17
17.0
17.0
100
100.0
100.0
1.0
172
Signboards
Valid
Very Good
Frequency
4
Percent
4.0
Valid Percent
4.0
Cumulative
Percent
4.0
Good
26
26.0
26.0
30.0
Average
40
40.0
40.0
70.0
Poor
19
19.0
19.0
89.0
Very Poor
11
11.0
11.0
100.0
Total
100
100.0
100.0
Street Light
Valid
Cumulative
Percent
Very Good
Frequency
4
Percent
4.0
Valid Percent
4.0
Good
26
26.0
26.0
30.0
Average
37
37.0
37.0
67.0
Poor
24
24.0
24.0
91.0
100.0
Very Poor
9
9.0
9.0
Total
100
100.0
100.0
4.0
Waste Collection
Cumulative
Percent
Good
Frequency
28
Percent
28.0
Valid Percent
28.0
Average
35
35.0
35.0
Poor
27
27.0
27.0
90.0
Very Poor
10
10.0
10.0
100.0
Total
100
100.0
100.0
Valid
28.0
63.0
Frequency
Factors that Affect the Quality of Life
Statistics
N Valid
Missin
g
safety
public
transpo
rt
44
38
commu
nity
service
s
16
1
7
29
cleanlin
ess
traffic
Job
Opport
unity
Shoppi
ng
Public
Facilitie
s
Others
37
17
17
17
29
12
8
28
28
28
16
33
173
Public Transport
Valid
1
Missing
System
Total
Frequency
38
Percent
84.4
7
15.6
45
100.0
Valid Percent
100.0
Cumulative
Percent
100.0
Community Services
Valid
1
Missing
System
Total
Frequency
16
Percent
35.6
29
64.4
45
100.0
Valid Percent
100.0
Cumulative
Percent
100.0
Valid Percent
100.0
Cumulative
Percent
100.0
Cleanliness
Valid
1
Missing
System
Total
Frequency
37
Percent
82.2
8
17.8
45
100.0
Traffic
Valid
Missing
0
Frequency
1
Percent
2.2
Valid Percent
5.9
Cumulative
Percent
5.9
1
16
35.6
94.1
100.0
Total
17
37.8
100.0
System
28
62.2
45
100.0
Total
Job Oppurtunity
Valid
Missing
Total
0
1
Total
System
Frequency
1
16
17
28
45
Percent
2.2
35.6
37.8
62.2
100.0
Valid Percent
5.9
94.1
100.0
Cumulative
Percent
5.9
100.0
174
Shopping
Valid
Frequency
1
16
17
28
45
0
1
Total
System
Missing
Total
Percent
2.2
35.6
37.8
62.2
100.0
Valid Percent
5.9
94.1
100.0
Cumulative
Percent
5.9
100.0
Public Facilities
Valid
Frequency
1
28
29
16
45
0
1
Total
System
Missing
Total
Percent
2.2
62.2
64.4
35.6
100.0
Valid Percent
3.4
96.6
100.0
Cumulative
Percent
3.4
100.0
Additional Taxes/Fees for Supplement Services for Public Services
Waste Collection
(Taking the nearest round figure)
Valid
Percent
57.8
Valid Percent
57.8
Cumulative
Percent
57.8
100.0
Support
Frequency
26
Highly support
19
42.2
42.2
Total
45
100.0
100.0
Removing of Litter/Graffiti
Valid
Oppose
Frequency
2
Percent
4.4
Valid Percent
4.4
Cumulative
Percent
4.4
Neutral
6
13.3
13.3
17.8
Support
27
60.0
60.0
77.8
Support
10
22.2
22.2
100.0
Total
45
100.0
100.0
Cleaning of Street/Side Walk
Valid
Frequency
23
Percent
51.1
Valid Percent
51.1
Cumulative
Percent
51.1
Highly support
22
48.9
48.9
100.0
Total
45
100.0
100.0
Support
175
Cleaning of Public Toilet
Valid
Cumulative
Percent
Neutral
Frequency
1
Percent
2.2
Valid Percent
2.2
Support
25
55.6
55.6
57.8
Highly support
19
42.2
42.2
100.0
Total
45
100.0
100.0
2.2
Trimming of the Tree/Plant
Valid
Oppose
Frequency
3
Percent
6.7
Valid Percent
6.7
Cumulative
Percent
6.7
22.2
Neutral
7
15.6
15.6
Support
28
62.2
62.2
84.4
Highly support
7
15.6
15.6
100.0
Total
45
100.0
100.0
Improve Physical Appearance of the Old Building
Valid
Cumulative
Percent
Oppose
Frequency
9
Percent
20.0
Valid Percent
20.0
Neutral
12
26.7
26.7
Support
23
51.1
51.1
97.8
Support
1
2.2
2.2
100.0
Total
45
100.0
100.0
20.0
46.7
Safety /Security Measurements
Employed Security Services
Taking the nearest round figure, example 57.8% to 58%
Valid
Highly oppose
Frequency
5
Percent
11.1
Valid Percent
11.1
Cumulative
Percent
11.1
Neutral
2
4.4
4.4
15.6
Support
26
57.8
57.8
73.3
Highly support
12
26.7
26.7
100.0
Total
45
100.0
100.0
176
Install More Street Light
Taking the round figure of 51%
Valid
Cumulative
Percent
Oppose
Frequency
1
Percent
2.2
Valid Percent
2.2
Support
23
51.1
51.1
53.3
Highly Support
21
46.7
46.7
100.0
Total
45
100.0
100.0
2.2
Install CCTV
Taking the round figure of 53%
Valid
Cumulative
Percent
2.2
Oppose
Frequency
1
Percent
2.2
Valid Percent
2.2
Support
24
53.3
53.3
55.6
Highly Support
20
44.4
44.4
100.0
Total
45
100.0
100.0
Public Transport Systems
Valid
Cumulative
Percent
2.2
Oppose
Frequency
1
Percent
2.2
Valid Percent
2.2
Support
24
53.3
53.3
55.6
Highly Support
20
44.4
44.4
100.0
Total
45
100.0
100.0
Improve Signage
Valid
Oppose
Frequency
1
Percent
2.2
Valid Percent
2.2
Cumulative
Percent
2.2
Support
26
57.8
57.8
60.00
Highly Support
18
40.00
40.00
100.00
Total
45
100.0
100.0
Provide Better Shelter for Bus Stop
Valid
Oppose
Frequency
1
Percent
2.2
Valid Percent
2.2
Cumulative
Percent
2.2
Neutral
2
4.4
4.4
Support
30
66.7
66.7
73.3
Highly Support
12
26.7
26.7
100.0
Total
45
100.0
100.0
6.7
177
Increase parking Spaces
Valid
Oppose
Frequency
8
Percent
17.8
Valid Percent
17.8
Cumulative
Percent
17.80
Support
26
57.8
57.8
75.60
Highly Support
11
24.4
24.4
100.00
Total
45
100.0
100.0
Improve Public Transport Service
Valid
Support
Frequency
24
Percent
53.3
Valid Percent
53.3
Cumulative
Percent
53.3
100.0
Highly Support
21
46.7
46.7
Total
45
100.0
100.0
Marketing and Promotion
Promotion/Event Organisation
Valid
Oppose
Frequency
19
Percent
42.2
Valid Percent
42.2
Cumulative
Percent
42.2
100.0
Highly Oppose
26
57.8
57.8
Total
45
100.0
100.0