Canning City Centre
Place Activation Strategy
August 2012
Prepared by
Prepared for
Contents
1
Introduction and Context 3
2
Place Vision 8
3
What makes a Successful Place and Key Principles 10
4
Quick Wins 13
5
Place Brand 16
6
Strategic Partnerships 20
7
Place Management 22
8
Amenity 26
9
Investment Attraction 30
10
Governance Structures 33
11
Conclusion 39
Appendices
2
12
1: Best Practice Case Studies 40
13
2: Draft City Centre logo concepts 50
1. Introduction and Context
The Canning City Centre (city centre) has the potential to evolve to become
the central focus of daily life within the City of Canning through the delivery
of an integrated approach to economic development, structure planning and
proactive place activation.
infrastructure in recent years such as a new Cannington Leisureplex (including
Library), Council Chambers and Civic Gardens and, building on these initiatives,
there is potential to transition the existing one-dimensional, retail-driven
identity into a thriving metropolitan centre with a diverse economic base.
Under the State Government Strategic Planning Framework ‘Directions
2031 and Beyond’ (August 2010) the city centre is categorised as a Strategic
Metropolitan Centre with the following characteristics desired through its
future development:
Today, the city centre lacks a compelling proposition to attract interest and
investment to diversify its existing activities and uses. There is an overall low
level of amenity and vibrancy in terms of public domain and built form and
limited opportunities for residents and visitors to interact with and feel a
sense of pride and ownership towards the area.
•
Multi purpose with a mix of retail, office, community,
entertainment, residential and employment activities
•
Well serviced by public transport
•
Providing a range of housing, services, facilities and activities
necessary to support the communities within the catchment,
reducing the need for travel outside the catchment
•
Diversity is a key component of developing the liveability of these
centres.
This Place Activation Strategy has been developed to work in conjunction with
the city centre Economic Development Strategy and Canning Activity Centre
Structure Plan Framework and aims to provide the vision, strategic direction
and practical implementation to commence the delivery of a revitalisation
programme that results in a lively, inclusive and viable place.
This Place Activation Strategy is designed to be a working document and
should be read in conjunction with the Canning City Centre Economic
Development Strategy and Activity Centre Structure Plan. The strategy will
evolve over time and focuses on the key areas and actions required to deliver
successful places, including:
•
Place Vision and Brand
•
Strategic Partnerships
•
Amenity
•
Investment Attraction
•
Governance.
The city centre study area is outlined in Figure 1.
Place Match has employed a place led approach to this Place Activation
Strategy which involves taking a ‘whole-of-project-life’ view of the positioning,
branding, planning, investment attraction, development, governance and
place management requirements of the city centre both in the present day,
and as the area evolves over time.
Context
Through a combination of strategic economic development, investment
attraction and a strong planning framework, the City of Canning is well
positioned to become one of Perth’s most significant strategic metropolitan
centres.
Located just 20 minutes from Perth, the city centre is well serviced by public
transport networks including rapid bus, train and potentially future light rail,
and is close to domestic and international airports as well as Curtin University.
The City of Canning has invested in considerable community and recreation
Figure 1 –
Canning City Centre
Study Area
3
How the Place is Performing Today – Strengths and Opportunities
A baseline vibrancy assessment of how the Canning city centre ‘place’ is performing today was conducted to set the scene for the Place Activation Strategy.
Strengths and opportunities are outlined in the diagram below:
4
How the Place is Performing Today – Obstacles and Challenges
The baseline vibrancy assessment also considered obstacles and challenges to achieving city centre place activation, as outlined in the diagram below:
5
6
Stakeholder and Community Engagement
As part of the development of the Canning City Centre Economic Development
Strategy, the Canning Activity Centre Structure Plan and the Place Activation
Strategy, a government stakeholder and community workshop were held in
November 2011. Common themes raised in those sessions, related to Place
Activation, include:
•
The opportunity to create a city centre with a clear heart, a diversity
of uses, density and scale, designed to attract people for a variety of
reasons including to live, work, recreate and socialise
•
Leverage Albany Highway’s role as the major transport route to
bring people to the city centre
•
Improve overall transport and accessibility within and across the
city centre to make it more connected, including bus, rail and in the
future, light rail. Work to reduce congestion from private vehicles
•
Diversify the local economy and create more reasons for people to
frequent the city centre
•
Strike a balance between protection and access to green space in
the city centre
•
Create a story, a sense of place and a sense of community that
people can identify with their city centre, including heritage
interpretation
•
Connect the city centre to the Canning River and use it as a
recreation asset
•
Establish better partnerships to deliver student and other housing
initiatives
•
Leverage existing assets and attractions including Carousel and
proximity to Curtin University
•
Transform the city centre into one with human scale – i.e. narrow
frontages, minimum setbacks etc
•
Encourage investment into the area and address existing perception
issues amongst government stakeholders and private investors.
The findings of the government stakeholder and community workshop, along
with a separate workshop held with the consultant project team, have been
used to develop a Place Vision for Canning city centre.
Source: City of Canning Sector Groups Workshop Report of findings, 15 March 2012
7
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8
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VisionStatement
Statement
OurOurVision
vision
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our our
vision
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comfortAble
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thAt thAt
encourAges
investment
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investment
in new
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economies.
service-bAsed
economies.
there
will will
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Activities
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there
be diverse
Activities
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for people
of All
somesome
reflecting
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for people
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public
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public
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dAy And
whilewhile
new pArtnerships
will will
dAy night
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new pArtnerships
unlock
cAnning’s
potentiAl,
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unlock
cAnning’s
potentiAl,
driving
sustAinAble
development
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development
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we will
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exciting
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hArnessing
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ofstrAtegic
its strAtegic
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vAriety
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AccommodAte A diverse
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the
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vAriety
And choice will AccommodAte
A diverse
And growing
community, considerAte of life stAge And AffordAbility.
community, considerAte of life stAge And AffordAbility.
will offer multiple trAnsport
options, become wAlkAble And
connected both within the heArt
And to its surroundings. vAriety
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diverse And growing community,
considerAte of life stAge And
AffordAbility.
A modern
And engAging
city centre
will cApture
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A modern
And engAging
city centre
will cApture
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A modern And engAging city
businesses,
creAtivewill
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creAtive progrAmmes,
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And foster new connections with the cAnning river.
And foster new connections with the cAnning river.
imAginAtions, recognise the pAst
And look to A lively future. A
sAfe, Active And people-focussed
plAce will encourAge locAl
businesses, creAtive progrAmmes,
entertAinment And leArning
And foster new connections
with the cAnning river.
imAginAtions,
recognise
the pAst
And look
to A lively
future.
A
imAginAtions,
recognise
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to A lively
future.
A
sAfe,sAfe,
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will encourAge
A revitAlised
city core
inside inside
out And
creAte
A revitAlised
city will
coreturn
willcAnning
turn cAnning
out
And creAte
forming strong
collAborAtions between
government, community And
privAte industry will Align
resources And priorities, bring
new opportunities to life And
creAte A plAtform for ongoing
growth.
new opportunities
for people
to liveto
And
work
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new opportunities
for people
live
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work
in A compAct,
comfortAble
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thAt encourAges
comfortAble
And rewArding
community
thAt encourAges
investment in new service-bAsed economies.
investment in new service-bAsed economies.
Unlocking
Unlockingthethepotential
potential
9
3. What Makes a Successful Place?
Successful places occur when a range of disciplines and functions work together, underpinned by strong community participation and stakeholder
engagement. If considered in isolation, design and planning are not able to solely deliver all the qualities required for places to be truly effective from
a social, commercial and environmental perspective. This Place Activation Strategy is structured around the core elements of Place Vision and Brand,
Strategic Partnerships, Place Management, Investment Attraction, Amenity and Governance, as outlined in the diagram below:
Place Vision and Brand
Place Management
Place Branding and Promotion
Activities and uses for all ages
Ongoing revenue streams
‘Quick wins’
Events and programming
Acquire and manage strategic sites
Governance framework
Investment
Attraction
Strategic
Partnerships
Local government as enabler
Community and stakeholder relations
Leverage knowledge and resources
Successful
Places
Entry statements and wayfinding signage
Intimate and useable public space
Shade, lighting and shelter
Colourful street furniture and public art
Walkable streets
People living in the city centre
Curated, local business mix
Diverse investment sources
Diverse economic base
Governance
Figure 2 – Successful places enable multiple disciplines and functions to work together
10
Amenity
Key Principles to Create a Successful Place
Considering the core elements of Place Vision and Brand, Strategic Partnerships, Place Management, Investment Attraction, Amenity and Governance, the tables
below describe the underlying principles, strategic value areas, things to encourage and risks to mitigate, to achieve a successful outcome within the city centre.
Place Vision and Brand
Strategic Partnerships
Place Management
Principle:
Principle:
Principle:
A unified place vision and strong city centre brand.
Collaborative local partnerships.
Dedicated Place Management function.
What the Strategy values:
What the Strategy values:
What the Strategy values:
Commitment by all stakeholders, influencers and project
partners to a unified place vision and city centre brand is
essential to ensure shared focus on a common goal and
to shape all aspects of project delivery, ensuring that the
consumer and investor promise is delivered ‘on the ground.’
It is the people who live and work in an area that
know the place the best and their experience and
expertise should be leveraged through constructive
partnerships with individuals and associations to
enable project delivery.
If considered in isolation, physical and design
improvements to a place will not deliver desired levels
of activity and vitality; a proactive approach to place
management considering presentation, cleanliness,
security, programming, marketing and business liaison
will ensure ongoing performance and viability.
What should be encouraged?
What should be encouraged?
What should be encouraged?
•
•
•
•
•
•
•
Ownership of Canning city centre place vision by all
stakeholders and project partners
Active use of place vision and brand to inform place
delivery strategies including project positioning,
marketing, investment attraction, built form, public
domain development and place management
Evidence of project delivery occurring in alignment with
place vision and brand throughout all phases, from
inception to place management
Consumer and investor awareness of a strong city centre
brand – people know what the place offers and where /
how to invest
A strategic and consistent image of the city centre is
promoted across all communications platforms.
•
•
•
emonstrated collaboration within and across
D
all levels of government including planning,
transport, housing and other relevant
infrastructure agencies
Strong level of participation from local residents,
businesses and organisations in project vision,
community-based activation and delivery (as
appropriate)
Strategic industry partnerships are developed
to achieve economic development, investment
attraction and commercial goals
Collaborative partnerships with key stakeholders
and influencers including major landholders and
commercial enterprises that facilitate project
delivery.
•
•
•
•
lace management is integrated within the City
P
of Canning and resources are aligned to achieve
efficiencies
Place management is supported through
dedicated resources, capacity building and
infrastructure
The city centre has a consistently high level of
presentation (cleaning, security, maintenance)
There is a regular programme of events and
activities occurring in the city centre
Built form and public domain is designed to
support place management efforts (event
infrastructure, storage, public facilities).
What should be avoided / mitigated against?
What should be avoided / mitigated against?
What should be avoided / mitigated against?
•
•
•
•
L imited stakeholder participation in development and
evolution of the place vision
Lack of ongoing stakeholder commitment to project
vision and city centre brand as the project evolves.
•
orking in internal silos / failure to engage with
W
key stakeholders
Overlooking the value that community
partnerships can achieve in delivery of a vibrant
city centre.
•
ssumptions that the city centre will perform at
A
optimum without place management support
Limiting resourcing requirements, particularly
during the marketing and investment attraction
phase of revitalisation.
11
Key Principles to Create a Successful Place
Amenity
Investment Attraction
Governance
Principle:
Principle:
Principle:
High amenity places attract people.
Strategic, curated investment attraction.
Clarity of roles, responsibilities and delegation authority.
What the Strategy values:
What the Strategy values:
What the Strategy values:
Places that are well maintained, easy to get to and
move around within, are safe and clean, with a high
level of comfort and amenity including public facilities,
seating, shade, shelter and activities that appeal to a
broad demographic will attract people and investment,
which will multiply over time.
Successful places are ultimately underpinned by strategic
investment attraction and sound commercial performance. To
achieve desired activation from commercial, residential and
retail channels, investment attraction strategies need to be
closely aligned to the place vision.
Tiered governance structures that are tailored to support
ongoing place management and project delivery with
delineation between strategic and operational matters,
clear reporting and decision making procedures will
enable efficient project delivery, investment certainty
and strengthen local partnerships.
What should be encouraged?
What should be encouraged?
What should be encouraged?
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
anning city centre becomes a key destination for
C
business and investment, providing a diversity of uses
and full range of active economic and community services
necessary for its community
People choose to make their home at Canning city centre.
High levels of visitor, investor and resident attraction,
retention and referral
Optimised local employment distribution to meet the
requirements of industry population
Increased local business, industry and employment
diversity
Increased diversity of housing and residential uses.
Low vacancies and business turnover
Presence of major commercial tenants including strategic
government agencies
Shift in perception amongst investment, industry and
consumers
Increased percentage of non-retail / greater diversity of
retail uses
Improved local business capability to service established
and new industry sectors.
•
•
•
resence of and commitment to effective, tiered
P
governance structures with adequate resourcing
and clear accountabilities
Governance structures are participative and legally
and ethically compliant
Governance structures enable efficient and
effective project delivery
Governance structures facilitate high levels of
investor confidence.
What should be avoided / mitigated against?
What should be avoided / mitigated against?
What should be avoided / mitigated against?
•
•
•
•
•
•
12
ixed use, compact and fine grain development
M
with greater diversity of commercial, retail and
housing types creating a higher level of safety,
activity and promotion of walking, cycling and
public transport (reducing car dependence)
The city centre is known for more than its
shopping centre with a diverse and integrated
retail and commercial offer resulting in an
activated main street, more destinations and
activities and extension of the 9-5 economy
Higher degree of internal connectedness between
rail and river improving walkability and access to
daily and weekly needs such as shopping and work
Network of high quality, comfortable and
manageable streets and open spaces consisting of
both natural and constructed public realm, that
are people focussed
Interpretation of the area’s natural, cultural and
historical heritage
High level of general amenity - shelters, shade,
seating, water.
ensity and urban form that is inconsistent with
D
the local character and identity of the place
Urban form and management strategies that do
not facilitate street activation in key areas
Delivery of streets and places that are design
focused and not people focused
Unreasonable limitations on provision of public
amenities (seats, toilets, shade, drinking fountains
etc).
•
•
•
•
L ate delivery of essential amenity, community and
economic infrastructure to support new investment,
resident and business attraction
Lack of focus on deliberate and targeted investment
attraction (i.e. lead the market)
Leaving the market to achieve city centre activation
objectives in isolation
Lack of focus on continuity of place vision and city centre
brand
Lack of clarity on investment offer available to various
target markets.
•
•
•
L ack of definition and terms of reference around
role and function of governance structures
Lack of communication / understanding of the role
and significance of governance structure, amongst
project partners
Lack of effective meetings and resourcing, resulting
in loss of momentum or delays in decision-making
and therefore project delivery
Lack of effective project delivery framework,
including planning framework and any policies that
inhibit activation and investment attraction goals.
4. Quick Wins
Strategy 1 – Commence revitalisation immediately, through quick wins
13
Quick Wins
Description:
Ahead of formal project delivery structuring, it is possible to commence
revitalisation of the city centre immediately. ‘Quick Wins’ and catalyst projects
provide clear, early direction and deliver improvements often utilising
existing budgets and resources. They also build confidence and momentum,
responding to ideas generated by stakeholders and local community.
Improving general amenity within the city centre is an urgent priority, and has
been identified consistently in community and stakeholder workshops as well
as through the City of Canning’s Officer Working Group. Some Quick Wins
include:
•
Rubbish removal
•
Landscaping and planting
•
Fixing broken paving
•
Installing new seating, drinking fountains, shade and shelter
•
Working with stakeholders and business owners to improve
presentation of private properties
•
Engaging with young people and community groups to implement
public art and special events programmes.
Quick action on these items will go a long way to tidying up the city centre
and setting the scene for more significant changes to come.
14
Key Actions:
•
Identify existing resources and budget capacity.
•
Work with stakeholders, including business and land
owners, to develop common short term goals.
•
Deliver quick wins improvements within a six-month
timeframe.
Quick Wins
Project Implementation and Responsibility:
Action
Detailed Considerations
Identify existing
resources and budget
capacity.
•
•
•
Work with stakeholders,
including government,
business and land
owners, to develop
common quick wins
goals.
•
Deliver quick wins
improvements within a
six-month timeframe.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Responsibility
ontinue the existing Council Officers Working Group but ensure the group
C
becomes focused on implementation
Examine existing Council resources in the areas of planning, development, asset
management, marketing and special events and allocate staff and funds to
deliver the quick wins programme identified below
Allocate capital and management budgets to clean up and improve the city
centre for 2012/13 and beyond.
old a place evaluation and vision workshop with business, government and
H
community stakeholders in the city centre and agree on a Quick Wins vision and
implementation programme
Agree responsibilities amongst participants
Work through policies, regulations or bureaucracy that inhibit change
Work with Westfield, IGA and other businesses on Cecil Avenue to improve
asset management including:
»» Rubbish removal
»» Graffiti removal
»» Management of shopping trolleys
»» Visual merchandising
»» General management and maintenance matters.
lace additional seating and bins along Cecil Avenue and Albany Highway
P
Improve bus stops and shelters
Review lighting on major streets including Cecil Avenue, Grose Ave, Wharf
Street, Carousel Road, Leila, Pattie and Lake Streets
Fund custom built light poles on Albany Hwy and Cecil Ave to accommodate
banners and flags, or apply banners and flags to existing poles
Implement a short term Public Art program over the electrical substations,
pillars, posts and blank walls
Improve landscaping along western edge of Albany Highway between
Bunnings and the Telstra building; paint the Telstra building
Remove illegal signage along Cecil Avenue and Albany Highway
Offer opportunities for pop up coffee and food stalls on Council-owned land,
near Cannington Station and accommodate shaded seating
Establish Sunday markets in Westfield’s car park
Screen the Western Power Transmission site by facilitating a public art hoarding
project
Explore opportunities to hold events and festivals within the city centre,
working with local arts and cultural groups.
15
5. Place Brand
Strategy 2
Create and market a strong city
centre place brand
Key Actions:
Leveraging the identified Place Vision (refer p4) the recommended
approach is:
•
Scope the city centre place brand for Canning
Description:
•
Develop a city centre place brand and brand strategy
A city centre place brand is not a stand-alone logo but a holistic system
that underpins the project delivery and communications platform, clearly
articulating what the place stands for. For Canning, the place brand will play a
critical role in demonstrating change, defining and supporting marketing and
investment attraction strategies, as well as communicating project scope and
direction to engage consumers and stakeholders.
•
Develop an integrated marketing and communications strategy to
market the city centre
•
Apply the place brand and the integrated marketing and
communications strategy consistently to all consumer touch points.
The place brand should therefore strategically and visually reflect the city
centre’s potential as a forward-looking, people and investment-friendly place,
representing significant future performance and certainty, while recognising
the area’s unique personality and identity, its heritage and environment. It
should also be flexible to adapt over time, as the area matures.
Figure 3 – The Place brand influences all phases of project delivery
Canning City Centre
Place Vision
Place Brand
16
Strategic &
Statutory Planning
Project Delivery
Investment Attraction
Place
Management
12-24
months
•
•
•
•
•
3-5
years
Case Study:
•
•
Sell the vision
Repositioning the City Centre
Engage stakeholders and community
Generate awareness and advocacy
Investment attraction (investor, commercial, developers)
Repositioning the City Centre
Engage stakeholders and community
Liverpool One
•
Retail-led regeneration
•
Brand is more than a logo
•
Differing business and consumer focus
•
Integrated marketing strategy.
•
Refer to Appendix 1 for more detail.
5 years
•
•
•
Investment attraction (residential sales, visitors)
Destination development
Place promotion
Programming and activation
Figure 4 – The Place Brand should evolve as revitalisation progresses
17
18
Place Brand
Project Implementation and Responsibility:
Action
Detailed Considerations
Scope the city centre
place brand for
Canning.
•
•
•
•
Identification of key target audiences and their needs
Consider the relationship to the planning framework including built form and landscape improvements
Development of a visual identity to support desired repositioning
Consider the suggested brand positioning resulting from the Canning Activity Centre Structure Plan
Unlocking the Potential which relates to:
»» Investors: Realising the hidden or untapped value of existing assets to bring about timely
redevelopment and encourage investment opportunities to achieve the vision
»» Residents: The City Centre will become a residential address of choice with facilities and services
that cater to a diverse and growing community, brought together by a strong city centre core
»» Workers: The city centre will be a great place to work that is close to Perth, easy to get to and
connected to other surrounding metro centres, offering a variety of employment choices and new
industries
»» Visitors: Demonstrating the area’s distinct qualities and attractors that set it apart from other
metropolitan centres and position Canning as a desirable leisure and visitor destination (Refer to
Appendix 2 for more detail).
Develop the city centre
place brand.
•
•
•
•
•
ppointment of a place branding strategist and design agency
A
Conduct stakeholder engagement to define place brand elements
Development of the place brand strategy, incorporating strategic positioning of the city centre
Creation of visual identity
Creation of brand manual
Develop an integrated
marketing and
communications
strategy to market the
city centre.
•
•
ailor strategies specific to key market segments and stage the strategy in line with the project lifecycle
T
Develop an annual 12 month media action plan targeting key local, state and national media, including
collaborative opportunities, third party advocates, policy and spokespeople etc.
Consolidate and combine promotion of the city centre through a dedicated website
Establish collaborative marketing efforts with key stakeholders, in particular Westfield and state
government agencies
Establish a central customer and communications database to keep key stakeholders informed and
engaged and promote changes within the city centre.
•
•
•
Apply the place brand
and the integrated
marketing and
communications
strategy consistently
to all consumer touch
points.
•
•
•
•
•
•
Responsibility
igital – website, e-communication, social media
D
Collateral – brochures, newsletters, investment prospectus
Communications material – media, stakeholder and community
Advertising – corporate, visitor attraction, business to business / investment attraction
Way finding signage and entry statements
Interpretive elements – integrated through public art and physical infrastructure.
19
6. Strategic Partnerships
Strategy 3
Strong partnerships and participation to achieve
revitalisation goals
Key Actions:
•
Develop a Stakeholder Engagement and Partnerships Strategy
•
Identify key influencers and decision makers within the city centre
stakeholders and allocate relationship managers within the City of
Canning to develop relationships and partnership potential, from
Executive level to operational staff
•
Develop and nurture key partnerships and relationships
•
Enable a high level of participation by key stakeholders and partners
in detailed planning, development and delivery of revitalisation
projects.
Description:
Successful city centre revitalisation programmes are underpinned by strong
stakeholder and community relationships, founded on a common vision and
goals. It is local knowledge and partnerships that typically deliver the most
authentic and innovative place activation outcomes. For the Canning city
centre a network of government, commercial and community partnerships
should be established to facilitate revitalisation and activation initiatives.
Strong relationships at executive level are fundamental to enabling strategic
dialogue and negotiation around the city centre’s future investment and
development potential, while operational relationships should explore
opportunities around collaborative marketing and activation initiatives as well
as manage important issues to do with site presentation, asset management,
traffic management, parking and other interfacing issues that will occur in the
city centre, to ensure a seamless experience for residents, visitors and workers.
Strategic partnerships would include:
20
Government
Agencies
Schools
Arts
and Culture
Corporates and
Private Sector
Environmental &
Heritage groups
Foundations
Local
Businesses
Community
leaders
•
Westfield (Carousel)
•
Greyhounds WA
•
Canning Agricultural and Horticultural Society
•
Department of Housing
•
Curtin University
•
Bentley Hospital
•
Local Chambers / Business Association
•
Government departments and agencies including planning, housing,
transport and land supply / development (federal and state)
•
Land owners (government and private)
•
Business operators / tenants (current and future)
•
Identification of government assets
•
Investors and developers (current and future, government and
private)
•
Transformation of the city centre through a new urban
structure, new development sites and a new public realm.
•
Environment, heritage and arts groups
•
Schools and sporting / recreation associations.
Figure 5 – Diverse strategic partnerships will facilitate successful implementation
Case Study:
The Coburg Initiative
Refer to Appendix 1 for more detail
Strategic Partnerships
Project Implementation and Responsibility:
Action
Detailed Considerations
Develop a Stakeholder
•
Engagement and Partnerships •
Strategy.
•
•
Agree key influencers and
decision makers within the
city centre stakeholders
and allocate relationship
managers from the City of
Canning, from Executive level
to operational staff.
Develop and nurture
key partnerships and
relationships.
•
•
•
•
•
•
•
Enable a high level of
participation by key
stakeholders and partners in
the development and delivery •
of revitalisation initiatives.
•
•
Responsibility
Identify key stakeholders and potential partnerships
Research stakeholders’ core areas of interest and potential common goals
Categorise stakeholders across government, private and community / not for profit sectors
Develop specific relationship management tactics to suit individual stakeholders and their needs,
for example – developing a partnership with Westfield would require representation at senior
level to discuss planning, development and investment matters, as well as an operational level to
interface on place management, marketing and programming initiatives.
ey influencers and decision makers are those stakeholders that have the ability to elevate or
K
de-prioritise progress and momentum within the city centre. These stakeholders would include
major landowners, potential investors, private enterprises and government agencies
Establish relationships and work with major private and government land owners, particularly
on Cecil Avenue, to assess future development intent and impediments.
evelop and maintain a stakeholder and partnerships database or CRM system
D
Allocate appropriate resourcing
Establish regular formal meetings and briefings
Monitor partnerships and relationships, ensuring regular ‘health checks’ and internal
communication between designated relationship managers.
ngage with key stakeholders and the community to achieve input and ownership into the
E
detailed planning of public spaces on Cecil Avenue, major streets and other community and
recreation assets during the revitalisation program
Work with local stakeholders to develop place management, marketing and programming
initiatives in the city centre, for example, delivery of public art projects and concept
development for special events
Engage with potential investors and developers to test investment opportunities and product
development
Partner with key stakeholders to deliver ‘quick win’ catalyst projects to generate good will and
commence repositioning of the city centre – for example, landscape improvements on Cecil
Avenue.
21
7. Place Management
Strategy 4
Dedicated Place Management function.
Description:
Important characteristics of successful public places – being that they are
sociable, connected, welcoming, accessible, comfortable and safe, are, for the
most part, attributed to good management and operations, not design.
Apart from confined areas such as the Civic Gardens and inside Carousel
Shopping Centre, the Canning city centre is a harsh and uninviting place to
visit.
Basic service principles that apply to good business, also apply to managing
public realm. Customer focus, cleaning, security and a welcoming atmosphere
instils local pride, extends visitation and encourages return visits. Well
maintained, clean and nicely presented facilities will all help to make the city
centre more attractive and inviting.
A place management focus requires a change in approach and an ongoing
commitment, not necessarily an organisational restructure. Principles can be
applied by re-orientating and aligning the focus of existing resources. The City
of Canning’s existing officer-level Place Management Working Group reflects
a strong start to embedding this philosophy within the organisation.
Key Actions:
22
•
Place manage the city centre.
•
Identify appropriate future revenue opportunities to fund placemaking initiatives, into perpetuity
•
Encourage a stewardship approach so the community and
stakeholders begins to take ownership of the place
•
Programme the city centre, particularly the proposed civic square
•
Implement effective monitoring and evaluation to measure progress
against milestones and key performance indicators.
Case Study:
City of Swan
•
Place Management integrated into organisational ethos
•
Dedicated Place Managers
•
Collaborative Place Planning.
Refer to Appendix 1 for more detail
Place Management
Project Implementation and Responsibility:
Action
Detailed Considerations
Place manage the city
centre
•
•
•
•
•
•
•
Identify appropriate
future revenue
opportunities to fund
place making and
economic development
initiatives, into
perpetuity.
Effective monitoring
and evaluation to
measure progress
against milestones
and key performance
indicators.
•
•
•
•
•
•
Programme the city
centre, particularly the
proposed civic squares
•
•
•
•
Encourage a
stewardship approach
so the community and
stakeholders begin to
take ownership of the
place
•
•
•
•
Responsibility
Identify and coordinate a city centre operations team including cleaning, security, asset management.
Work with local stakeholders to develop place management, marketing and programming initiatives in the city
centre, for example, delivery of public art projects and concept development for special events.
Customer service principles and guidelines are adopted for all staff working in the city centre.
Maintain a high level of site presentation at all times
Celebrate achievements
Appoint a place manager (refer to section 10).
Investigate alternative revenue sources and funding models to support on-going place management strategies, and
nurture revitalisation of the city centre. Some examples of potential revenue sources could, in time, include:
»» Car park revenue
»» Marketing levies
»» Leasing revenue from assets owned by City of Canning, for example cafés, recreational zones and community
meeting spaces
»» Commercial sponsorship and events revenue.
onduct customer satisfaction surveys, annual pedestrian counts and observation surveys, to monitor progress
C
Provide local businesses and stakeholders with annual reports of the relevant data to monitor performance
indicators (leasing, sales, vacancy rates)
Secret shopper and customer service programs are established for all businesses in the city centre
On-going observation to continually monitor and understand target audiences, users and their behaviour patterns
Customer satisfaction to monitor performance, identify gaps and remain ahead of the audience, in terms of
anticipating needs and perceptions, and ‘brand’ perceptions
Obtain qualitative data regarding business mix, turnover, pedestrian and transport data.
stablish and promote an annual programme of activities and events to attract people to the city centre, tailored to
E
the local audience, reflecting seasonal needs and celebrations/festivals
Encourage property owners to accommodate short term interim uses if retail tenancies within the city centre on
Cecil Avenue are vacant for extended periods
Deliver a supporting communications and marketing strategy that reinforces the city centre brand
Prepare a Corporate/Commercial Sponsorship Strategy to nurture and support the programme of events.
ultivate cultural activities that reflect the community profile and work with community groups and third parties to
C
offer a venue for their activities
Limit regulations and approvals where possible and build community capacity and ownership
Encourage joint promotion, collaboration, and cluster activities where possible
Establish a fund to encourage local community groups to facilitate and hold community activities within the city
centre.
23
8. Amenity
Strategy 5
Amenity and infrastructure to support a
changing city centre
Description:
To reposition the city centre from being a place that is poorly presented and
perceived to one that is attractive to residents, workers, visitors and investors,
significant improvements to amenity, infrastructure and overall presentation
and management are required. Early commitment and ongoing improvements
to the area, led by the City of Canning, will be essential to set the direction for
future growth and development and to invite government and private sector
investment. This includes:
•
Delivering and managing a high quality public realm, including
a civic heart, that is functional, comfortable, safe, active and
responsive to pedestrians and cyclists
•
Empowering entrepreneurial spirit within the existing community
and encouraging opportunities for locally based businesses
•
Establishing an urban design ethos that reflects Canning’s heritage
and future aspirations
•
Enhancing highly valued places, particularly the Canning River
•
Interpreting the area’s heritage and future visions and aspirations
•
Encouraging sustainable development, including water use.
The key actions outlined in this section of the Strategy have been developed
in collaboration with the city centre consultant project team and the Council
officer’s working group.
Key Actions
•
Create an address of choice by upgrading landscape and public
domain
•
Increase intensity by introducing new residential and commercial
uses into the city centre
•
Create a mainstreet with a civic heart, to become the focal point for
community activation and deliver local retail, food, beverage and
entertainment
•
Connect existing community anchors and link the Cannington train
station with the Canning River.
Case Study:
Perth Cultural Centre
•
Improved seating, shelter, lighting and landscaping can turn
a place around
•
Place Management is essential to maintain amenity.
Refer to Appendix 1 for more detail
24
Today, the city centre suffers from an overall low level of amenity.
25
Amenity
Project Implementation and Responsibility:
Action
Detailed Considerations
Create an
address of
choice by
upgrading
landscape and
public domain.
Heritage:
•
•
evelop an Interpretation Strategy to enhance Indigenous and European heritage through landscape, urban design and public art
D
Protect and interpret remaining historical places including Canning River Regional Park, Woodloes Homestead and the Canning Town
Hall.
Public Information Signage & Wayfinding:
•
•
•
evelop a signage and wayfinding strategy
D
Rationalise and remove unused signage
Clean, remove graffiti and maintain useful signage.
Urban Design:
•
•
•
•
•
stablish an architectural vernacular, city centre masterplan and supporting design guidelines
E
Create a high quality and well-distributed public open space network, with established public transport connections
Design and develop Cecil Avenue as the city centre’s multi-modal central spine and extend through to Richmond Street and the Canning
River
Establish a street hierarchy and furnish with appropriate amenities (trees, shelter, seating, bike racks, water fountains, lighting etc)
Enhance the visual amenity of Albany Highway, Cecil Avenue and Sevenoaks Street.
Landscape:
•
evelop a landscape masterplan, responding to end user needs:
D
»» Consider accessibility for all users
»» Introduce a street tree planting programme, referencing local species
»» Introduce significant planting and vegetation into car parks
»» Screen the Western Power Sub Station with a landscape buffer, hoardings and public art mural
»» Integrate water themes into civic spaces with appropriate drainage and water quality management
»» Incorporate water quality treatment measures as part of landscaping
»» Use water sensitive urban design to minimise heat island effects in high density areas
»» Use permeable pavements where practical
»» Develop a public domain landscape manual
»» Develop a Management Plan and appropriate built form response for the Threatened Ecological Community (TEC).
Public Art:
•
•
•
26
evelop a public art strategy
D
Focus on the scoping and delivery of public art that is interactive and engaging
Provide opportunities for local community participation.
Responsibility
Action
Detailed Considerations
cont’d
Movement:
•
•
•
Responsibility
reate clear pedestrian connections and visual cues to guide people to and from the Cannington station, Albany Highway and Canning
C
River
Enhance pedestrian and cycle amenity through seating, rest stops, shaded pathways and bike storage
Improve pedestrian safety through CPTED Principles and adjusting street geometry where appropriate.
Water:
•
•
•
Increase
intensity by
introducing new
residential and
commercial uses
into the city
centre.
Optimise water use and irrigation efficiencies for new and existing developments, including reuse, rainwater capture, stormwater
harvesting, scheme water and ground water
Integrate storm water quality and quantity management into public spaces including development of living streams to link green spaces
and natural places
Maintain and provide for the ecological requirements of Leige St wetlands and the Threatened Ecological Community.
Planning Framework:
•
•
•
•
•
nable the Town Planning Scheme, Policies and Design Guidelines to acheive the specific land uses desired in the Canning Activity
E
Centre Structure Plan
Ensure planning policies are not prohibitive (for example, that they do not limit alfresco uses or application of appropriate promotional
signage etc.)
Develop Design Guidelines to:
»» Enable Cecil Avenue to function effectively as a visitor friendly mainstreet
»» Establish mixed use precincts; discourage commercial uses in residential nodes
»» Encourage entertainment, food and beverage uses on Cecil Avenue
»» Introduce minimum intensity standards
»» Promote fine grained street blocks to optimise connectivity and movement
»» Primary pedestrian routes such as Cecil Avenue should have zero setback for buildings and mandatory awnings for shade and
shelter
»» Promote Sustainable Development
»» Set appropriate building heights to create a good sense of enclosure within the core area
»» Encourage a mix of housing to cater for a wide spectrum of the social and demographic profile (consider student housing models,
partnerships with government agencies and affordable housing providers).
Use development controls to influence appropriate land use outcomes:
»» Apply developer contributions to fund public realm improvements, place management and place activation initiatives
»» Apply planning bonuses and rates relief incentives (i.e. rates relief for restaurants / cafés opening or relocating to preferred areas).
Empower City of Canning planning staff to achieve an investment responsive culture to development applications and approvals.
Cannington Train Station:
•
ncourage medium density office and commercial development to occur around the Cannington train station, along with convenience
E
retail, to support Transit Oriented Development.
Canning River:
•
•
Optimise river frontages to provide new medium and high density residential development
Provide community and recreation facilities to enhance and complement residential uses, including:
»» Regional park land and community facilities – seating, shade, BBQs, public art and interpretive features
»» Convenience and lifestyle features such as cafes, delicatessen.
27
Action
Detailed Considerations
Mainstreet:
Create a
mainstreet
• Establish a shared vision with Westfield to create a 100m double-sided main street along Cecil Avenue, integrated with Carousel
with a civic
and externalising some retail, food, beverage and entertainment functions
heart, to
• Establish a shared revitalisation vision with private landowners and government agencies to prioritise other redevelopment
become the
along Cecil Avenue:
focal point for
»» Identify key activity nodes around the Cannington train station, Carousel and at the Canning River; establish unique
community
attractions in each area
activation and
»» Engage with the local community and businesses to vision the layout, function, purpose, identity and staged delivery of
deliver local
each activity node, and multi-storey car parking
retail, food,
»» Develop land assembly strategies and strategic partnerships to achieve redevelopment visions, for example deliver new
beverage and
residential, retail and commercial uses near the Cannington train station in partnership with the Department of Housing,
entertainment.
on the corner of Cecil Avenue and Sevenoaks Street
»» Work with retail and commercial advisors to develop a curated, local business mix.
Civic Heart:
•
•
Connect
existing
community
anchors
and link the
Cannington
train station
with the
Canning River.
ngage with the local community and businesses to vision the layout, function, purpose and identity of a primary civic heart on
E
Cecil Avenue
Place Manage and programme the civic heart.
Parking:
•
•
evelop a parking strategy to:
D
»» Consolidate at grade parking into multi-storey development
»» Locate multi-decked car parks in areas that channel movement towards Cecil Avenue, such as near Leila or Pattie Streets
»» Apply stringent parking ratios and implement restrictions
»» Ensure on street parking benefits mainstreet retail operations.
Remove the requirement for building set backs to accommodate parking.
Movement:
Pedestrians and Cyclists:
•
•
•
rioritise pedestrian and cyclist movement throughout the city centre, including separated bike paths along primary roads.
P
Improve pedestrian crossing facilities at signalised intersections
Upgrade footpaths and other pathways.
Public Transport:
•
•
•
•
romote Light Rail initiatives for the city centre
P
Secure an express bus route or light rail system between Cannington Station and Curtin University
Establish public transport routes that connect activity nodes and service weekends and out of hours
Encourage bus stop and end user facilities at Carousel.
Canning River:
•
•
28
eliver a Regional Play Space as a key attraction close to the Canning River
D
Emphasise the connections to the Canning River, including Leige Street wetlands.
Responsibility
Key Destinations and Focal Points
29
9. Investment Attraction
Strategy 6
Targeted investment attraction
•
Develop a city centre project feasibility and commercial strategy to
inform product type and mix, project delivery and staging
Description:
•
Confirm project delivery staging and product packaging
The Economic Development Strategy for Canning city centre has identified
existing strengths and opportunities to diversify the current economic profile:
•
Identify development and project delivery partnerships and funding
sources
•
Develop integrated investment attraction strategies, considering
diverse target audiences
•
Implement investment attraction strategies.
Existing Economies
Opportunities
•
•
Comparison retail
•
esidential, including medium and high
R
density
•
ommercial and office, particularly at
C
Cannington Train Station
•
ealth, including medical, allied and
H
pathology
•
usiness services, focusing on mining
B
and industrial supply chains.
•
F ood and Convenience
Retail
Government Office
In order to attract investment from sectors not currently present in the area,
the following baseline levers will need to be in place:
•
Clear strategic direction and vision to drive investment certainty
•
Planning regulations and zoning which enable flexibility and do not
inhibit commercial and activation outcomes – for example, density,
street parking, alfresco, small bars etc
•
30
Key Actions:
A high level of amenity, community and public domain
infrastructure delivered by Government, to generate the potential
for land value improvements
•
Demonstrated project delivery model and management expertise
within Council
•
Commitment to ongoing place management.
Case Study:
Dandenong Revitalisation
•
Planning certainty, funding and expertise central to success.
Catalyst projects used to stimulate new investment and
development
William Street, Perth
•
The tenancy mix is critical to achieve street level activation.
Independent and unique businesses reflect the area’s
identity.
Refer to Appendix 1 for more detail
Investment Attraction
Project Implementation and Responsibility:
Action
Detailed Considerations
Develop a city centre •
project feasibility
•
and commercial
strategy to inform
•
product type and
mix, project delivery
and staging.
he project feasibility and commercial strategy will enable a detailed understanding of financial, market and
T
economic drivers that will influence implementation
The project feasibility and commercial strategy should consider private and government land holdings and the
development potential of the land use provisions of the Canning Activity Centre Structure Plan
The strategy should be scoped to:
»» Provide insight regarding existing and desired land tenure including redevelopment of City of Canning
land and assets
»» Recommend a product mix and type for commercial, residential, retail and other land uses, specifically
focusing on new economies specified in the Economic Development Strategy (health, mining and logistics
support, knowledge based businesses)
»» Consider potential commercial structures for land and property transactions
»» Consider project staging and delivery in the context of market demand.
Confirm project
delivery staging and
product packaging.
•
roject delivery staging and product packaging should consider interface with:
P
»» Public domain and general amenity improvements
»» Availability of public funding and private investment and / or partnerships to catalyse particular projects
»» Public transport and infrastructure improvements / additions
»» Market influences around product availability, including demand for commercial and residential
»» Nomination of priority development areas by the City of Canning, such as early transit oriented
development, including residential and commercial outcomes, near the Cannington train station
»» Land tenure and acquisition strategies, including consolidation and land swaps.
Identify
development and
project delivery
partnerships and
funding sources.
•
etermine partnerships with state government agencies, for example, City of Canning partnering with
D
Department of Housing to redevelop respective land holdings on the corner of Sevenoaks Street and Cecil
Avenue
Explore compatibility of state and federal infrastructure funding to deliver redevelopment projects
Develop a shared vision and relationship strategy with private land owners, including Westfield, to achieve
place based outcomes on private land holdings.
•
•
Responsibility
31
Action
Detailed Considerations
Develop integrated Investment attraction strategies should consider the following audiences:
investment
Private Developers
attraction strategies,
»» Residential
considering diverse
»» Commercial / office
target audiences.
»» Sector specific, eg healthcare, education, housing foundations, retail.
Consumers
»»
»»
»»
»»
»»
esidents
R
Destinational shoppers
Commuters
Prospective residents / purchasers
Prospective tenants.
Local, state and federal government
»»
»»
»»
»»
»»
ommunity infrastructure
C
Funding agencies
Transport
Housing
Education / tertiary institutions.
Investors and fund managers
•
•
Implement
•
investment
•
attraction strategies.
32
»» Residential
»» Commercial / office
»» Sector specific, eg healthcare, education, housing foundations, retail.
Consider the unique requirements of particular audiences and the product type being delivered – for example,
contract and planning conditions, development incentives and timeframes to complete development
Undertake market research to segment key markets and understand investment capacity, priorities and
drivers.
llocate resourcing to deliver investment initiatives
A
Develop marketing strategies to support implementation, including:
»» Communications tools (website, media, prospectus, presentations etc)
»» Communications tactics (relationship development at CEO / Executive level, presentations, roadshows).
Responsibility
10. Governance
Strategy 7
Establish a governance framework to facilitate
project and place management outcomes.
Description:
Moving from the planning phase of the city centre project to delivery
will require a significant focus on complex commercial, community and
development challenges.
Key Actions:
In the short term, establish a tiered approach, encompassing:
•
Establishing an effective governance framework early in the project life will
enable the City of Canning to optimise city centre development opportunities,
and make sound and rational strategic decisions based on expert advice, while
at the same time developing relationships and improving capacity to deliver
attractive and appealing streets, public places and destinations.
Council’s City Centre Working Group, with responsibility for
economic development and advisory to support effective decision
making and progress revitalisation projects
•
A City Centre Leadership Team responsible for ensuring all
stakeholders are working efficiently and effectively to optimise
opportunities
•
A Council Officers’ Working Group, responsible for operational
delivery
A tailored governance structure that focuses specifically on the city centre is
recommended to support a place-based approach, and underpin the delivery
of the place activation strategies recommended in this report.
•
A dedicated Place Manager and Development Manager.
In the short term, a tiered approach is appropriate to achieve focus on relevant
issues at a strategic and operational level and enable effective community and
stakeholder engagement and relationship management. It will be important
to ensure that roles, responsibilities and delegations of authority are clearly
articulated, to in turn deliver effective daily operations and a people and
investment-responsive approach.
At the appropriate time as development and place management within the
city centre gather momentum, the City of Canning’s organisational structure
should ideally evolve to accommodate a dedicated Place Management function
and a Place Management Team should be established, including a dedicated
city centre Place Manager. These positions could be new appointments, or
reallocated duties and responsibilities amongst existing staff.
In the long term:
•
Establish a Place Management directorate and a multi-disciplinary
Place Management Team to oversee functional delivery and
operations of the city centre project
•
Appoint a dedicated Place Manager and Development Manager.
Refer to Figures on pages 36 and 37.
Case Study:
Cockburn Central
•
Place Making Strategy developed
•
Establishment of a tiered governance structure
•
Alignment of resources and priorities between local and
state government and developer.
Refer to Appendix 1 for more detail
33
Governance
Project Implementation and Responsibility
Action
In the short term, establish a tiered
approach, encompassing:
•
•
•
•
ouncil’s city centre Working
C
Group, with responsibility for
economic development and
advisory to support effective
decision making and progress
revitalisation projects
A city centre Leadership Team
responsible for ensuring all
stakeholders are working efficiently
and effectively to optimise
opportunities
A Council Officers’ working group,
responsible for operational delivery
A dedicated Place Manager and
Development Manager.
Detailed Considerations
City centre Working Group
•
•
•
Leadership Team
•
•
•
•
•
•
•
•
34
dvocate for a state-level steering
A
committee to be formed to
prioritise rehabilitation
Establish a Place Management
directorate and a multi-disciplinary
Place Management Team to oversee
functional delivery and operations
of the city centre project.
Appoint a dedicated Place Manager
and Development Manager.
repare and sign a Memorandum of Understanding to formalise the Leadership
P
Group
Endorse a vision as a Leadership Group
Agree on roles and responsibilities
Agree on outcomes, timeframes and resources, and
Monitor on-going commitments.
Council Officers’ Working Group
•
•
•
In the long term:
onfirm the scope and terms of reference, to include economic development,
C
investment attraction and project delivery
Appoint delegates with appropriate skills and expertise
Convene (at minimum) quarterly meetings.
•
•
•
•
e-establish the Council Officers’ Working Group and convene bi-monthly meetings.
R
Appoint a dedicated Place Manager and Development Manager to implement
city centre revitalisation projects, reporting to an Executive Director within City of
Canning.
Allocate a dedicated annual city centre Place Management budget to ensure
adequate resources are available to efficiently and effectively deliver agreed actions.
llocate a dedicated annual city centre Place Management budget to ensure
A
adequate resources are available to efficiently and effectively deliver agreed actions
A state-level steering committee should comprise executive level membership from
key local and state government agencies
Consider how to integrate the Place Management function within the City of
Canning organisational structure
Appoint a Canning city centre Place Manager and Development Manager with
dedicated staff resources and support including community relations / stakeholder
management, economic development, asset management, marketing, media, events.
Responsibility
Governance
It is recommended that elements of existing City of Canning city centre committees remain in place and focussed on delivering a place-led approach to
revitalisation, but with some amendments to their terms of reference or membership, as described in the diagram below. The addition of a City Centre
Leadership Group with membership at CEO level comprising Council, major land owners and enterprises will provide an important vehicle for relationship
development, establishment of a common vision and project implementation.
Short Term Governance Structure
City Centre
Councillor Working Group
An existing committee with Council representation.
The terms of reference should include:
•
Strategic Direction on revitalisation projects
•
Enabling project transition from planning to delivery
•
Economic development and investment attraction
•
Financial and governance approvals
Composition should be the current membership plus the appointed city centre Place Manager and
Development Manager, and the opportunity to introduce expert independent advisors in the areas of:
•
Development
•
Commerce & Finance
•
Planning
•
Marketing & Investment Attraction
This is a proposed new leadership group, designed to act as ‘vision keepers’, cement relationships
at a leadership level within the city centre, develop ownership and a common vision, achieve
ongoing advocacy, and progress evaluation and assessment.
City Centre
Leadership Group
City Centre
Council Officers Group
Composition could include:
•
CEO - City of Canning
•
CoC Directors
•
Westfield
•
Key property owners
•
Community leaders
•
Senior representatives of relevant government agencies
An evolution of the existing Council Officers Working Group, this committee would focus
specifically on operational matters to do with city centre performance. This would include
brand and marketing, landscape and maintenance, asset management, cleaning, construction
management, statutory/strategic planning, security, economic development, special events and
commercial (leasing, sales, revenue generation).
Composition
•
Place Manager / Development Manager
•
CoC Directors / Managers
•
Business / Community representatives
•
Operation staff - eg Westfield, IGA
Figure 6: A tiered governance framework will enable focus at strategic, stakeholder and operational levels.
35
Governance
In the immediate term and in order to prioritise place management and individual revitalisation projects within the city centre, a transitional place management
team should be identified, as outlined below. This recommends that an existing Executive Director within City of Canning assumes responsibility for the delivery
of city centre revitalisation projects. This role is supported by two new resources; a Place Manager and a Development Manager, both required to work with a
high level of interdependency and liaison to bring about implementation. The Place Manager would be responsible for relationship management, operational
performance, investment attraction, marketing and programming etc while the Development Manager would be responsible for project delivery, works and
technical planning / design. The Place Manager and Development Manager would be supported by Council’s existing staff and resources, to be prioritised
through the City Centre Council Officers’ Working Group.
Short Term Place Management Team
Existing
Resources
City Centre
Councillor
Working Group
Brand / Marketing / PR
/ Events / Sponsorship
/ Programmes
36
Commercial /
Investment
Attraction
Figure 7: Short Term Place Management Structure
Development
Manager
City Centre
Operations
Planning and
Design
Works Programmer,
Engineering, Design
Functional
Areas
Place
Manager
New Resource
Required
Executive
Director
Governance
In the longer term and as the revitalisation projects progress, the place management function should be integrated within the City of Canning. The diagram
below recommends that an Executive Director assumes responsibility for the delivery of city centre revitalisation projects, reporting to Council’s City Centre
working group. This role is supported by two new resources; a Place Manager and a Development Manager, both required to work with a high level of
interdependency and liaison to bring about implementation. The Place Manager would be responsible for relationship management, operational performance,
investment attraction, marketing and programming etc while the Development Manager would be responsible for project delivery, works and technical
planning / design. These positions would be supported by dedicated staff, budgets and other resources.
Long Term Place Management Team
Executive
Director
Place
Manager
Brand / Marketing / PR
/ Events / Sponsorship
/ Programmes
Commercial
/ Investment
Attraction
Figure 8: Long Term Place Management Structure
Development
Manager
City Centre
Operations
Planning and
Design
Works Programmer,
Engineering, Design
Dedicated Resources Required
Existing
Resources
City Centre
Councillor
Working Group
37
38
11. Conclusion
A place-led approach to the revitalisation of Canning’s city centre will
enable integrated delivery of physical, management and programmatic
improvements in the area, with clear definition to relationship development,
place management and governance roles and responsibilities.
The low amenity of the city centre requires immediate attention and
prioritising ‘quick wins’ to signal that the place is changing and engage the
attention and efforts of stakeholders and the general community is essential.
Priority projects for the City of Canning to pursue immediately would include:
•
Reinstate the Council Officers Working Group
•
Appoint a Place Manager and a Development Manager either as a
formal resource or through a contractual arrangement as described
in strategies 4 and 7
•
Identify existing resources and budgets to support the Place
Manager and Development Manager
•
Prioritise a dedicated focus on relationship development and
management with city centre stakeholders, particularly landowners
and key influencers such as Westfield
•
Work with stakeholders to create a shared vision and priorities for
city centre improvements
•
Commence the development of a place brand as described in
strategy 2
•
Implement ‘Quick Wins’ as described in strategy 1, in conjunction
with relevant stakeholders and engaging with community
•
Complete a city centre masterplan and a landscape masterplan
to complement the Canning Activity Centre Structure Plan,
underpinned by place making principles that prioritise end user
needs
•
Identify priority revitalisation projects, such as potential partnerships
with the Department of Housing concerning government-owned
lands on the corner of Cecil Avenue and Sevenoaks Street
•
Develop a commercial strategy, project feasibilities and business
cases to further understand holistic city centre financial parameters
and identify capital funding partnerships, as outlined in strategy 6.
39
12. Appendix 1
Best Practice
Case Studies
40
Best Practice Case Study:
Place Brand
Liverpool One, United Kingdom
As part of its 21st-century renaissance, the city of Liverpool wanted to join
the first division of shopping destinations in the UK. To achieve this, the
Grosvenor Group (developer) would redevelop a derelict 42-acre site between
the city centre and the docks. Alongside shops, there would be a cinema,
housing and public spaces. Opened in 2008, it is one of the most important
developments within Liverpool’s city centre for more than 60 years and the
largest regeneration project of its kind in Europe.
Whilst the design and development behind Liverpool One’s transformation
of Liverpool city centre was crucial to its success, so too was the strategic
approach to place branding and marketing.
Brand development
•
Leasing website, promotional video, 3D flythrough
•
Events – sponsorship
•
An Information Centre was opened to the public on November
2004, with an evolving 1:200 scale model attracted 50,000 visitors.
Consumer Marketing
With B2B marketing firmly established, attention turned to the important
issue of consumer marketing. Audiences were segmented into six cluster
groups for targeting, each receiving customised marketing communications.
•
A new consumer website was developed along with consumercentric direct marketing materials
•
A new strap line accompanied the campaign: “Everything You Love
in Liverpool One”
•
A hoardings strategy was devised and implemented taking in
strategic sites around the city and key locations across Liverpool One
Community engagement
•
Retailers were encouraged to use the Liverpool One brand within
their own promotions
The approach to local consultation and communication was comprehensive
and enduring from the very outset of the project. Throughout the development
process, Council and the developer, Grosvenor held public “stakeholder”
meetings every 12 weeks. People with an interest in the development were
invited. 200-300 people regularly turned up to these events becoming
important advocates for the project.
•
A media buying agency was hired to devise a comprehensive media
plan to target consumers in the important secondary catchment
areas and move them to visit the new Liverpool One.
From the onset it was agreed that for a project of this scale and importance the
brand would need to be appealing to everyone (retailers, shoppers, visitors).
It would also need to be simple, unique and true. “New Rules” became the
organising thought behind the brand and the name “Liverpool One” soon
followed.
Tools for selling the Liverpool One Vision
Business Marketing
•
Leasing materials including documents detailing the research, the
vision for Liverpool One, maps, tenant mix plans, CGIs, shopper
characteristics
•
B2B advertising campaign aimed at retailers and agents run within
the trade press and delivered electronically
•
Marketing Suites – in Liverpool and London
Celebrating the project – telling the story
The monumental effort which resulted in Liverpool One needed to be captured
before key people moved on physically and mentally from the project. The
developer commissioned publisher John Wiley to produce a book charting the
story and appointed author David Littlefield to write it. In April 2009, Wiley’s
published “Liverpool One: Remaking a City Centre” (ISBN 978-0-470-74769-8).
Source and more information:
http://www.admotusmarketing.com/Final-Ayo-Credentials-Nov-09.pdf
http://www.liverpool-one.com/website/home.aspx
http://www.wolffolins.com/work/a0556e8714a3248bab9b746993a1095d
41
Best Practice Case Study:
Strategic Partnerships
Coburg Initiative
Coburg Principal Activity Centre (CPAC) is located 9 kilometres from
Melbourne’s CBD and 10 minutes drive from Melbourne Airport. The
redevelopment included a $1 billion plan for jobs, homes and a new ‘heart’
for Coburg.
Moreland City Council also embarked on a strategic partnering arrangement
with an private developer with a track record in urban renewal, that understood
the Moreland community, shared in its vision to deliver the Coburg Initiative
and could assist Council deliver community value.
The vision for Central Coburg in 2020 is:
A strategic partner was selected after a rigorous public process inviting
development companies to work co-operatively with Council to rejuvenate
central Coburg. Moreland City Council and the private developer Equiset, are
committed to achieving the best outcome for the Coburg Initiative through
partnerships with the broad range of stakeholders and the local community.
•
Central Coburg develops as the prime shopping, living, employment
and activity precinct in Moreland
•
The centre is transformed into an attractive system of streets and
spaces
•
Central Coburg becomes a sought-after living environment, offering
a range of housing choices, including high density housing
•
Most people arrive at the centre on foot, by bike or by public
transport
•
The provision of a range of services enables people to conduct a
number of different activities based on the one trip
•
Central Coburg is linked with networks of green space.
The concept of sustainable development underpinned the vision for
Central Coburg. In support of this underlying principle, the vision provided
an integrated approach to the social, economic and environmental issues
facing the area, and provided a strategic framework for future land use and
development of the area to ensure its long-term sustainability.
Strategic Partnerships
Coburg included a vast extent of government landholdings. A map was created
to visually represented all state and local government holdings, including
developed sites, vacant land, parkland, roads, footpaths and rail reserves. This
exercise revealed the extent of land available in government ownership and
highlighted the opportunities to transform the centre through a new urban
structure, new development sites and a new public realm.
42
Source and more information:
http://www.moreland.vic.gov.au/
http://www.dpcd.vic.gov.au/
Best Practice Case Study:
Place Management
City of Swan
Place Management can have a central role in government, particularly at the
level of local government. Being a single body with a wide range of functions,
local government can improve its effectiveness and efficiency by moving,
firstly, to identify clearly the core outcomes it is pursuing and, secondly, to
arrange its resources so that the achievement of those outcomes is managed.
Recognising that a ‘one size fits all’ approach does not effectively meet the
challenges in giving the attention necessary to service such a large and diverse
area, the City of Swan has implemented a Place Management approach. The
primary objective of this corporate initiative, is to ensure that the organisation
is working in a cross-functional integrated manner in its planning and delivery
of services, programmes and infrastructure unique to Place. It shifts the focus
from organisational outputs to community outcomes.
Place Management enables place knowledge to be brought to the table. It
provides a cohesive platform that ensures the City’s business units are working
in unison to facilitate improved planning. It encourages the creation of closer
relationships with business units and the people and stakeholders who live,
work and recreate within the Place. Place Managers drive Place Management,
however all City staff are responsible for making it happen by tailoring their
daily work conducive to the approach.
Place Plans are important tools for developing partnerships with the
community and other agencies and provide a framework for future activities
within the Place area by presenting background and historic information
about the Place, as well as documenting relevant trends, policies, guidelines
and identifying current and future projects for the area. Place Plans are
developed with community input and enable the City to tailor programs to
suit particular areas based on their characteristics.
Developer contributions, services and facilities arrangements
City of Swan’s innovative approach to place management extends to the
provision of community facilities and services delivered through developers
and landowners.
The Ellenbrook and Vale Community Facilities and Services Agreements were
formed in 2004 and 2005 with the respective developers of the Ellenbrook and
Vale Estates. The agreements were developed for the purpose of identifying
and making financial contributions toward the provision of some of the local
community facilities and services in the respective estates.
Community Committees in Ellenbrook and Vale established under these
agreements are responsible for recommending the expenditure of funds held
in reserve accounts for the purpose of aiding the development of community
facilities and services. In accordance with the Agreements the developers
make contributions to reserve accounts upon the sale of each lot. The
contribution rate is indexed each year according to the Consumer Price Index.
The developers’ contributions are matched by the City.
The Ellenbrook and Vale (Aveley) Community Committees meet bi-monthly to
facilitate the provision of facilities and services from the Ellenbrook and Vale
Community Reserve Funds respectively. Committees consist of:
•
City of Swan Councillors
•
City of Swan Community Services Manager
•
Developer representatives (Project Director Level)
•
Community representatives (residents – selected through
nomination process)
The Community Committees are not intended to function as committees of
the Council; rather the committees simply function with representatives of the
City and representatives of the community.
The supporting Community and Economic development Plans are executed by
developers in close liaison with City of Swan. This plan guides the provision
of community infrastructure, active recreation, primary and high schools,
transport, high speed internet social programming.
Source and more information:
http://www.swan.wa.gov.au/Our_City/About_Swan/Place_Management
http://www.swan.wa.gov.au/Our_Council/Council_Meetings/Minute_Listing/2009/
February_4_2009 - Item 2.3, Ellembrook and Aveley Community Facilities and
Services Agreements.
43
Best Practice Case Study:
Amenity
Perth Cultural Centre
The Perth Cultural Centre is one of Perth’s primary public spaces, housing
the State’s most significant cultural institutions on the doorstep of the CBD.
Despite its prime assets and strategic location, it had developed a reputation
for being unsafe and unwelcoming, and had not leveraged its potential as a
successful cultural hub for Western Australia.
The objective was to breathe new life into the Cultural Centre with a
heightened sense of energy, flavor and vitality. It also aimed to reposition
the place as one of Perth’s major visitor destinations by introducing new
attractions and activities, land uses, proactive management and programming
and improving existing infrastructure.
•
•
•
The Perth Cultural Centre comprised a complex group of
stakeholders, with vested interests. Extensive stakeholder and
community consultation and engagement strategies were delivered,
including workshops, meetings and other requirements to gain
input and ownership of the vision
A place strategy was implemented to enable immediate
improvements to transform the area, focusing on how the space
will function, what could be done to make it more comfortable,
accessible and social, with more activities to keep people in the area
for longer. The outcome resulted in a $5m improvement program of
short term works including better lighting and security, landscaping
upgrades, free WIFI and improved way finding, retail pods and more
seating, shade and performance spaces
Heritage upgrades and a strategic leasing campaign were
progressed for the commercial/retail properties along William
Street. The strategy also included a provision to subsidise the less
expensive upper floor areas for non-commercial uses such as artist
studios in order to extend the Perth Cultural Centre’s role as a
creative hub
»»
Place Management resources were allocated, and a Property
Manager and on-site team was appointed
»»
Protocols and procedures were established to deliver a higher
standard of cleaning and maintenance.
•
Weak governance and limited collaboration were contributing
to the Perth Cultural Centre not being fully optimised. The most
challenging barrier related to land ownership, which was complex
and disparate. A management order was formalised and a
governance structure was developed to define roles, responsibilities
and accountabilities, based on stakeholder feedback
•
Marketing resources were disparate and restricted and public
activities were limited. A marketing and programming committee
was established to facilitate joint marketing and collaborative
programming;
Activation initiatives applied included:
•
The area was not being maintained to a standard that would be
expected of a prominent public space.
»»
a website was built to promote the Cultural Centre as a
destination,
»»
a streamlined event approval process was implemented
»»
a sponsorship program was established to attract events and
encourage externalised programming.
There are now more things to see and do in the Perth Cultural Centre, which
will impact on the length of visitation, and create a more positive experience
for visitors. It has also become the venue of choice for many of Perth’s flagship
festivals, including Perth International Arts Festival, the Fringe Festival,
CHOGM and the Laneway Festival, to name a few.
Source and more information:
www.perthculturalcentre.com
http://www.mra.wa.gov.au/Projects/Perth-Cultural-Centre
44
Best Practice Case Study:
Investment Attraction
Dandenong Revitalisation
To recognise and facilitate revitalisation of the Dandenong Central Activities
District the Revitalising Central Dandenong Project is being delivered. This
project covers 170 hectares and is the largest urban renewal project in Victoria
since Melbourne Docklands. As a result of significant land acquisition by the
Planning Minister, the project now has the scope to transform the centre into
a thriving community hub.
Context
In April 2006 the Victorian Government launched a shared vision for
Revitalising Central Dandenong and announced $290 million to invest in
the redevelopment of the city centre over a 15 to 20 year period. The aim is
to restore Central Dandenong as the capital of Melbourne’s south east, and
ensure it is a great place to live, work, study and socialise.
In 2007, VicUrban developed an Urban Master Plan for the revitalisation of
Central Dandenong which built on previous strategic work and further refined
the future vision. It is estimated the revitalisation will attract $1 billion in
private sector investment as well as help create up to 5,000 new jobs and 4,000
new homes over the next 20 years. The priorities for the Plan incorporate
significant new infrastructure including:
•
redevelopment of Lonsdale Street as a green boulevard with slow
moving traffic, improving its access and amenity
•
a new City Street to connect the railway station to the heart of the
city
•
upgrading the railway station surrounds to provide a new arrival
and meeting place
•
constructing the George Street Bridge to create a new western
gateway into Central Dandenong.
Selecting the right tool: land acquisition to deliver regeneration
To deliver on the shared vision for Central Dandenong, it was necessary to
acquire significant land. The city structure needed to be redesigned to better
integrate a previously disconnected centre and create land parcels that could
attract private sector investment and development. Seven hectares of land
with approximately 170 different titles were identified for aquisition. The
Urban Master Plan refined the strategic need identified in council’s earlier
work to directly connect key destinations with a new City Street and create
development opportunities along its path.
The new City Street will create an easy and direct route between the railway
station, the city centre, Dandenong Plaza and Dandenong Market. It will
become a major route for pedestrians in Central Dandenong, with a range
of street level activities such as new retail, apartments, cafes, offices and
public spaces. The majority of property acquisitions were completed over
three years between 2005 and 2008. VicUrban emphasised the importance
of a transparent process that included extensive consultation, advice and
information for potentially affected landowners and tenants. In addition,
to minimise market and tenant uncertainty, people were made aware in the
most timely manner possible if their land would or would not be acquired.
Quick wins
To signify that Revitalising Central Dandenong was underway, VicUrban,
the City of Greater Dandenong and the Dandenong Development Board
initiated a two-year ‘Refresh Program’ that took place between July 2006
and June 2008. The projects were designed to challenge people’s perceptions
of Dandenong by building positive messages and good news stories about
Central Dandenong, and to generate activity through place-making projects
with participation from the local community. Examples of projects include:
•
Art in the City Program – as part of a larger effort to stimulate
cultural activity, the Art in City Program installed temporary
artworks from emerging and established artists in the vacant shops
and laneways of the city centre. The artworks, which are visible to
passing pedestrians, explore, celebrate or present issues that are
relevant to Dandenong.
45
•
Floral Displays – to add colour and vibrancy to the city’s streetscapes,
a program of moveable floral displays has been introduced to
Central Dandenong. Spectacular flower arrangements in large
purpose-built planters are prepared by the Council’s horticultural
staff and placed at key locations throughout the city centre.
•
Little India Cultural Tours – Dandenong’s Little India precinct is
filled with exotic shops selling Indian cuisine, authentic spices and
ingredients, colourful sari fashions, jewellery and Bollywood film
and music. The City of Greater Dandenong organises twice-weekly
tours of Little India for locals and visitors alike, which finish with a
delicious meal in one of the precinct’s restaurants.
Source and more information:
Victorian Government Activity Centres Toolkit, April 2010,
http://www.dpcd.vic.gov.au
http://www.greaterdandenong.com/Documents.asp?ID=3396&Title=Revitalising+
Central+Dandenong+&Type=d
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Best Practice Case Study:
Investment Attraction
William Street
William Street is one of Perth’s most significant streetscapes. After many
years of neglect, the Metropolitan Redevelopment Authority (formerly EPRA)
acquired the properties in 2007 and implemented a $6m revitalisation strategy.
Source and more information:
http://www.mra.wa.gov.au/Projects/Perth-Cultural-Centre/About-the-Project/
http://www.perthculturalcentre.com.au/
Beyond aesthetic building improvements, William Street presented a unique
opportunity to achieve significant place outcomes for both the Perth Cultural
Centre and Northbridge because it provided:
•
The principal access to draw pedestrians and retail potential from
established areas of Northbridge into the Cultural Centre
•
The opportunity to attract an eclectic mix of tenants and transform
the area into a burgeoning creative sector
•
The revenue base to fund activation initiatives within the Perth
Cultural Centre.
It is not often that State Government has the opportunity to influence the
tenancy mix on such a large scale, on the doorstep of the CBD. A strategic
leasing campaign and investment attraction strategy was developed, which
has been critical to the success of William Street’s on-going revitalisation. In
contrast to a logical revenue maximisation approach which would attract
high profit franchised tenants, the leasing strategy deliberately targeted
commercial and creative businesses with a local and independent focus, to
build on Northbridge’s existing ‘grit’ and character.
The strategy also included a provision to subsidize the less expensive upper
floor areas for non-commercial uses such as artist studios in order to extend
the Perth Cultural Centre’s role as a creative hub.
Tenant negotiations were successfully managed to secure stakeholder and
business support and today provide a compelling food and retial mix that has
attracted a range of new user groups to Northbridge.
The outcome of the William Street leasing campaign was very successful, given
at times challenging economic circumstances. The project has also received
positive feedback from the media, including support from community blogs
that had previously been sceptical about the revitalisation plans.
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Best Practice Case Study:
Governance
Cockburn Central
Cockburn Central is strategically important under the Directions 2031 and
Beyond Planning Framework and will be one of Western Australia’s first
examples of a fully functional Activity Centre. Cockburn Central is significant
from a Governance perspective after a range of conflicting objectives became
evident between some key stakeholders, and there were limited collaborations
to address those issues.
The Place Making Strategy proposed a place-led approach to activation of the
project area, bringing together governance, planning, strategic marketing,
communications, investment attraction and overall project positioning. Key
strategies recommended, and subsequently implemented include:
•
Core activation initiatives such as:
•
Landscaping improvements and Quick Wins
•
Cockburn Central attracts a large number of commuters but no-one
stays, and it is not well known or promoted
•
Way-finding and signage
•
The development risks of becoming primarily a commuter/transit
zone was present (a train station and car park)
•
Alignment of marketing, branding and communications messages
•
Place-led planning, design and investment attraction
•
Commercial tenants alone would not deliver main street activation
outcomes and the main street vision was in direct competition with
the adjacent regional shopping precinct (Gateway)
•
Place Management
•
Community and economic development initiatives
•
Community capacity building
•
It remained isolated by major arterial roads, and pedestrian
connections and access can be intimidating and disjointed
•
Programming and events.
•
The site felt like a development precinct and was not well
maintained or managed
•
The project vision proposed a Town Square but the proposed site is
isolated from all other social and commercial facilities, and there is
no community anchor.
A Place Making Strategy was prepared with the aim to revitalise the Town
Centre, based on a series of workshops and intercept surveys. The Place Making
Strategy identified the need for key project stakeholders, being LandCorp,
City of Cockburn and developer Australand to work more closely together to
achieve common objectives.
A tiered governance structure was implemented to promote regular liaison
with major stakeholders and community-based representatives, including:
•
Steering Committee, comprising senior level representatives from
key State agencies and the City of Cockburn
•
Landowner Working Group, comprising LandCorp, City of Cockburn,
Public Transport Authority and key landowners and tenants
•
Operations Working Group, comprising LandCorp project managers
and City of Cockburn managers from various departments.
Both LandCorp and the City of Cockburn’s marketing and communications
strategies were also revised to ensure alignment of the project brand,
positioning and key messages and to ensure communications and marketing
activity supports overall project objectives.
The outcome has resulted in improved site presentation, clearer accountabilities
and a greater focus on strategic state issues, such as transport, which will have
a profound impact on the Town Centre’s ultimate success.
Source and more information:
Place Making Strategy ZKC Consulting, July 2011
http://www.cockburncentral.com.au
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49
13. Appendix 2
Logo
Development
50
canning
city centre
PAGE 7
unlocking the potential
Canning
city centre
unlocking the potential
NUDE DESIGN STUDIO
PAGE 8
Canning
City Centre
unlocking the potential
NUDE DESIGN STUDIO
Canning
City Centre
unlocking the potential
Some preliminary logo development for the City project was
completed, with final concepts illustrated above.
Canning
City Centre
unlocking the potential
486 MURRAY ST PERTH WA 6000
PO BOX 188 MT LAWLEY WA 6929
NUDEDESIGNSTUDIO.COM.AU
IDENTITY DEVELOPMENT
FOR CANNING CITY CENTRE.
FOR
PLACE MATCH
ATTENTION
CARLA CHATZOPOULOS
PROJECT
LOGO IDENTITY
FOR CANNING CITY CENTRE
CONTACT
JOHN DUREY
EMAIL
JOHN.D@NUDEDESIGNSTUDIO.COM.AU
51
References and Resources:
Other Inputs:
Canning Activity Centre Draft Structure Plan (Hames Sharley, June 2012)
Place Match attended two City of Canning Council Officers Working Group
Meetings during the preparation of this report and some of the recommended
actions, particularly in the Quick Wins and Amenity sections have been
influenced by the discussions and outcomes of those meetings.
Canning Activity Centre Local Water Management Strategy (Essential Environmental,
March 2012)
Canning City Centre, Draft Access and Movement Conditions (AECOM July 2011)
Canning City Centre Economic Briefing Note 1 (Pracsys, June 2011)
Canning City Centre Economic Development Strategy (Pracsys, June 2012)
Canning City Centre Heritage Report (TPG, 2012)
Canning City Centre Public Realm Style Guide (Blackwell & Associates, 2012)
Canning City Centre Transport Planning Report (Aurecon, 2012)
Canning Futures: Sector Group Workshops Report of Findings (City of Canning,
March 2012)
Cannington Urban Context Analysis (Urban Design Centre of Western Australia,
2011)
Directions 2031 and Beyond, Metropolitan planning beyond the horizon (Department
of Planning and Western Australian Planning Commission, August 2010)
Land Use Performance Study for Cannington Activity Centre (Curtin University, July
2011)
Place Match participated as part of a multidisciplinary project team responsible
for providing inputs into the Canning City Centre Economic Development
Strategy and the Canning Activity Centre Structure Plan. This group comprised:
Urbanism
Hames Sharley
Pracsys
Blackwell and Associates
Aurecon
Essential Environment
TPG
Project Management
Planning and Urban Design
Economic Development
Landscape Design
Traffic and Movement
Urban Water Management
Heritage
Some of the strategies outlined in the Amenity section of the Place Activation
Report have resulted from the inputs and strategies developed by the project
team in working sessions and individual reports, referenced above.
Property Study, Canning City Centre Regeneration Strategy (Colliers, June 2011)
Village Well Staff Workshop Outcomes File Note (Urbanism, February 2011)
Image Sources:
blogs.curtin.edu.au (face-painted children)
tpgwa.com.au (Canning City Centre)
http://www.panoramio.com/photo/16581371 (Rouse Hill Town Centre)
http://en.wikipedia.org/wiki/Rouse_Hill_Town_Centre (Rouse Hill Town Centre)
http://www.perthculturalcentre.com.au (Children at Wetlands) (PCC screen) (William
Street)
http://www.stockland.com.au/residential/wa/vale-aveley-living-at-vale-aveley.aspx
(Lake and Parklands images, Vale, Aveley)
http://www.landcorp.com.au/_image/Project/Cockburn-Central/Image-6-CockburnCentral---July-2011.JPG?width=160&mode=s (Mural artists)
Urbanism, November 2011 (Community Workshop, Council Officers)
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Disclaimer:
This report has been prepared for the City of Canning by Place Match. The
information contained in this report has been prepared with care by the
authors and includes information from apparently reliable secondary data
sources, which the authors have relied on for completeness and accuracy.
However, the authors do not guarantee the information, nor is it intended
to form part of any contract. Accordingly all interested parties should make
their own inquiries to verify the information and it is the responsibility of
interested parties to satisfy themselves in all respects.
This report is only for the use of the party to whom it is addressed and the
authors disclaim any responsibility to any third party acting upon or using the
whole or part of its contents.
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