Brisbane - A New World City

BRISBANE CITY COUNCIL | URBAN RENEWAL BRISBANE
THE MAKING OF A NEW WORLD CITY, 1991-2012

THE MAKING OF A
1991- 2012
Thi s submi ssion has been produced by Bri sbane Ci t y Council.
Queries regarding this submission can be directed to:
Ms. Rebecca Arnaud
Executive Offcer, Urban Renewal Brisbane
Brisbane City Council
GPO Box 1434
Brisbane QLD 4001
Australia
T: +61 7 3403 8888
F: +61 7 3334 0014
Selected images courtesy of Brisbane Marketing.
BRISBANE CITY COUNCIL | URBAN RENEWAL BRISBANE
CONTENTS
INTRODUCTION
CV of nominee and portfolio ................................................................7
List of demonstration projects/themes .............................................. 15
Demonstration project i
POST-INDUSTRIAL CITY .....................................................22
Demonstration project ii
RIVER CITY .................................................................................42
Demonstration project iii
NEW WORLD CITY ................................................................60
INTRODUCTION
6 INTRODUCTION
FIG 1
|
City of Brisbane's Geographical context
TABLE 1
Worldwide quality of Life index 2009
RANK COUNTRY 2007 SCORE COUNTRY 2008 SCORE COUNTRY 2009 SCORE
1 Austria 9.71 Switzerland 9.71 Switzerland 9.70
2 Switzerland 9.45 Austria 9.64 Austria 9.57
3 Norway 9.25 Australia 9.28 Norway 9.56
4 Australia 9.24 Canada 9.27 Denmark 9.36
5 Luxembourg 9.21 Luxembourg 9.21 Canada 9.21
6 New Zealand 9.10 Norway 9.16 Australia 9.20
7 Denmark 9.08 Sweden 9.08 Sweden 9.20
8 Canada 8.96 Denmark 8.98 Luxembourg 9.13
9 Singapore 8.96 Netherlands 8.91 Finland 9.07
10 Netherlands 8.74 New Zealand 8.91 Germany 9.05
Sources: IMD World Competitiveness Online 1995-2009, May 2009; Austrade
Australia needs a lifestyle city and Brisbane is it.
BERNARD SALT, Demographer, KPMG
Nestled between the azure waters of Moreton
Bay and an arc of mountains known as the Scenic
Rim, Brisbane boasts world-class facilities,
outstanding infrastructure, cutting-edge
architecture and remarkable leisure experiences.
CV OF NOMINEE AND PORTFOLIO
THE MAKINGS OF A RISING GLOBAL STAR
Urban Renewal Brisbane (URB) has transformed Brisbane from a suburban
backwater into a dynamic global city. For more than 20 years, this unique Brisbane
City Council initiative has been planning and implementing large and small-scale
urban renewal projects in Brisbanes inner city, with outstanding results.
Brisbane is an urban success story, yet this was not always the case.
Twenty years ago, the city was still a big country town, a place where
alfresco dining was a novelty, young people left to fnd real jobs in Melbourne,
Sydney or Europe and housing choice meant deciding between a single and
double-storey home in the suburbs.
It was a relatively young city, emerging from the scrub little more than 160
years earlier, yet it was already struggling with urban decay.
Today, Brisbane is Australias New World City, an easy-living city, proudly
casual, yet with a growing sophistication. With a population of 2.0 million, it is
Australias third largest city, a subtropical metropolis located in the heart of the
nations fastest growing region.
Australia consistently ranks among the worlds top ten countries for its quality
of life
1
and Brisbane is considered the nations lifestyle city. Internationally,
its a star on the rise, ranked by fDi Magazine
2
as one of the top ten Asian
cities of the future in 2009/2010.
Brisbane is the state of Queenslands economic engine room, with an economy
valued at $85 billionalmost half (46.5 per cent)
3
of the total state economy.
Local employment is growing faster than in any other Australian state capital.
It has a balance of widely contrasting economic drivers. On the one hand,
its the headquarters of the states multi-billion dollar resources industry and
an international centre of excellence in the feld of mining technology and
services. Nearly two hundred national and international mining companies
are based in greater Brisbane. But on the other, the city is forging ahead
as Australias innovation leader on the talent, skills, intellect, creativity and
immense drive of a multitude of small businesses and young entrepreneurs.
Brisbane is the Gen Y of international cities: youthful, progressive and
confdent, home to Australias premier live music scene, the nations largest
1 See Table 1.
2 (fDi Magazine, 2010)
3 (Brisbane Marketing, 2010)
INTRODUCTION 7
8 INTRODUCTION
FIG 2
|
Media articles highlighting Brisbane's transformation. Courier Mail 1991
and Sydney Morning Herald 2008
Ive been consistently struck by the
number of young people on the
streets and in the bars and galleries.
A demographic that is smart,
switched on and looking to create
something special here.
DAVID BERTHOLD, Artistic Director
and CEO of La Boite Theatre,
quoted in Australian Magazine, 2009.
Gallery of Modern Art and one of the most important centres for digital games
design outside the USA. Brisbane is the nations gateway to the Asia-Pacifc
markets and knowledge now accounts for much of the citys exports.
No place has been more critical to Brisbanes emergence on the world stage
than the city centre and no group more instrumental to the inner citys renewal
than URB. URB introduced new ways of thinking about the city and facilitated
the creation of a strong city identity refective of Brisbanes subtropical climate
and relaxed, outdoor lifestyle.
Brisbanes formerly one dimensional business district has now blossomed into
a global nexus for commerce, the heart of an increasingly rich network of inner
urban creative, cultural, educational, research and living precincts.
The work of URB is recognised as a national benchmark in urban renewal.
4
URBs success, especially in the early stages, can be largely attributed to the
incredible level of government support underpinning its operations. Established
in 1991 by Australias largest local government authority, Brisbane City Council
(Council), it has been continuously funded and supported by Council for 20 years.
From 1991-1996, URB was also funded by the Building Better Cities program, a
Commonwealth Government initiative administered by the Queensland Government.
It was a complex arrangement, yet it achieved an unprecedented level of cross-
government integration.
Building Better Cities (Better Cities) has been credited with precipitating the
most signifcant change in urban Australia post World War II. In Brisbane, it
removed signifcant barriers to redevelopment by funding large infrastructure
and environmental rehabilitation initiativessomething individual players in the
market place could not afford to do.
The former Chief Executive of the National Capital Planning Authority, Lyndsay
Neilson, oversaw the creation, development and implementation of Better
Cities. He considers URBs foundational work in Brisbanes inner north-eastern
suburbs among the fnest of all 26 nationally funded projects:
Nothing was more dramatic and long-lasting in effects, both direct,
and indirect through demonstration, than the revitalisation of the inner city
areas of Sydney, Perth and Brisbane. The work of the Inner Brisbane
Urban Renewal Authority was transformative.
5
But this project was just the beginning. URBs mandate was soon extended to
take in all growth areas in suburbs within fve kilometres of the Central Business
INTRODUCTION 9
4 (Neilson, 2008).
5 (Neilson, 2008).
10 INTRODUCTION
Trevor Reddacliff in inner Brisbane, with his private development
background, was especially adept in convincing private investors
of the merits of investing in his area, and they did. Millions
of dollars poured into his projects, and inner Brisbane rapidly
became a national exemplar in urban renewal.
LYNDSAY NEILSON, former Chief Executive, National Capital Planning Authority
TABLE 2 Awards List
Year Award Company
1993
Customer Service Category Award for outstanding and exceptional
performance and achievement in the service of Brisbane City
Lord Mayors Awards for
Excellence
1994
Church Street Affordable Housing Project Award for Excellence in
Urban Design
Teneriffe Apartments Mayors Award for Best Urban Renewal Project
Royal Australian Planning Institute
Queensland Master Builders
Association Awards
1995
Urban Renewal Taskforce Management Structure Winner of Better
Cities Award for outstanding urban area management
National Awards for Innovation
in Local Government
1996
Inner North Eastern Suburbs Urban Renewal Project National
Occasional Special Award for Planning Excellence
Mactaggarts Place Woolstore Conversion Award for Excellence
Special Project
Royal Australia Planning Institute
Urban Design Institute of
Australia
1997
New Farm, Teneriffe and Newstead Riverside Promenade
Master Plan Award for Excellence in Landscape Master Plans
Australian Institute of Landscape
Architecture
1999
Cathedral Place Urban Renewal Award for Excellence
Mariners Reach Newstead National Award for Excellence in the Best
Urban Renewal Project award category
Urban Development Institute
of Australia
2000
Urban Renewal Taskforce Education Strategy Award for Excellence
in community education and customer service
Lord Mayors Award for
Excellence
2003 RiverWalk Certificate of Merit Planning Institute of Australia
2006
Woolloongabba Structure Plan Certificate of Merit Urban Design
Plans and Ideas
Planning Institute of Australia
2007
Brisbanes City Centre Master Plan National Award for Planning
Excellence and Ministers Award Urban Planning Achievement and
Urban Design Plans and Ideas
Fortitude Valley Urban Vision Award for Excellence Urban Design
Plans and Ideas
Eastern Busway Award for Excellence Urban Design Plans and Ideas
Woolloongabba Structure Plan Certificate of Merit Urban Planning
Achievement
2008
Neighbourhood Planning in Urban Renewal Areas, A Community
Engagement Framework Award for Excellence in Urban Planning
2009
Brisbane City Centre Neighbourhood Plan Award for Excellence
2010
Vibrant Laneways Certificate of Merit in Urban Design Plans and Ideas
Toowong Auchenflower Renewal Strategy Certificate of Merit in
2012
Urban Renewal Brisbane 20 years
- National Award for Excellence
- Special Mention
- Government Leadship Award

Lee Kuan Yew World City Prize
Property Council Australia
District (CBD) and the CBD itself. Plans have now been generated for more
than 1000 hectares of prime inner-city land.
Much of URBs triumph can be attributed to its partnership with the private
sector. URB completely reformed the citys adversarial approach to planning.
No longer was it developer against government planner, resident against big
business; URB united stakeholders in a common vision and harnessed the
specialist skills of each to achieve unparalleled innovation.
As a government body, URB operated within an existing bureaucratic structure,
yet it quickly became known for its real world focusa rare quality for
a government planning agency.
This can be largely attributed to the infuence of the late Trevor Reddacliff,
a former architect with a wealth of private sector experience who served
as Chairperson of the Urban Renewal Task Force (URBs original name)
from 1991-2005. Reddacliffs practical understanding of development was
embedded into both URBs culture and modus operandi. Projects were always
considered holistically, with an emphasis on urban design, place-making and
environmental sustainability.
So highly valued was this industry perspective that upon Reddacliffs death
a board of ten high-profle architects, urban designers and other professionals
was appointed in his place.
Though URBs structure, leadership and even name have changed over the
years, the group has remained true to its original purpose. It is a supplier
of ideas, a facilitator between government and the development sector, a
galvaniser of community opinion and the source of boundless energy and
enthusiasm. Today, the citys most diffcult planning problems and most
challenging renewal projects, are tasked to URB.
URB has achieved an extraordinary amount of change within a relatively
short period of time; with around 120 hectares of obsolete industrial land now
redeveloped or under construction. Residents and businesses have streamed
back to the inner city, with 50,000 residents
6
, 22,000 dwellings
7
and 1.2 million m
2
of offce space
8
added from 1991 to 2011.
An estimated $8.75b has been invested into URB areas of responsibility.
URB offers an easily adaptable management structure for international cities.
It operates using a fexible, multi-disciplinary model focused on outcomes
rather than regulation. It does not require legislative change and serves to
INTRODUCTION 11
6 (Australian Bureau of Statistics, 2011)
8 (Colliers International Research, 2010)
12 INTRODUCTION
In 1995, URB received the National Award
for Innovation in Local Government from the
Building Better Cities program, acknowledging
the uniqueness of its management structure.
Brisbane has achieved a global reputation for
the quality of its urban life, not least because of
the close and effective attention the city gives
to top quality urban design. Urban Renewal
Brisbane (URB) is the widest-ranging of the citys
agencies charged with this task, with a remit
that extends from the central business district
to a range of old industrial and warehouse areas
in the inner city that have been successfully
transformed into new living and working
districts. Particularly impressive is the way
that the work of URB is now being embodied
in an imaginative strategy for achieving
sustainable urban growth across the entire city
and its surrounding region, by using transport
corridors, including the citys brilliant BRT (bus
rapid transit) network as a catalyst for urban
transformation.
Sir Peter Hall, Lee Kuan Yew World City Judge
INTRODUCTION 13
strengthen, rather than supplant, local planning schemes. Through creative
partnering with the private sector, it can achieve lasting microeconomic reform.
URB has delivered sustainable renewal projects to ensure Brisbanes
continuing liveability, quality of life and prosperity into the future. It serves as
an inspiration for cities across the globe.
References
Australian Bureau of Statistics. (2011). Census Data 1991-2011.
ACT: Commonwealth of Australia.
Brisbane Marketing. (2010). Brisbane Economic Annual 2010: a retrospective.
Brisbane: Brisbane City Council.
Colliers International. (2010). Research & Forecast Report: Brisbane CBD Offce.
Brisbane: Colliers International 2010.
fDi Magazine Dec/January. (2010). Asian Cities of the Future 2009/2010.
United Kingdom: The Financial Times Ltd.
Neilson, L. (2008). The Building Better Cities program 1991-96: a nation-building
initiative of the Commonwealth Government. In J. Butcher, Australia Under
Construction: nation-building past, present and future. Canberra: ANU E Press.
14 INTRODUCTION
FIG 3
|
Aerial images of Brisbane City
LIST OF DEMONSTRATION PROJECTS/THEMES:
Theme 1: Post-industri al Ci t y Transforming obsol ence into oppor tuni t y
Theme 2: River Ci t y Reconnecting Bri sbane wi th i ts river
Theme 3: New Worl d Ci t y Pl anning for sustainabl e growth
SUMMARY OF URBS ROLE IN TRANSFORMING
BRISBANE INTO A NEW WORLD CITY
URBs comprehensive approach to urban renewal steps outside traditional
planning models. Not content simply to plan renewal, URB partners with local
residents, business owners and the development sector to actually deliver
liveable communities able to sustain their quality of life over the long-term.
URB works at the macro, precinct and site-specifc scale. Broad renewal
strategies and planning frameworks guide change over the long-term, design
guidelines and master plans manage development within neighbourhoods and
demonstration projects help spark development at a site level.
URB facilitates development on every level, from generating commercially-
viable investment opportunities to eliminating bureaucratic obstacles and
championing plans and projects through government approval processes.
Extensive, ongoing community and stakeholder consultation is a consistent
feature of all URB activities.
Three project-based themes have been developed to capture the extensive
range of activities undertaken by URB over the past twenty years:
Theme 1: Post-industrial City
Transforming obsolence into opportunity
URB was originally established to regenerate former industrial suburbs in
Brisbanes inner north-eastone of which was a major employment centre
and reverse the social and physical decline. URBs specifc roles included:
preparing master plans and infrastructure plans to guide new
development and investment
commissioning economic, transport, social needs, infrastructure, open
space, marketing and other studies to inform the master planning process
partnering with developers and land owners to facilitate the
redevelopment of derelict sites
INTRODUCTION 15
16 INTRODUCTION
FIG 4
|
Urban Renewal Brisbane's key demonstration projects 1991-2011
1. Church Street public housing
2. Teneriffe Apartments
3. Teneriffe Village
4. Mariner's Reach
5. Teneriffe Wharves
6. Central Brunswick
7. The Cannery
8. Centro on James Street
9. Cathedral Place
10. Brisbane Powerhouse
11. River Gallery Apartments
12. Freshwater Apertments
13. Goodwill Bridge
14. Cutter's Landing
15. Floating Riverwalk
16. Fortitude Valley Entertainment Precinct
17. Green Square
18. Emporium
19. One Macquarie
20. Market Street
21. Kurilpa Bridge
22. Northern Quarter
23. Jacob's Ladder
24. Albert Lane
25. Woolloongabba Antique's Precinct
26. Little Roma St.
27. HQ
28. China Town Mall
29. King George Square
30. Burnett Lane
31. Newstead Riverpark
32. Spencer Lane
33. Inner City Bypass
facilitating heritage restorations, working with government heritage
agencies, to ensure the adaption of older buildings did not
compromise their heritage value
managing the redevelopment of Council-owned land to deliver
affordable housing and public spaces
delivering key catalyst projects, including cultural centres and
transport services
identifying critical infrastructure needed to facilitate sustainable city
growth and working with different levels of government to fund and
deliver major infrastructure.
Theme 2: River City
Reconnecting Brisbane with its river
URB developed an ambitious strategy to reconnect Brisbane residents with
their river. This strategy inspired and informed a myriad of plans and renewal
projects over a 20 year period in multiple riverfront locations. URBs specifc
roles included:
identifying barriers to sustainable waterfront development and cultural
change and developing overarching renewal strategies
embedding river-focused strategies into local plans
developing strategic directions to inform long-term government
infrastructure plans
preparing plans to coordinate new transport infrastructure and
public space investment
negotiating with developers and land owners to ensure publicly
accessible walkways, bikeways, parklands and ferry terminals along
the river
investing in new riverfront promenades and bikeways and pedestrian
infrastructure
managing the delivery of new riverfront community facilities and
cultural assets
working with different levels of government to deliver new pedestrian
bridges and ferry services.
INTRODUCTION 17
18 INTRODUCTION
FIG 5 | In 2011, Brisbane is a vibrant New World City
Theme 3: New World City
Planning for sustainable growth
Over recent years, URB has been managing growth in Brisbanes CBD and
surrounding frame areas and facilitating Brisbanes emergence as a New
World City. URBs specifc roles included:
preparing strategic plans to manage growth and infrastructure
investment in the CBD and growth precincts within a 5km ring from
the inner city
creating renewal strategies and detailed statutory neighbourhood
plans for the CBD and 12 other renewal precincts to guide development
undertaking detailed economic, transport, urban design and other
studies to inform long-term planning
preparing master plans and design guidelines for key sites
and localities
driving the adoption of sustainable, subtropical design practices
in development
negotiating with developers to deliver integrated, high-quality
public spaces
managing the redevelopment of key public spaces and laneways
working with different levels of government to deliver major
transit connections.

INTRODUCTION 19
PLANS AND STRATEGIES YEAR PHYSICAL OUTCOMES
Inner Suburbs Action Plan Study finalised 1988
Urban Renewal Task Force established
Urban Renewal Report: Inner North-East
Suburbs Brisbane finalised
1991
Building Better Cities Funding allocated
Riverside Study finalised
Newstead and Teneriffe Master Plan finalised
1992
Inner North Eastern Suburbs Master Plan
finalised
1994
URB receives the National Better Cities Innovation
in Local Government award for outstanding urban
area management
1995
Church Street public housing: $4 million
residential development
Teneriffe Apartments: $13.5 million
residential redevelopment of a 1920s
woolstore
Newstead and Teneriffe Waterfront and
Teneriffe Hill Local Area Plans adopted
Fortitude Valley Development Control Plan
adopted
1996
City Cat high-speed ferry service launched
Teneriffe Village: $24 million mixed-use
redevelopment of former Paddys Market
New Farm, Teneriffe and Newstead Riverside
Promenade Master Plan finalised
1997 $22 million SW1 Sewer upgrade
Emporium Master Plan finalised
Brisbane Powerhouse cultural centre concept
finalised
Newstead Village Master Plan finalised
1998
Mariners Reach: $90 million residential
redevelopment of derelict land
Teneriffe Wharves: $100 million residential
redevelopment of riverfront woolstore
and wharf
Central Brunswick: $145 million residential
redevelopment of Carlton United Brewery
The Cannery: $35 million village-style
redevelopment of former State Cannery
Newstead Riverpark Master Plan finalised 1999
Centro on James Street: $72 million mixed-
use redevelopment of former Coca-Cola site
Cathedral Place: $130 million mixed-use
redevelopment of a Catholic Cathedral
2000
Brisbane Powerhouse: $17 million
redevelopment of the citys first municipal
power station
River Gallery Apartments: $45 million
residential redevelopment of former
Australian Maritime Depot
Freshwater Apartments: $41 million
residential development on former HMAS
Moreton site.
Valley Gateway Master Plan finalised 2001 $33 million Goodwill Bridge opens
20 INTRODUCTION
INTRODUCTION 21
PLANS AND STRATEGIES YEAR PHYSICAL OUTCOMES
Bulimba Master Plan finalised 2003
Cutters Landing: $200 million residential
redevelopment of former Colonial Sugar
Refinery Site
$220 million Inner City Bypass opens
$17 million floating RiverWalk opens
Valley Music Harmony Plan finalised 2004
City Centre Master Plan finalised
Urban Futures Brisbane Board established
2006
Fortitude Valley designated Australias first
dedicated entertainment precinct
Valley Urban Vision finalised 2007
Green Square: $160 million commercial and
affordable housing development
Emporium: $100 million mixed-use
redevelopment of former BCC bus depot
Albion Neighbourhood Plan adopted
Inhabit program launched
2008
$800 000 Market Street revitalisation
One Macquarie: $62 million residential
development of derelict industrial land
Woolloongabba Centre Neighbourhood
Plan adopted
URB receives the Planning Institute of Australia
Merit Award for its Community Engagement
Strategy.
2009
$63 million Kurilpa Bridge opens
Northern Quarter legal precinct
commences: $1.9 billion public private
commercial precinct redevelopment
$2.6 million Jacobs Ladder revitalisation
Albert Lane revitalisation
Woolloongabba Antiques Precinct:
$8.5 million redevelopment
Fortitude Valley Neighbourhood Plan adopted
Howard Smith Wharves Expressions of
Interest closed
Toowong Auchenflower Renewal Strategy
finalised
Kangaroo Point South Renewal Strategy
finalised
Newstead and Teneriffe Waterfront
Neighbourhood Plan adopted in 2010
Milton Station Neighbourhood Plan adopted
in 2010
2010
$700 000 Little Roma Street revitalisation
HQ: $290 million 5-star Green Star
sustainable retail and commercial
development
$8 million China Town Mall redevelopment
$28.5 million King George Square
redevelopment
$2.5 million Burnett Lane revitalisation
CityCycle launched
Eastern Corridor Neighbourhood Plan adopted
South Brisbane Riverside Neighbourhood Plan
adopted
Toombul Nundah Renewal Strategy finalised
Taringa-St Lucia Renewal Strategy finalised
2011
Newstead Riverpark: $500 million mixed-use
redevelopment of derelict industrial land
(stage 1 complete)
Spencer Lane revitalisation
Toowong Auchenflower Neighbourhood
Plan adopted
Kangaroo Point Neighbourhood Plan adopted
2012
111 Eagle Street $700 million office
development complete
Wintergarden $100 million refurbishment
New CityCat terminal opening in Tenerife
FIG 6
|
Timeline of key Urban Renewal achievements
POST-INDUSTRIAL
CITY
Transforming obsolence
into opportunity
DEMONSTRATION PROJECT 1
POST-
INDUSTRIAL
CITY
24 POST-INDUSTRIAL CITY
FIG 8
|
Map showing significant problems facing the Inner North-East in 1990
taken from original Urban Renewal Report 1991
FIG 7
|
Initial area of
responsibility for Urban
Renewal Brisbane
(Inner North-East)
A
|
PROJECT NAME
Post-industri al ci t y: Transforming obsol escence into oppor tuni t y
B
|
PROJECT LOCATION
URBs initial scope of responsibility included 730 riverside hectares
immediately adjacent to Brisbanes CBDthe suburbs of Fortitude Valley,
Newstead, Teneriffe, Bowen Hills and New Farm.
C
|
PROJECT DESCRIPTION
SCALE AND NATURE OF THE PROJECT
A ci t y in decline
Twenty years ago, Brisbane was a big country town. Though a relatively
young city, it was already struggling with economic stagnation, industrial
strife and urban decay.
Commentators describe the city at the time as dying from the inside out
9
.
Suburbs in the inner north-east were particularly hard hit. Advances in
the shipping industry left wharves abandoned and empty warehouses
became commonplace as manufacturers consolidated their operations
into purpose-built suburban premises.
By the early 90s, the local employment centre, Fortitude Valley, once
Brisbanes retail nucleus, had deteriorated into a run-down business
district, blighted by chaotic traffc, crime and visual pollution. While the
Valley remained a colourful incubator for live music talent, its appeal was
limited. For many, the Valley was just too unsafe and unsavoury.
An exhaustive three-year Council study
10
uncovered the depth of issues
confronting local communities and in 1991 URB was formed to drive and
coordinate renewal in Brisbanes inner north-east.
The scale of the challenge was immense. It was the single largest urban
renewal project ever attempted in Australia. Despite its proximity to the
CBD, there was little appetite for redevelopment. Highly-contaminated
industrial sites lay scattered across the area, with major investment
required to upgrade local infrastructure.
POST-INDUSTRIAL CITY 25
9 (Staerk, 2010)
10 (Brisbane City Council, 1990), Refer to Section H: Supporting Document 1
FIG 9
|
Original Urban Renewal Master Plan taken from the Urban Renewal Report 1991
TABLE 3
Example planning studies used to guide
URB's planning work
Newstead/Teneriffe Strategic Planning Study
Fortitude Valley Strategic Planning Study
James Street (Fortitude Valley) Planning Study
Teneriffe Woolstores Urban Renewal Strategy
Strategic Road Network Study
Brisbane Light Rail Transit Study
New Farm/Teneriffe Local Area Mobility Plan
The Riverside Study
New Farm Park Concept Plan
Merthyr Park Design Plan
New Farm Powerhouse Assessment
Sewerage Infrastructure Project
Affordable Housing Strategy
Disability Access Study
FIG 10
|
Original New Farm Powerhouse Assessment
Study and Affordable Housing Strategy documents
OBJECTIVES AND STRATEGIES
A vi sion for the future
URB embarked on an ambitious project
11
to reinvigorate Brisbanes inner
north-east
12
. URBs overarching vision for the project area was simple: build
sustainable, liveable communities. A distinct vision was created to guide the
renewal of each suburb:
For ti tude Vall ey
Revitalise as a major retail, business, tourist and commercial centre
with a bohemian character.
Newstead
Redevelop as a self-contained urban village within a highly
landscaped environment.
Teneri f fe
Capitalise on heritage buildings and water frontage to create new
residential and commercial environments.
New Farm
Preserve the existing built character and social fabric and enable the
suburb to grow and mature.
FROM STRATEGY TO REALITY
URB began by developing master plans, setting out the development
philosophy and framework for each suburb, in partnership with stakeholders
such as key landholders. Detailed studies were commissioned to inform the
planning process
13
.
Tailored strategies and measurable objectives were embedded into each
master plan. Seven broad strategies however, guided all renewal efforts:
1 Infrastructure investment
Aspirations to create new urban communities were limited by inadequate
infrastructure and congested roads. URB identifed and directed government
funding into key infrastructure projects to kick-start and support private sector
development, assisting in the delivery process.
Brisbanes S1 Sewer, the citys main sewer line through the
north-east, received a $22m major upgrade, supported by local
system improvements.
11 Refer section H: supporting document 2
13 Refer Table 2 and section H: supporting document 4&5
FIG 13
|
Green Square affordable housing project
FIG 11
|
Brisbane's riverfront promenade have provided continuous public access to the river
FIG 12
|
Brisbane's revitalised China Town MallPhotos courtesy of Urbis
In 2002, the 4.5km, $220m Inner City Bypass (ICB), the states largest
infrastructure engineering project undertaken for decades, was
constructed to divert non-essential regional traffc from the Valley.
Public transport was signifcantly improved through the establishment
of the super-fast CityCat ferry service and a direct bus service
connecting residential areas to the Valley and CBD.
2 Public space
Poor-quality footpaths and sparse parks and trees within former industrial
areas deterred potential new residents and businesses. URB coordinated
public and private investment to deliver an incredible array of public realm
improvements, dramatically enhancing the areas liveability
14
. These included:
network of bikeways and riverfront promenades ensuring continuous
public access to the Brisbane River between Newstead and the CBD
$7m upgrades of the two main pedestrian malls, Brunswick St Mall
and Chinatown Mall and connecting streets
upgrades to major public parks and new open space, including
riverfront parkland
streetscape upgrades, landscaping works and local traffic
calming measures
rejuvenation of local shopping precincts Merthyr Village and
Carramar Centre.
3 Af fordabl e housing
Brisbanes inner north-east traditionally hosted much of the citys low income
and subsidised housing. Retaining this function was considered crucial to the
citys ongoing diversity and the sustainability of future communities. During
planning, URB identifed suitable sites for affordable housing, using $8m of
federal funding to deliver demonstration projects including the multi-award
winning Church Street Public Housing Project
15
. More recently, URB has
targeted government land holdings, working with developers and Brisbane
Housing Company to deliver additional projects, including Warry Street and
Green Square in Fortitude Valley and Masters Street in Newstead.
FIG 15
|
Brisbane's first municipal powerstation, the historical Brisbane Powerhouse, has been
transformed into the city's premier live arts venue
FIG 14
|
The revitalised Emporium a multi-award winning retail, residential and commercial
development on a former bus depot site
4 Economic revi tali sation
URB partnered with the Fortitude Valley Chamber of Commerce to increase
local jobs by stimulating the existing employment base and encouraging
business relocations. URBs master plans identifed the Valleys northern
entrance as a prime location for new retail and commercial developments.
Surrounded by busy roads and lacking river views, these sites held little
attraction for residential development, but URB believed retailers and
businesses could beneft from their high exposure and large lot sizes. Master
plans
16
ignited the conversion of these industrial areas to vibrant high-density,
mixed-use developments, and specifed environmentally sustainable urban
design standards to ensure their future market appeal.
URB planned and managed the redevelopment of key Council landholdings to
deliver catalytic projects, including:
Emporium: a multi-award winning retail, residential and commercial
development (including boutique hotel) on a former bus depot site.
Green Square: a sustainable, mixed-use development featuring 5
and 6-star Green Star rated offce buildings, an affordable housing
complex and parkland.
Newstead Riverpark: an eight-precinct residential, business and retail
suburb within a suburb on a 17ha former gasworks site.
5 Cul tural revival
Strategies
17
were introduced to strengthen the areas vibrancy and function as
a cultural hub. Fortitude Valley was designated as the nations frst dedicated
entertainment precinct, which saw restrictions on live music volumes relaxed
and regulations introduced requiring apartments to be noise insulated. URB
also facilitated Councils $17m refurbishment of Brisbanes frst municipal
power station, Brisbane Powerhouse, into a live arts precinct, and a major reft
of two historical commercial buildings into Australias frst integrated creative
arts space, the Judith Wright Centre.
URB enhanced liveability by improving public safety in entertainment precincts
through crime sensitive design and encouraged outdoor dining, markets, live
music and mixed-used development through local plans. URB also negotiated
with proponents of major new developments to deliver community benefts
such as public art, public space and foor space for community organisations
to the value of 0.4% of construction costs.
FIG 16
|
Example of the Teneriffe Woolstores that have been revitalised into
mixed-use residential developments
FIG 17
|
Before and after photos of Cutter's Landing, an old sugar refinery transformed into
residential apartments
FIG 18
|
Refurbished post office into stylish
GPO restaurant and bar
FIG 19
|
Planning Institute Australia
Certificate of Merit for Urban Renewal
Community Engagement Framework
6 Heri tage development
The inner north-eastern suburbs are some of Brisbanes oldest, home to
impressive heritage buildings. URB saw these grand and robust buildings as
major assets for the future community and their reuse as an essential component
of the projects sustainability. URB worked closely with developers to deliver
high-quality conversions that retained their heritage value. Master plans for each
of the suburbs were specifcally designed to ensure new buildings were compatible
with the established built form, while encouraging innovation in design.
Key heritage developments include the redevelopment of:
10 former woolstores into award-winning residential and
commercial developments
a department store, TC Beirne Centre, into a retail and
commercial space
the 1920s Queensland State Canning Factory into loft apartments
(The Cannery)
the 1893 Colonial Sugar Refnery main refnery building to loft-style
apartments (Cutters Landing)
the Fortitude Valley Post Offce into the GPO Hotel, a stylish
restaurant and bar
a former department store into the McWhirters Centre, a retail
and residential complex
the Sun Newspapers building into the Sun Apartments.
7 Communi t y consul tation
URBS community engagement was far above legislative requirements and
even today is considered industry best practice (in 2009 URBs Community
Engagement Strategy
18
was acknowledged with a Merit Award
19
from the
Planning Institute of Australia). All URB plans, from large master plans to small
streetscape improvements, have been developed jointly with the community
and other stakeholders, with opportunity for input at all planning stages. This
has resulted in unprecedented public support.
Soon after its establishment, URB moved offces to Fortitude Valley to
strengthen its ties with the local community, opening up a shopfront and public
library (containing all URB reports and studies). URB also:
established community steering committees for each precinct
engaged community activists and artists to liaise with residents
during detailed planning
FIG 20
|
Vibrant living, working and
entertainment precincts
FIG 21
|
Example of Newsline Urban Renewal
Brisbane's regular community newsletter
publicised plans and strategies through marketing, advertising
and media campaigns
undertook surveys and held public displays, meetings and
design workshops
produced a regular community newsletter (Newsline
20
), project-
specifc newsletters and annual project reports.
Key innovations
1. Establishment of Australias frst dedicated entertainment precinct.
2. Successful integration of contemporary development with
heritage architecture.
3. Commitment to award-winning community consultation program.
4. Delivery of affordable housing demonstration projects through
public-private partnerships.
RESULTS AND LESSONS LEARNT
Inner ci t y renai ssance
Today, Brisbanes inner north-east is unrecognisable. Vibrant retail, living and
entertainment precincts replace industrial decay. Derelict warehouses are now
stylish apartments. New public spaces and bike paths follow the riverfront
where old wharves once lay idle. The abandoned Powerhouse has become
one of the countrys hottest arts venues, an icon in the landscape alongside
landmark buildings featuring cutting-edge subtropical design.
Yet Brisbanes inner north-east remains a diverse and inclusive community.
More than 700 new affordable dwelling units now provide homes at below-
market rates to low-income earners. These developments are of the highest
quality, scooping national awards for their design and construction.
The Valley has become Brisbanes premier cosmopolitan, commercial and
entertainment precinct and Newstead and Teneriffe the citys most sought-after
urban living communities. Between 1991 and 2011, the population grew by an
additional 14,000
21
people and demand continues to escalate.
Life has returned to local business precincts, with the Valley shining as
Brisbanes top retail and commercial destination, specialising in high-end
home furnishings and design, art galleries and youth fashion outlets. Economic
activity is thriving and the Valley workforce has increased by 70% since 1991.
The Valley Gateway is now a state-of-the-art civic entry point, hosting an
exciting cluster of apartments, commercial tenancies, restaurants, cafes and
20 Refer section H: supporting documents 12-15
FIG 22
|
The iconic James Street a people oriented destination that embraces Brisbane's
subtropical lifestyle
specialist retail outlets. With the introduction of the ICB, one of Brisbanes most
used road corridors, and extensive streetscape improvements, local streets
have once again become places for people, with James Street
22
the pick.
The Valleys status as one of the nations most important breeding grounds
for original music has also been cemented. In 2007, US Billboard
23
magazine
named Brisbane as one of fve international music hotspots, a direct refection
of the Valleys growing infuence on the global music scene.
Brisbane has become the place to be for young professionals with imagination
and ambition, thanks to the high-quality living and working environments URB
createda magnet for knowledge workers. The Valley and surrounding suburbs
now host high-energy business clusters at the forefront of their respective felds,
be they fashion, design, advertising, digital media or software development.
URB redefned Brisbanes inner north-east without destroying the urban
fabric of existing neighbourhoods. Quaint timber and tin cottages sit happily
alongside award-winning, medium-rise apartments, and once idle factories,
warehouses and wharves now stand tall in the landscape, reconnected with
a new age and a new generation.
Summar y of quanti tative resul ts
120 hectares of industrial or obsolete land redeveloped.
More than 20 heritage redevelopments.
8,400 additional employment opportunities.
LEARNING EXPERIENCES
Private par tnerships
URB always considered commercial realities, balancing aspiration with
economics. This is the secret to much of its success. Sceptical developers,
previously distrustful of government planners, were won over by URBs
understanding of the marketplace; URBs master plans were always informed
by extensive research into market demand and key private sector developers,
architects and urban planners were employed to inform and guide local projects.
URB actively stimulated developer interest by funding and delivering catalytic
projects, creating new development opportunities and streamlining the government
approval process. Early government investment in key infrastructure also worked
to build developer confdence. URB utilised innovative planning controls to provide
for orderly development and economically attractive built forms.
23 (Carne, 2007)
38 INDUSTRIAL CITY
Measurabili t y
URBs success is measured by key performance indicators (KPIs). Regular
reporting against KPIs assists URB to monitor key strategies and enables
Council to evaluate URB against corporate objectives. URBs frst ten-year
indicator report
24
is particularly noteworthy as it quantifably measures a
decade of signifcant transformation, reporting against KPIs such as increased
residential development and decreased heavy industry presence.
POTENTIAL APPLICATION AND REPLICABILITY
FOR OTHER CITIES
A model proj ect
URBs inner-north east renewal strategy presents simple initiatives for other
cities to follow:
1. Set clear development directions with master plans for mixed-use
urban communities.
2. Engage the community and stakeholders in genuine, meaningful
consultation, making them partners in the renewal process.
3. Relocate incompatible industrial uses to remove conficts with
redevelopment.
4. Concentrate and direct government efforts into targeted, meaningful
infrastructure to provide a springboard for private sector investment.
5. Invest in public realm improvements to sustain long-term vitality
and liveability.
6. Facilitate high profle demonstration projects to generate developer
and consumer interest.
7. Streamline the bureaucratic approval process for major development.
8. Promote high-quality design and ensure the retention of heritage.
D
|
STATUS OF PROJECT
The successful regeneration of the former industrial suburbs of Newstead,
Teneriffe and Fortitude Valley over the last 20 years is evident for all to see.
However, as the city grows and changes URB must face new challenges
and opportunities. Accordingly, URB has recently revised and updated the
neighbourhood plans for these suburbs and continues to actively drive the
implementation of these plans by facilitating new developments and initiating
renewal projects on a day-to-day basis.
E
|
DEVELOPMENT TEAM
The URB team has evolved and changed a great deal over the last 20 years.
The original Urban Renewal Taskforce was chaired by Trevor Reddacliff, who
continued to lead Urban Renewal Brisbane until his untimely death in 2005.
The core of the URB team has generally consisted of around 5-10 urban
planners and designers.
F
|
PROJECT IMAGES
Please refer to Figures 7-22 throughout Demonstration Project 1
Post-industrial city: Transforming obsolescence into opportunity.
40 INDUSTRIAL CITY
References
Australian Bureau of Statistics. (2011). Census Data 1991-2006. ACT:
Commonwealth of Australia.
Brisbane City Council. (1990). Inner Suburbs Action - The Report. Brisbane:
Brisbane City Council.
Carne, L. (2007, January 27). Sweet sound of success. Retrieved from The
Courier Mail: http://www.couriermail.com.au/news/sunday-mail/sweet-sound-of-
success/story-e6frep2o-1111112899350
Staerk, G. (2010, January 02). Jim Soorley stopped urban sprawl. Retrieved
from www.goldcoast.com.
H
|
SUPPORTING DOCUMENTS
1. Inner Suburbs Action - The Report, Brisbane City Council, 1990
(electronic)
2. Soorleys Grand Plan, By J McCarthy, Courier Mail, 1991 (electronic)
3. Urban Renewal Report: Inner North-Eastern Suburbs Brisbane,
Urban Renewal Task Force, 1991 (Paper copy provided)
4. Urban Renewal Report: Supplementary Paper 1992-93, Urban
Renewal Task Force, 1993 (electronic)
5. Newstead Teneriffe Strategic Plan, Urban Renewal Taskforce, 1993
(paper copy provided)
6. New Farm Teneriffe and Newstead Riverside Promenade Master
Plan: Executive Study, Urban Renewal Task Force 1996 (electronic)
7. Church Street Project: Award for Excellence 1994, Royal Australian
Planning Institute Inc. Queensland Division (electronic)
8. Valley Gateway Master Plan: Planning and Design Report, Urban
Renewal Task Force, 2001 (electronic)
9. Valley Music Harmony Plan, Brisbane City Council. 2004 (electronic)
10. Urban Renewal Brisbane Community Engagement Framework, Urban
Renewal Brisbane. 2009 (electronic)
11. Certifcate of Merit, Neighbourhood Planning in Urban Renewal
Areas: A Community Engagement Framework, Planning Institute
Australia: Queensland Division (electronic)
12. Newsline No.1 ,Urban Renewal Newsletter, October 1992 (electronic)
13. Newsline No. 22, Urban Renewal Newsletter. June 1997 (electronic)
14. Newsline No. 25. Urban Renewal Newsletter. March 1998 (electronic)
15. Newsline No. 27, Urban Renewal Newsletter. July 1998 (electronic)
16. Urban Renewal an Investment, by Sue Williams in The Australian,
2007 (electronic)
17. Key Performance Indicator Report 1991-2001, Urban Renewal Task
Force, 2001 (electronic)
RIVERCITY
Reconnecting Brisbane
with its River
RIVER
CITY
1 Iuhouvn ofmvlml fmv
RIVER CITY 43
The rejuvenation of these vacant sites and buildings along the
Brisbane River reflects a fundamental urban renewal process which is
to replace bygone industry with people
URBAN RENEWAL 1996 Report
"People didn't care. Brisbane
had pretty much turned its
back on the river."
EDMUND BOURKE,
The Courier Mail, 2007
FIG 23
|
The winding Brisbane river Flotilla the relaunch of the CityCats
after the 2011 Brisbane floods
FIG 24
|
River City contextual map
Shows the way Brisbane's
river dominates the city
geographically and URB
focus ares
44 RIVER CITY
A
|
PROJECT NAME
River Ci t y: Reconnecting Bri sbane wi th i ts river
B
|
PROJECT LOCATION/SIZE
See fgure 24 for river city location context. URB's strategies to connect
Brisbane with its river have focused on riverside suburbs within 5km of the
city centre.
C
|
PROJECT DESCRIPTION
A negl ected river
Brisbanes defning natural characteristic has always been its winding river. It
dominates the city geographically and has shaped settlement patterns since
the 1820s. Then, it was the gateway into the city, the conduit for trade, and,
further upstream, a place for swimming and picnicking.
As Brisbane grew, the river became a handy open sewer and waste dump. Its
banks were stripped for timber and the riverbed dredged, irrevocably changing
the river's ecology. 160 years after settlement, the river presented a poor sight.
Deserted industrial sites lined much of the river and the city averted its gaze
from its muddy waters.
Movement alongside and across the river was diffcult, with few bridges and
limited riverfront access, dampening redevelopment interest in the inner city.
The river was Brisbanes great divide, splitting the city in two and limiting the
CBDs expansion.
But the tide was about to turn for the Brisbane River. In the late 80s,
development in the CBD began to open up river sections hidden behind
buildings, car parks and wooden wharves. This was rapturously received,
sparking further development interest in riverfront sites. URB drew upon this
enthusiasm with an ambitious strategy to reconnect Brisbane with its river.
RIVER CITY 45
The Brisbane River will always be one of our greatest assets. My
agenda, from day one, has been underscored by the need to focus on
the Brisbane Riverits health and its beauty. Our goal for the future is
to see the whole community enjoy the benefits of the river.
JIM SOORLEY, Brisbane Lord Mayor 1991-2003, quoted in Urban Renewal Report 1999
FIG 25
|
Before and after pictures of Catalina Wharves one of Brisbane's
historical shipping wharves, redeveloped into luxury residential
apartments and houses
46 RIVER CITY
Vi sioning the future
URBs initial focus was to enable the community to enjoy the benefts of the river
in Brisbanes inner north-east; but it soon spread to take in southern riverside
suburbs Bulimba, Kangaroo Point and South Brisbane, as well as the CBD. URB
is presently planning the northern riverside suburbs of the CBD, Auchenfower,
Toowong and St Lucia.
URB drove change along the inner-reaches of the Brisbane River through a
series of plans and strategies that embedded river-focused strategies into locality-
specifc outcomes. Early directions were set by URBs Riverside Study
25
(1992)
which explored ways to upgrade riverside open spaces and networks and
presented practical design concepts, landscape treatments and costing estimates.
Core strategi es
Four overarching strategies guided URBs river revival efforts:
1 Recreate the water front
Vacant, dilapidated sites lined the river, the legacy of changing markets and
new technologies that enabled industries to relocate from the city heart closer
to road-transport routes. URB encouraged remaining heavy industries to move
out of the riverside suburbs of Newstead, Teneriffe and Bulimba, facilitating the
creation of high-quality residential, retail, entertainment and cultural precincts.
Reclaiming public access to the river was paramount. URB negotiated with
developers of approved projects to orient their developments towards the
river, restrict building heights to preserve river views and ensure public access
to the absolute riverfront. New local plans then set height limits on riverside
developments and designated public access areas around the waterfront. URB
tailored its approach to each riverside locality, ensuring each reach of the river
developed its own unique character.
The resulting riverside developments have received many accolades, with
Teneriffes refurbished woolstores the standout performer. Australias largest
collection of portside woolstores, these heritage buildings were sensitively
redeveloped into apartments, businesses, restaurants and cafes, supported
by a public plaza, park and riverfront promenade. URB not only oversaw their
redevelopment, but kept surrounding development low-rise to preserve views
of the historic buildings from the river itself.
25 Refer Section H: supporting document 1
RIVER CITY 47
FIG 28
|
Historical picture of Howard Smith Wharves and the proposed concept for
the site's redevelopment
FIG 27
|
Original map of the Brisbane RiverWalk which
has significantly improved public river access
FIG 26
|
New pedestrian river crossings originally identified under Urban Renewal
plans - Goodwill Bridge (left) and Kurilpa Bridge (right)
48 RIVER CITY
2 Improve walking and cycling net works
As each new development was planned, public access to the waterfront was
reclaimed. URBs master plans
26
and supporting infrastructure plans identifed
missing links in the local walking and cycling network, and URB coordinated
their delivery to ensure an integrated network along, and connecting to, the
waters edge.
Between 1991 and 2011, 14 kilometres of RiverWalk were constructed, linking
Newstead in the north, through the city centre to West End in the south. It
was a project that demanded signifcant planning innovation and negotiation
as many parcels along the waterfront were privately-owned with little chance
of redevelopment. Eventually, a foating walkway was constructed with a
drawbridge allowing access for private vessels.
URB identifed new river crossings for pedestrians and cyclists and worked
with the Queensland Government to deliver them:
Goodwill Bridge, linking the Queensland University of Technology
to South Brisbane
Kurilpa Bridge, connecting the Gallery of Modern Art to the CBD
27
.
3 Facili tate river recreation
URB saw the river as a connecting spine for large public areas and
smaller, more intimate spaces. With time, this vision was slowly realised.
URB acquired new public recreational spaces from larger developments,
assembled contributions from smaller developments to purchase new parks
and gave older parks, New Farm Park and Merthyr Park, a facelift through
exciting master plans and capital works projects. When URB planned the
refurbishment of the Brisbane Powerhouse, around 1.5ha of prime riverside
land was also set aside as parkland.
Every new development, large or small, was required to be landscaped, and
where possible, feature green spaces. Local streets were greened, footpaths
widened and seating added, opening up new opportunities for riverside recreation.
Redevelopment of Brisbanes last remaining CBD wharf site, Howard Smith
Wharves, is now underway. Once the scene of Queenslands premier port
facilities, the site is a short walk from the CBD and Fortitude Valley. URBs
strategic vision
28
for the wharves will guide redevelopment and see the historic
warehouses converted into cafes and cultural facilities, a new riverside
walkway, lifts connecting the riverfront to the cliff tops, and 80% of the almost
4ha site rebirthed as public open space.
26 Refer to section H: supporting document 2
27 Kurilpa Bridge was identifed in the City Centre Master Plan, 2006
RIVER CITY 49
FIG 29
|
Concept design and construction image of Newstead Riverpark one of the largest Urban
Renewal projects in Australia, which will deliver 5ha of additional riverside parkland
FIG 30
|
Brisbane CityCat's have revolutionised river transport and are perfectly
suited to Brisbane's subtropical climate
50 RIVER CITY
Newstead Riverparks new 5ha Waterfront Park will be ideal for picnicking
families, workers enjoying lunch outdoors and to double as an inner-
city backyard. Riverside boardwalks will be a feature of the development.
Construction is now underway on this massive renewal project, the largest of
its kind undertaken in Brisbane.
4 Promote river transpor t
In the frst decades of Brisbanes settlement the only way across the river
was by boat, however, as bridges were constructed and car-based transport
increased, ferry services went into decline. By 1991, only a small number of
cross-river passenger services remained.
URBs original Urban Renewal Report
29
(1991) called for a return to river-based
transport. The successful renewal of the inner north-east gave impetus to the
call and Council subsequently established the super-fast CityCat ferry service
with six, multi-hulled catamarans in 1996. CityCats made it possible to travel
the length of the river from Hamilton to St Lucia, connecting urban renewal
areas to the CBD, inner-city parklands and two universities.
URB identifed sites for new terminals and upgrades to existing ferry
terminals which were funded through negotiations with developers or
infrastructure contributions.
Key innovations
1. Ensuring continuous public access to the riverfront through
unconventional developer partnerships and construction of the
foating RiverWalk.
2. Inspiring and facilitating government investment in sustainable
transport infrastructure suited to Brisbanes subtropical climate
pedestrian and cycling bridges and a high-speed ferry service.
3. Creation of an inner-city green weba combination of big parks,
sports and recreational spaces, pocket parks and boulevard
treatments that all link to the river.
4. Use of creative marketing, including river-focused events and
celebrations, to generate community ownership of the river and
achieve cultural change.
29 Refer to Part A, Section H: supporting document 3
1 Iuhouvn ofmvlml fmv
RIVER CITY 51
LOVE came late to Brisbane for its
river but now there is commitment.
The city that learned to admire
its river in the past two decades
instead of turning its gaze away
is not going to look away now,
despite the terrible damage the
river inflicted .
ANDREW FRAZER, The Courier Mail, 2011
FIG 33
|
Riverfront properties are now the city's most desirable addresses and demand a
premium price tag
FIG 31
|
Increased river recreation is
demonstration of Brisbane's
newfound love for its river
FIG 32
|
Everyday thousands of inner city
residents commute to the CBD
via the RiverWalk
52 RIVER CITY
A cul ture shi f t
Today, the Brisbane River has been transformed from a muddy industrial
conduit into a rich cultural asset. No longer ashamed of its waters, Brisbane
defnes itself as the River City. Images of the snaking, glittering river pervade
tourism brochures and form the backdrop of marketing campaigns.
Cruising down the Brisbane River on one of the Councils 19 CityCats or nine
CityFerries is now an essential experience for residents and visitors alike,
with recent fgures showing over 1.54 million trips were made in the 2010
September quarter
30
.
" Id rate it one of the worlds great urban transit experiences. Venetian
gondolas, London cabs, Filipino tuk tuks the Brisbane River ferries
rival the lot.
31
Each day, a growing number of workers commute to the CBD along more
than 20km of riverside boardwalks, swapping their cars for a healthy bike ride
or walk. The numbers are staggering. In one section alone, the Bicentennial
Bikeway, pedestrian and cyclist numbers have more than tripled since 1991
to over 5,000 per day
32
. Riverside paths are now a critical component of
Brisbanes transit network and are continually being expanded to meet growing
demand. Linking inner-city neighbourhoods with the CBD, they provide easy
access to workplaces, cultural destinations and green spaces.
Dredging ceased in 1997 and the Brisbane River has once again become a
popular recreational resource, especially for school and university rowing clubs.
The river was even used to host the Goodwill Games international triathlon in 2001.
The rivers visual appeal has returned, with a premium now paid for properties
that overlook the water, and its become a prime exercise destination.
Environmental benefts have also been reaped with improvements to water
quality in the Brisbane River and Moreton Bay. Marine and bird life are
returning and even dolphins have been spotted near the CBD
33
.
The millions invested in riverside pathways, bridges and public transport are
also bringing economic benefts by enabling the expansion of the CBD. A
new overarching plan for the inner city being developed by the Queensland
Government and Council, may consider formally extending the CBDs
boundaries to take in South Brisbane and Miltona progression made
possible by the areas improved accessibility.
30 (Translink, 2010)
31 (Baker, 2007)
32 (Brisbane City Council, 2011)
33 (Bourke, 2007) Refer to Section H: Supporting document 4
RIVER CITY 53
ACHIEVEMENTS
>
14ha addi ti onal parkl and
>
4.3km continuous ri ver front
promenade
>
t wo popul ar, new pedestri an and
cycli st bri dges and a new ferr y ser vi ce
>
6.6m annual Ci t yCat passenger tri ps
>
Goodwill Bri dge carri es over 10,000
pedestri ans ever y day
FIG 34
|
The annual Riverfire festival
FIG 35
|
Brisbane has Australia's largest gallery
of modern art (GoMA)
FIG 36
|
A devastating flood struck Brisbane in January 2011 thousands of volunteers helped
with the clean up and became known as the 'mud army'
54 RIVER CITY
Once seen as a constraint, the Brisbane River now forms the backbone
of Brisbanes urban renewal efforts. Its an investment attractor, with the
overwhelming majority of Brisbanes high-density housing located within
walking distance.
URB recognised that breaking public apathy towards the river would be as
important as generating developer interest. In 1996, Council staged the citys
frst river-based festival, Down by the River, to help bring attention to the
river. Today, it has grown into the hugely popular Brisbane Festival, a week-
long annual celebration of the arts, Brisbane and its river. The Festivals
signature events are the Riversymposium, an international conference on
river management, and Riverfre, the regions largest freworks display, which
attracts over 600,000 people.
Due largely to URBs success in establishing the river as a place to be, Brisbane
has invested heavily in its riverside cultural precincts, with major upgrades to the
Queensland Performing Arts Centre, Queensland Art Gallery and Queensland
Library. Australias largest gallery of modern art, GoMA, was added to the
riverside cultural precinct in 2006. The states most prominent universitiesthe
University of Queensland and Queensland University of Technologylocated on
the rivers banks, have also continued to thrive and expand.
Brisbanes new found love for its river was tested in January 2011 when
the city was hit with a devastating food. Almost 12,000 homes and 2,500
commercial properties were damaged or destroyed and the CBD shut down
for the better part of a week. In a tribute to the resilience and spirit of inner-
city communities, over 60,000 volunteers hit the streets to clean-up private
residences, community facilities and riverside spaces.
River infrastructure was damaged by the food including many CityCat
pontoons being washed away, but the community was united in its response:
CityCat services must be reinstated.
Measurabili t y
URBs success can be quantifably measured through various reporting
tools. Councils annual report tracks relevant indicators such as CityCat
and CityFerry patronage, bikeway and pedestrian patronage, infrastructure
spending and watersmart strategies such as focus on the river.
Councils annual Community Attitude Survey (CAS) is an ongoing qualitative
measurement of quality of life in Brisbane and a reliable barometer of public
RIVER CITY 55
FIG 37
|
An aerial image of inner-north Brisbane shows the way revitalisation has helped to
orient properties and parkland towards the river
56 RIVER CITY
opinion. CAS tracks residents perceptions of issues such as the state of
the environment and ease of getting around and is used to guide Councils
strategic planning.
Performance reviews
34
and yearly Urban Renewal Reports
35
were also
conducted to evaluate the achievements of URB.
Bringing li fe back to the river
URBs river renewal strategy presents simple initiatives for other cities to follow:
1. Relocate industrial uses away from the riverfront to remove conficts
with redevelopment.
2. Facilitate demonstration projects to generate developer and
consumer interest.
3. Direct public and private funds into infrastructure to enable
riverfront access.
4. Encourage greater use of the river for walking, cycling and
public transport.
5. Locate mixed-use development, open space and cultural activities
alongside the river.
6. Bridge the divide with pedestrian bridges.
7. Unite all levels of government with a common goal.
8. Tailor initiatives to retain the heritage and character of precincts.
9. Improve environmental standards to make the river attractive and safe.
10. Set clear guidelines for development near the river.
11. Celebrate the river through community events.
D
|
STATUS OF PROJECT
URB commenced its work to revitalise the Brisbane Riverfront with the release
of the Urban Renewal Report in 1991 and the Riverside Study in 1992. Over
the last 20 years, the riverfront has been progressively rehabilitated through
public investment and private developments. More than 14km of RiverWalk
and 20 CityCat terminals have been delivered since 1991, and URB continues
to work on delivering new improvements to the riverfront. In April 2011, a new
5ha waterfront park and a key RiverWalk connection was handed over to
Council as part of the Newstead Riverpark development one of the largest
urban renewal projects in Australia.
34 Refer to Section H: supporting document 5
F
|
PROJECT IMAGES
Please refer to Figures 23-37 throughout Demonstration Project 2 River City:
Reconnecting Brisbane with its river.
RIVER CITY 57
58 RIVER CITY
References
Baker, T. (2007, November 28). Viva Bris Vegas. Retrieved from Australian
Traveller: http://www.australiantraveller.com/component/content/article/74-
destination/3113-2268
Bourke, E. (2007, January 20). A river reborn. Retrieved from The Courier
Mail: http://www.couriermail.com.au/news/sunday-mail/a-river-reborn/story-
e6frep2o-1111112862378
Brisbane City Council, (2011). Brisbane: Active Transport Research Team.
Fraser, A. (2011, January 22). Brisbane out of the wreckage. Retrieved from
The Courier Mail: http://www.theaustralian.com.au/news/features/brisbane-out-
of-the-wreckage/story-e6frg6z6-1225992013112
Translink. (2011), Translink Tracker 2010-2011, Queensland Government .
Retrieved from Translink: http://translink.com.au/resources/about-translink/
reporting-and-publications/2010-11-quarterly-report-oct-to-dec.pdf
Urban Brisbane Renewal. (1996). Urban Renewal 1996 Report. Brisbane:
Urban Brisbane Renewal. (1999). Urban Renewal 1999 Report. Brisbane:
H
|
1. The Riverside Strategy, Urban Renewal Task Force, 1992
(Paper copy provided)
2. Brisbanes RiverWalk Strategy 1991, Urban Renewal Task Force. 1991
(electronic)
3. Howard Smith Wharves Concept Design, Urban Renewal Brisbane. 2008
(electronic)
4. A River Reborn, By Edmund Burke, The Sunday Mail 2007 (electronic)
5. Performance Review 1991-2004. Urban Renewal Brisbane, 2004
(electronic)
6. 1996 report and fve-year overview, Brisbane Urban Renewal. 1996
RIVER CITY 58
NEW WORLD
CITY
Planning for
sustainable growth
NEW
WORLD
CITY
NEW WORLD CITY 61
FIG 39
|
Brisbane in 2011 is a vibrant, dynamic metropolis
FIG 38
|
New World City contextual map
62 NEW WORLD CITY
A
|
PROJECT NAME
New Worl d Ci t y: Pl anning for sustainabl e growth
B
|
PROJECT LOCATION/SIZE
See fgure 38 for New World City location context. URB's work to
transform Brisbane's inner city has focused on the city centre and
12 inner-city growth precincts.
C
|
PROJECT DESCRIPTION
A growing ci t y
Seven years after URB began work in Brisbanes inner city, the academic
think-tank Globalization and World Cities Study Group (GaWC) announced
that the city showed signs of world city formation.
Brisbanes transformation into a dynamic metropolis had begun.
Yet the city stood poised on the brink of even greater evolution. By 2004, South
East Queensland had become Australias fastest growing region. Another million
residents were predicted by 2026, taking the total population to 4.2 million.
How would this growth be managed? A sustainable solution was needed to
stop suburban sprawl eroding the green hinterland and stretching transport
systems. Most concerning of all was the rising cost of housing. Critical housing
shortages lay ahead.
The regions frst statutory plan
36
, set ambitious targets for infll residential
development, directing growth into a compact urban footprint. Brisbane City
was targeted for an additional 156,000 new dwellings over 20 years
and massive employment and transport increases.
Governments realised the inner city held the key to Brisbanes sustainable
growth. New development would need to be concentrated into the CBD and
established inner-city communities along major transport corridors.
Following its success in Brisbanes inner north-east, URB was charged with
planning this growthinjecting new life into the CBD and creating a supporting
frame of self-contained growth precincts.
36 (Queensland Government, 2005)
NEW WORLD CITY 63
FIG 40
|
The City Centre
Master Plan a visionary
document that has
facilitated Brisbane's
transformation into
a New World City
FIG 41
|
Examples of inner-city growth precinct
renewal strategies and plans
TABLE 4
Renewal Strategies
Newstead and Teneriffe Renewal Strategy
Fortitude Valley Renewal Strategy
New Farm and Teneriffe Hill Renewal Strategy
City Centre Master Plan
Woolloongabba Centre Renewal Strategy
South Brisbane Riverside Renewal Strategy
Milton Station Renewal Strategy
Eastern Corridor Renewal Strategy
Toowong Auchenflower Renewal Strategy
Kangaroo Point South Renewal Strategy
Toombul Nundah Renewal Strategy
Taringa St Lucia Renewal Strategy
64 NEW WORLD CITY
Vi sioning new growth precincts
Responding to the regional plans ambitious growth challenge, URB developed
visionary long-term renewal strategies
37
for 12 inner-city growth precincts
and a master plan for the CBD
38
. These plans cover more than 1,000ha and
comfortably accommodate 40% of Brisbanes infll development target.
Detailed studies were commissioned to inform the planning process for each
growth precinct, which was undertaken in consultation with the community
and stakeholders.
All plans were underpinned by ten objectives to ensure cohesion across
planning areas.
1. Maintain and reinforce an economically strong core, with a network
of business, cultural, research and knowledge clusters in the
supporting frame.
2. Concentrate high-density residential growth into the CBD, major
centres and transport nodes.
3. Establish a green web of public spaces, streets and paths to promote
active transport and quality of life.
4. Facilitate greater opportunities for knowledge and creative industries.
5. Accommodate the living, working and leisure needs of a
multi-cultural society.
6. Celebrate the Brisbane River as the focal point of the inner-city.
7. Establish a more integrated public transport network.
8. Prioritise safety and security to foster a sense of community.
9. Preserve cultural and built heritage and local character.
10. Promote high-quality, subtropical design.
Each plan also incorporated tailored objectives.
The City Centre Master Plan (CCMP)
39
offers an outstanding example of
URBs approach to planning inner-city growth precincts and will be the focus
of this demonstration project. Released in 2006, CCMP aimed to manage an
expected population increase of 70% and a doubling of commercial activity.
It presented a 20-year vision to transform the CBD into a place to live, learn
and play, not just work.
The CCMP is currently being revised to ensure the plan remains current and
able to respond to today's issues and challenges and keeping the city on track
to continue delivering the communities vision for the next 20 years.
37 Refer section H: Supporting document 1 and 2 for example of a visionary document and renewal strategy.
38 See Table 3 for a complete listing of inner-city plans and strategies
39 Refer to section H: Supporting document 3
NEW WORLD CITY 65
Market Street is an excellent
example of Brisbane City Council
and businesses working together.
The initiative has encouraged
individuals to utilise the outdoor
space between the buildings
keeping our city clean, green
and beautiful.
VINCE ANELLO of Market Street Caf
FIG 42
|
Vibrant laneways and small scale spaces have activated the inner-city's forgotten
places. Shown here are Jacob's Ladder, Burnett Lane and Market Street (including
Inhabit artworks)
FIG 43
|
The revitalised King George Square has transformed Brisbane's premier civic space
66 NEW WORLD CITY
Strategy to reali t y
The CCMP was divided into fve, highly inter-related strategies:
Public Domain and Soci al Strategi es
40
URB believed that integrating built form, public spaces and transport networks
held the key to a sustainable, liveable city centre and the resulting plan
emphasised place-making. The CCMP required spaces and associated
facilities to address the needs of residents, workers and visitors and promote
social inclusion, safety and legibility. Offering developers incentives to include
affordable housing units within new developments and requiring a mix of
housing sizes were highlighted as important ways to foster diversity.
Due to the high cost of land, the CCMP sought creative ways to enhance the
public domainupgrading existing squares and malls, unlocking the potential
of forgotten spaces and requiring new development to provide urban commons,
public art and mid-block pedestrian connections. Detailed Public Space
Guidelines
41
were developed to articulate the principles and measures that
new spaces, refurbishments and maintenance works should address and to
coordinate development.
URB established the Vibrant Laneways and Small Spaces program
42
to
revitalise underutilised small spaces and back alleys, supported by the award-
winning Inhabit, a program of temporary art installations, performances,
events and music designed to activate the new spaces. Launched as a six-
week program in 2008, Inhabit has now been expanded into a year-round
annual program.
URBs CCMP identifed 12 signature projects
43
to demonstrate the CBD
vision, showcase exemplary design and ultimately, attract high-quality private
development. Many have already been delivered by URB.
A $28m redevelopment transformed the citys civic centre, King
George Square, into a world-class public open space.
Master planning of the Howard Smith Wharves has been completed,
which will see the creation of a large new piece of public domain.
The laneways program kicked off with a major upgrade of a forgotten
byway behind the citys main mall, Burnett Lane. An upgrade of
Spencer Lane soon followed.
Jacobs Ladder, a steep stairway which links the CBD to Brisbanes
oldest suburb Spring Hill, and the adjoining King Edward Park
received a $2.6m makeover.
40 Refer to section H: supporting document 3, p53-72
41 Refer to section H: supporting document 3: Appendix A, p198
43 Refer to section H: supporting document 3: section 6 p.119
NEW WORLD CITY 67
FIG 45
|
The Eleanor Schonnell Bridge created a new pedestrian link between the city and one
of Brisbane's major universities
FIG 44
|
Little Roma Street revitalisation has created a new public space underneath a busy flyover
68 NEW WORLD CITY
Little Roma Street, a disused space underneath a busy fyover, was
resurrected as a subtropical urban oasis, featuring state-of-the-art
stormwater harvesting feature.
New street trees, street art furniture and a build-out have turned
Market Street, which links prominent historical sites, into a captivating
small public space.
Buil t Environment Strategy
44
URB considered Brisbanes subtropical character a point of difference with
other cities and requirements for sustainable, climate responsive design
were embedded into the CCMP. New development was also required to
acknowledge heritage features through respectful design.
The CCMP allowed for greater scale and fexibility in the built form but set
higher design standards. Emphasis was placed on developing distinct
precincts with their own character and tailored development guidelines.
URB helped the Centre for Subtropical Design prepare guidelines to support
the adoption of subtropical design and construction practices in Brisbane.
It also established an Independent Design Advisory Panel to provide
independent advice on the aesthetics, functional planning, sustainability and
heritage aspects of proposed major developments, especially public works.
Transpor t Strategy
45
In 2005, Brisbane was predicted to become Australias most congested city
within a decade, with traffc volumes multiplying faster than population growth.
By 2026, an extra 250,000 two-way trips into the CBD were expected daily.
The CCMP presented a bold vision to transform the city centre into a
walkable, pedestrian-friendly core, shifting reliance from road-based transport
to environmentally friendly alternatives. Initiatives ranged from building
new green bridges and more on-road bike paths and mid-block links to
constructing Australias frst commuter cycle centre and reconfguring CBD
streets into tree-lined boulevards.
A reformed public transport network sat at the heart of the plan, with proposals
for a new underground mass transit system and cross-river rail line. Today,
these two projects are no longer just ideas, but core components of the
Queensland Governments regional transport plan, Connecting SEQ2031.
Economic Strategy
46
NEW WORLD CITY 69
FIG 46
|
The City Centre Master Plan has enabled a dynamic, tall skyline with unlimited building
heights in the CBD
70 NEW WORLD CITY
The CBD is the economic engine room of Brisbane and the wider region.
It drives the citys $85 billion economy and sustains industries of state and
national importance. The CCMP strengthens the economic focus of both
the CBD and surrounding commercial precincts, which together represent
Queenslands most signifcant employment area.
The CCMP advocated for buildings of unlimited height in the core to create
a tall, dynamic skyline and generate the intensity needed to transition the CBD
into a 24/7 destination. Introducing greater economic diversity into the city
centre and stimulating a vibrant social environment, day and night, has been
actively facilitated by URB since the CCMP was launched.
URB also recognised that businesses require a globally competitive location
and sought innovative ways to increase the amount of high-quality, well-
located offces and business premises within the already confned CBD.
The CCMP identifed CBD-based education as a key export industry for Brisbane
and articulated a detailed tourism strategy to attract national and international
visitors. It suggested practical initiatives such as a one-stop-shop for tourists and
called for better branding and marketing of the city centre, promoting it as an
investment opportunity and destination for business and leisure.
Key innovations
1. Revitalisation of laneways and small spaces.
2. Forging a new architectural language for Brisbane inspired by
sustainable, subtropical design.
3. Fostering the emergence of distinct commercial precincts and
knowledge clusters in the CBD core and frame.
4. Delivery of tangible and catalytic demonstration projects.
Ci t y in the spotli ght
In 2007, the CCMP was awarded the nations most prestigious planning award
by the Planning Institute of Australia
47
. Political and private sector endorsement
of the CCMP has led to unparalleled investments in public infrastructure and
continuing commercial growth, despite the recent global fnancial crisis.
Councils demonstration projects have sparked a furry of development activity,
with high-quality commercial clusters already mushrooming in key precincts
such as Albert Street and George Streets North Quarter
48
.
47 Planning Excellence Award and Planning Ministers Award Trophies
NEW WORLD CITY 71
Theres a comfortable modernism to
Australian design: it looks considered,
balanced and a little quirky. Its
spacious and open; it responds to
climate; its colourful without being
ostentatious
The most satisfying way that
subtropical Brisbane responds is
simply by making the walls disappear.
Theres a seamless-ness between
indoor and outdoor.
GORDON PRICE, Vancouver urbanist,
quoted in Price Tags, 2010
FIG 47
|
Stylish public spaces are dispersed
across the city encouraging residents
to embrace Brisbane's unique
subtropical lifestyle
FIG 48
|
Revitalisation of the city's forgotten
laneways created new dining and
retail opportunities
72 NEW WORLD CITY
Environmentally sensitive commercial developments are a feature of these
precincts. Santos Place, which anchors North Quarters legal precinct, was the
nations largest building to receive a 6-star Green Star rating.
Brisbane has become a recognised international leader in sustainable,
subtropical design, with local architecture professionals now leveraging off
their expertise to break into the growing markets of Asia and India.
Subtropical design elements such as sustainable orientation, cantilevered
balconies, cross-ventilation, fltered light, water harvesting and outdoor living
spaces are becoming commonplace, and stylish, open public spaces now
fll the CBD. Private spaces blend seamlessly with public, integrating new
developments into the urban fabric with unparalleled expertise.
Brisbanes CBD has become a place of discovery, with rich, engaging and
interactive pedestrian, retail and commercial experiences. Activated laneways
and arcades have spawned niche retail and commercial enterprises such as
Brisbanes frst small bar, The Laneway, which perches out over Spencer Lane.
The renovated King George Square and other revived public spaces now host
a coordinated year-round calendar of cultural events, a drawcard for locals and
tourists alike.
Workers no longer drift back to the suburbs at 5pm but linger in new bars,
restaurants and cafes. The residential population has climbed from 1000 in
1991 to around 10,000 in 2011
49
, with approximately 30 new residential towers
completed
50
. Brisbane now hosts almost 16 million international visitor nights
annually
51
. International student numbers are also soaring, with about three-
quarters of students coming to Queensland now heading to Brisbane.
Over the last decade, Brisbanes growth outstripped Australias major capitals,
with more than 940,000m
2
of new offce foor space constructed
52
. Yet the
CBD remains a welcoming place for all community sectors. In 2008, Council
introduced a package of incentives including reduced planning fees and
infrastructure rebates to make affordable housing more economically viable.
Since that time, over 1000 new units have been constructed
53
.
Thanks to pedestrian and cycling infrastructure investments, locals
are changing the way they travel. Research
54
shows Councils new
CityCycle network and cycle centre inspired many to switch
from motorised transport to cycling and stimulated other workplace
end-of-trip facilities.
49 (Australian Bureau of Statistics 2011)
50 (Jones Lang Lasalle 2010)
51 (Brisbane Marketing 2010)
52 (Jones Lang Lasalle 2010)
53 (Colliers International Research 2010)
54 (Matthew Burke, 2010)
NEW WORLD CITY 73
ACHIEVEMENTS

>
10,000 new CBD resi dents
since 2005

>
124,000 daily pedestri ans
in the main CBD mall

>
CBD contributes $3.7
billion in expor t value to
Bri sbanes economy

>
$2.5b wor th of CBD
commerci al developments
approved 2005-2009
FIG 49
|
Media articles talk about
Brisbane's inner-city
transformation Virgin Blue
Voyager magazine 2010 and
Brisbane News 2010
74 NEW WORLD CITY
Council has offcially labelled Brisbane Australias New World City
55
and this
is not merely a catchy tag line. Quite the contrary, it is based on internationally-
established indicators: GaWC now ranks the city high in the Gamma Plus
category ahead of Denver, Vancouver, Seattle and Shenzhen.
Today, even journalists talk of Brisbanes new found sophistication
56
:
Sub-tropical Brisbanenot perfect but something close to beautiful
has at last let in the cool.
57
Measurabili t y
Councils annual performance reporting is designed around principles of the
internationally recognised Global Reporting Initiative. Brisbanes New World
City status is supported by annual reporting against key outcomes such as
planning for a growing city, thriving arts and culture, liveability and social
inclusion. Examples of relevant data include residential populations, number
of developments approved and investment attraction.
URBs community engagement, undertaken through its award-winning
engagement framework
58
, provides extensive quantitative and qualitative
feedback throughout the planning process. Also, all local plans ultimately
become part of the citys overall development plan (Brisbane City Plan) which
is reviewed every ten years.
FOR OTHER CITIES
Recommendations for other cities, based on Brisbanes experience in
managing growth and renewal, include:
1. Establish a long-term vision and be strongly committed to that vision.
2. Seek community ownership and participation in planning.
3. Strongly support improvements to the public domain and quasi
public space through private development, civic works and
demonstration projects.
4. Create high-quality pedestrian and cycle environments and integrate
with transit infrastructure.
5. Implement creative and innovative design, with architecture and
sculpture playing key roles.
6. Integrate contemporary development with heritage.
7. Set out tangible and catalytic implementation projects.
55 Refer to section H, supporting document 6
56 Refer to section H, supporting document 7
57 (Quinn, 2008)
58 Refer to Part A, Section H, supporting document 9
NEW WORLD CITY 75
FIG 50
|
Arts and entertainment thrive in Brisbane's new activated laneways
76 NEW WORLD CITY
D
|
STATUS OF PROJECT
The City Centre Master Plan (CCMP) was completed in 2006 and was
converted into a statutory Neighbourhood Plan in 2008. A distinct team
of urban designers was established in 2007 within URB to drive the
implementation of the CCMP. The CCMP team has completed a number of the
plans key demonstration projects in recent years.
Additionally, URB has completed more than a dozen new renewal strategies
and neighbourhood plans since 2006 to manage rapid growth elsewhere
within the inner city. Brisbane City Council is working with the Queensland
Government to prepare an overarching inner-city strategy. This strategy will
rely heavily on the work completed by URB over the past fve years, expanding
on many of the policy directions set by the CCMP and precinct renewal
strategies. The strategy, for example, may propose to formally extend the
CBDs boundaries to take in surrounding inner-city growth precincts, and to link
the CBD to emerging inner city knowledge precincts in response to ongoing
economic growth.
F
|
PROJECT IMAGES
Please refer to Figures 38-50 throughout Demonstration Project 3
New World City: Planning for sustainable growth.
References
Australian Bureau of Statistics. (2011). Census Data 1991-2006. ACT:
Commonwealth of Australia.
Brisbane Marketing. (2010). Brisbane Economic Annual 2010: a retrospective.
Brisbane: Brisbane City Council.
Colliers International. (2010). Research & Forecast Report: Brisbane CBD
Offce. Brisbane: Colliers International 2010.
Jones Lang LaSalle. (2010). Brisbane City Plan Review Property Economics
Report. Brisbane: Jones Lang LaSalle Pty Ltd
Matthew Burke, N. S. (2010). Evaluation of King George Square. Brisbane:
Griffth University.
Price, G. (2010, April 11). Price Tags Issue 109. Retrieved from Gordon Price:
http://www.pricetags.ca/index.html
Queensland Government. (2005). South East Queensland Regional Plan
2005-2026. Brisbane: Queensland Department of Local Government, Planning,
Sport and Recreation.
Quinn, K. (2008, November 13). Brisbane, I hardly recognize you. Retrieved
from Sydney Morning Herald: http://www.smh.com.au/travel/brisbane-i-hardly-
recognise-you-20081113-5z9q.html
H
|
1. Valley Heart Vision, Urban Renewal Brisbane 2005 (electronic)
2. South Brisbane Riverside Renewal Strategy: Executive Summary,
Urban Renewal Brisbane 2009 (electronic)
3. Brisbane City Centre Master Plan, Urban Renewal Brisbane 2006
4. Laneways Paved with Potential, By Craig Johnstone,
Courier Mail 2008 (electronic)
5. Light at the end of George Street, By Ellen Lutton,
Brisbane Times 2010(electronic)
6. Brisbane Australias new world city, Brisbane Marketing 2010
(electronic video)
7. The Birth of Cool, By Lucy Brook, Virgin Blue Voyager 2010
(electronic)
NEW WORLD CITY 77

Brisbane - A New World City

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BRISBANE CITY COUNCIL | URBAN RENEWAL BRISBANE

THE MAKING OF A NEW WORLD CITY, 1991-2012

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