BridgewaterGagebrook - Department of Health and Human Services

Transcription

Prepared for
DEPARTMENT OF HEALTH
AND HUMAN SERVICES
Bridgewater
Gagebrook*
PART 2
Supporting Information
BridgewaterGagebrook*
Housing Regeneration Master Plan
*Include Herdsmans Cove
DRAFT FOR REVIEW
MAY 2010
Introduction
part 2
part 3
Background report
Appendix
The information has been used to inform the development
of the Priority Projects and to ensure aspects of the Housing
Plan and recommendations are well founded.
1.0 Community and Stakeholder Engagement
1.0 Design Guidelines
Consultation process 3
Design principles - Overall33
Stakeholders 3
Community hubs - Mixed use
To ensure a comprehensive Master Plan was developed the
investigation in its development phase included extensive
review of urban regeneration practices at a national and
international scale; consultation with local residents, school
children, and Local and State Government agencies and a
detailed review of the issues and opportunities emerging
with the immediate and broader urban areas.
Consultation outcomes 4
Parks35
Topography and views 9
2.0 Community Profile
The availability of this information will give considerable
weight to the Master Plan as it highlights the extensive
resources that have been considered in the Plan
development.
Character, amenity and sense of community
Community Profile43
Any undertaking by the Minister for Health and Human
Services to take the projects further will be able to draw
upon the information presented herein, using it either as
relevant reference material or as a guide for implementation.
Activity hubs, employment and economic development 17
The information in Part 2 of this document is integral to the
overall project outcomes.
The report structure of Part 2 comprises three key sections
and appendices:
• Section 1 – Community and Stakeholder Engagement
• Section 2 – Issues and Opportunities; which focuses on
the local context through to broader urban and regional
issues and the opportunities inherent within.
• Section 3 –Precedent Case Studies; which looks at
International and National examples of precedence in
Urban Regeneration and the key lessons learnt from these
projects.
34
Park interfaces36
Boulevards37
2.0 Issues and Opportunities
History of the area 7
Regional and local context
8
11
Investment, land ownership, integrated planning and
governance13
Education, community and health services
15
Access and movement21
Strategic and statutory planning
23
3.0 Precedent Case Studies
Precedent case studies - international
26
Precedent case studies - national
27
Low, medium and higher housing
38
PART 2
*Includes Herdsmans Cove
1
BridgewaterGagebrook
DEPARTMENT OF HEALTH AND HUMAN SERVICES, TASMANIA
Bridgewater
1
Gagebrook*
Section 1
Community and Stakeholder Engagement
AURECON & MGS ARCHITECTS l BRIDGEWATER AND GAGEBROOK (including Herdsman’s Cove’) I URBAN REGENERATION I JANUARY 2010
2
1.0 Community and Stakeholder Engagement
a. Consultation Process
In order to achieve this aim the consultation strategy produced the
following:
b. Stakeholders
It is recognised that change management is integral to the process
and is to be addressed as part of the community workshops.
• Generated an awareness of the project amongst key
stakeholders and targeted members of the community
Government
• Provided opportunities for input to the project at strategic
stages in the development of the project
• Housing Tasmania
Residents are familiar with their current neighbourhood and
may fear change despite opportunities for improvements. They
may not want, nor understand the push for change therefore
consultation is key to inform residents and ease concerns
regarding change.
It is also essential to target young residents and the broader
community by giving them opportunities to change their vision and
improve their capacity to change their future paths. A community
champion is an ideal person to have, their role is to support
proposed changes and lead the way for the community.
Consultation for this Plan
The primary purpose of consultation in the preparation of the
Bridgewater and Gagebrook Housing Regeneration Master Plan
was to promote open and direct communication throughout
the plan preparation period. Communication is necessary to
ensure that the appointed Steering Group and other identified
stakeholders, including Brighton Council staff, relevant
government agencies and the general community are well informed
about the proposed plan. It is imperative that these groups are
able to contribute to the project in a way that will guide future
development of the three centres and facilitate greater integration
between each centre.
Effective communication and consultation with the local
community, key target groups and individuals, and government
agencies was essential to the success of the project. This
is because a collaborative working relationship between the
Consultant, the client and stakeholders is essential in achieving
productive outcomes.
• Department of Health and Human Services
• Created an environment of openness and cooperation as the
basis for all communications and discussion
• Department of Premier and Cabinet - Social Inclusion Unit
• Developed mutually beneficial resolutions and outcomes
• Brighton Council
• Provide elicit support for the project outputs amongst key
stakeholders and the project partners, and
• Explored critical issues and opportunities as well as an
exchange of ideas with DHHS and related representatives.
A school assignment was formulated for year 9 and 10
Bridgewater High School Students. The purpose of this exercise
was to get the younger generation to start thinking about where
they live and allow them to understand that change may be a
good thing considering their individual housing circumstances.
This was done through a questionnaire. Information was collected
from these questionnaires and provided the project team with a
better understanding of the Bridgewater and Gagebrook situation
from a younger persons perspective, considering they are the
future of the two suburbs and will be the catalyst for the proposed
changes. (See quotes over page)
Two community workshops were also held, at the Bridgewater
Civic Centre. Representatives from Government and Private
Agencies, Community Groups and Residents alike were invited
to participate in these workshops. The outcomes of these
workshops included an understanding of the particular types of
housing and living situations people would look to favourably
within the area. All such information was utilised when
formulating the final plan.
• Department of Infrastructure, Energy and Resources
Community
• Bridgewater Police
• Bridgewater Fire Brigade
• Jordan River Service Inc.
• Brighton Alive
• Good Beginnings
Schools
• Bridgewater High School
• Herdsmans’s Cove Primary School
• Gagebrook Primary School
• East Derwent Primary School
• St Pauls Catholic Primary School
Therefore, the main aim of the consultation strategy was to
establish an interactive climate of participation in partnership with
the DHHS to facilitate a co-operative approach to the project and
its implementation.
3
The following points were raised by community members at
consultation workshops. Representatives were asked to identify
key issues relating to housing and to identify the strengths of the
area. These included:
housing
• ISSUES
• Safety issues, criminal activity and public disturbances
prevalent within the area, some people feel threatened.
• Houses are an issue, unsuitable to all circumstances,
tired and need major upgrading/maintenance, issues with
accessibility into houses (stairs not ramps), costs of
maintaining and heating houses.
• Houses that are left vacant cause a safety and security risk,
arson can occur.
• Issues with private renters having no rules or guidelines for
behaviour or limited incentives for upkeep of dwellings.
• Police can only do so much, deeper issues within region
that just Policing will not control.
• Stigma for the area, predominantly an external issue, not
internal. There is a general reluctance to invest in the
region.
• Open space is under utilised, poor quality, misused (eg.
motorbikes).
• Lack of facilities and services, particularly in Gagebrook.
Also a lack of facilities for children and teenagers.
• Poor access to public transport and scheduling issues.
• Also big issues with regards to mobility and accessibility
around the area.
• STRENGTHS
• Community spirit, resilience and support network.
• Passion, commitment and vibrancy of community.
• Array of community activities and programs through
community centres, schools and localised initiatives.
• Natural environment, views to river and mountains.
“
omething
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]
t
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o
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lo
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a
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a
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Ho
Need more bins around so the
he fact I
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li
I
…
r
smalle
place doesn’t look like a tip
Make [s
uburb]
clea
shopping
centres ner, wider, mo
re
and com
It can get
munity
ooms
loud with
r
d
e
e
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vents
neighbours
more ce
fighting
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spa
House ger living
ig
and b
in empty streets
joy
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I have great neighbours and en
use
doing new renovations to my ho
Change the
houses, mak
e them diffe
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e
so they don’t
i
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q
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it
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Chan
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bedroom houses, more houses
e
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ly
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[We] go to C
oles and Wo
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we drive the
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re ‘because
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ie
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[Need]
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Likes about
T
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t not b pretty
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it’s
t on a slant’
My str the crime,
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ut with and awesom
b
one boxes,
tic
drama
[We need] a jetty, ph
et lights
I feel safe
playground, more stre
sometimes b
ut I feel
unsafe if th
ere are idiot
s screaming
and yelling o
t safe’
utside home
Suburb safe? ‘No way, it’s no
at night’
Source: Bridgewater High School - quotes from students.
“
c. Consultation Outcomes
e there [are]
us
ca
e
b
fe
sa
l
e
fe
I
e
two units below m
4
5
Bridgewater
2
Gagebrook*
Section 2
Issues and Opportunities
6
2.0 Issues and Opportunities
In this section each pertinent layer of background and contextual
information is encapsulated and mapped where appropriate as
issues (constraints) and opportunities (objectives).
This background information has provided us an account of
the current situation within the project area and by using and
interpreting this information proposals were formulated, in the
form of priority projects and strategies, for improving the issues
and realising the opportunities within the subject area.
a. History of the Area
Source: Brighton and Surrounds by Alison Alexander (Brighton Council, 2006)
Prior to the early 1970s, Brighton was principally a rural
municipality. The biggest change came in 1970 as the Housing
Department started building in the area, the population which was
originally 2300 persons was planned to house an extra 10,000.
The proposal was funded by both State and Federal Governments
who were committed to providing good quality housing for those
persons needing homes, this plan was in the form of broad acre
suburbs.
These types of suburbs were originally planned for Glenorchy
and Clarence Councils, these proposals brought about housing
and roads but little else in terms of transport, community and
recreational facilities and places of employment. This distinct lack
of facilities led to problems for the area in terms of behaviour,
crime and vandalism. This created a stigma for Housing
department suburbs which has continued today.
Feuding with Clarence Council led to the Housing Department
finding elsewhere for further public housing opportunities,
Brighton land was chosen as the Council supported the Housing
Department development with the feeling that this would bring
more people, more rates and a greater market for local produce.
These incentives and a promise of greater funding from the
Department allowed Councillors to forget about the turmoil that
other Housing Department suburbs endured previously.
The first development opened in 1973 and boasted views to the
Derwent River and Mount Wellington. However, despite the views,
this housing was seen as disjointed from the existing facilities and
urban fabric of Bridgewater with residents having to travel a large
distance to shops, schools etc.
In 1978, Gagebrook was then established, being even more
isolated than Bridgewater but identified to provide accommodation
for 13,000 people (6500 homes) including a large amount of
commercial development and other amenities, which has never
been realised. In fact, work continued until it was stopped by the
Department in 1983 when they had built 1976 homes, 1230 in
Bridgewater and 746 in Gagebrook.
7
Even from 1978 there was considerable media attention about
appalling conditions in Bridgewater and Gagebrook, the Housing
Department was criticised for building people, with limited to no
incomes, homes that were extremely isolated from facilities with a
distinct lack of public transport and commercial, medical and other
facilities.
By the late 1970s Bridgewater had one of the highest rates
of unemployment in Australia and in 1982 it was claimed that
Gagebrook had one of the highest rates in the world (70%).
This lack of employment encouraged crime, violence and alcohol
problems. Even with the introduction of schools and other
community facilities, there was still no real cure for these issues,
children did not take school seriously, had poor life skills and poor
social adjustment. School leavers couldn’t find employment and
their families did not encourage or help them find work, there was
little ambition and enthusiasm.
within the area and further strengthens and aims to improve issues
within the area which are a result of historical errors, this includes
the positioning of low density dwellings which are isolated,
away from key facilities, ageing dwellings that are in need of
maintenance, unsuitable for many residents situations, disjointed
radburn style streetscapes, poor access to public transport, and an
unattractive public realm etc.
Job training and employment finding centres and other community
initiatives have been constantly introduced to the area, but,
even now there continues to be problems. This includes the area
being one of the five places in Australia with a particularly low
average household age, below average household income, few
professionals and some of the highest levels of rented housing and
unemployment. People continue to stigmatise the area and the
broad acre living patterns from the past continue to cause havoc
for development, residents and progress within these areas.
Between 2001 and 2006 the Brighton municipality experienced
rapid population growth, and continued growth is predicted
over the next couple of decades. In 1996 the Bridgewater/
Gagebrook Urban Renewal Program (BURP) was established to
facilitate improvements into the quality of lives for residents
and address the negative image associated with the locality.
There are a number of other initiatives in place now that seek a
more prosperous future for the region. Such projects include the
Learning Federation Project, Highway Upgrade, the Bridgewater
Local Area Structure Plan and this Housing Regeneration Master
Plan which, combined with the many community facilities and
programs that already exist within the area as well as a definite
community pride and resilience will assist in improving the area
and providing a thriving community in all facets into the future.
Issues
• Historic establishment of low-cost housing in outer fringe
areas with access to cheap land - stigma/perception
Opportunities
• Address stigma
• Create a desirable place to live, play and work
This plan for regeneration supports existing strategies in place
b. Regional and Local
Context
The suburbs of Bridgewater and Gagebrook are two neighbouring
urban areas within the Tasmanian municipality of Brighton. They
are located on the urban fringe of the Hobart metropolitan area,
being located some 21km from Hobart’s CBD.
Bridgewater and Gagebrook are some of the first suburbs of
Hobart visitors from the north of the state pass through when
travelling to Hobart via the Midland Highway. The region connects
to the western shore via the Bridgewater Bridge and Causeway.
The East Derwent Highway bisects the residential and commercial
areas of Bridgewater as well as separating Bridgewater from
Gagebrook, and northern and southern Gagebrook (Herdsmans’
Cove). Council is currently implementing an urban design project
to improve the appearance of the highway corridor whilst the
Department of Infrastructure Energy and Resources (DIER) is
currently upgrading the Midland Highway.
With the establishment of public housing and private development
over the past 20 to 30 years the areas have evolved from mostly
rural locations to residential suburbs, although their locality
boundaries also include farms, rural living areas and industrial
zones. Some medium density housing has been developed around
the commercial areas within Bridgewater.
The main commercial areas within Bridgewater are the Cove Hill
Shopping Centre and the Green Point Service and Retail Centre.
Both contain supermarkets and specialty shops, and Green Point
is emerging as the administrative hub of the municipality through
the provision of government, council and community services.
Gagebrook also currently holds the Council offices, although these
are set to move to Bridgewater at some point. Gagebrook also
has two standalone shops, one in the north and one in the south,
as well as a service station in North Gagebrook which is currently
closed and up for lease. By 1974 a shopping centre opened in
Bridgewater and other facilities and community services followed,
although well intentioned, these facilities did not do much to those
people in need.
Both communities contain a vast number of parks and green
spaces, most of these are informal and of poor quality. There are
very few sports grounds apart from those associated with schools,
whilst playgrounds are also fairly limited, the largest being along
the East Derwent Highway in Gagebrook.
These areas are projected to have significant population growth
in the coming years with development required to reflect and
improve on the current context of the area.
Issues
Lack of commercial facilities and poor quality open space in areas
Opportunities
Gateway to Tasmanian Midlands
Bridgewater
Bridge
Large underutilised industrial area in Bridgewater
EAST DERWENT HIGHWAY
Large amount of green and open space, new initiatives should
improve the quality of these areas
Bowen Bridge
BROOKER
HIGHWAY
A number of beautification and other projects are already being
provided within the area
Market vacant industrial areas and the need for commercial
development to encourage investment and growth
To airport
Tasman Bridge
Hobart
Strategic juxtaposition with
industry - local employment
Municipality of Brighton
22 km road
Industry
North
Isolated and remote
BRIGHTON
The northern most area of Bridgewater, including Cove Hill
contains a large amount of industrially zoned land which boasts
a number of industrial land uses and could attract a significant
amount of additional development in the future.
The area has a number of historic attributes, particularly around
the Bridgewater Bridge area with the Bridge, church and a number
of dwellings as well as the Gage Family Homestead which is
located in Gagebrook.
Strategic tourism locality
Large distance to Hobart
10 km
Hobart
Light industry
Derwent River
North
8
c. Topography and Views
Valued natural landscape views
The local topography offers the project its greatest asset with
undulating terrain throughout the entire region.
188m
The ground slopes downwards toward the Jordan River, which is
located to the south of both townships. There are parts of both
North Bridgewater and North Gagebrook that are fairly high, the
closer to the Jordan River the steeper the gradient and the lower
the terrain.
>40m
>40m
Surrounding land is also undulating with mountain backdrops in
most directions. There are a number of long distance panoramic
views over the Derwent River towards Mount Wellington to the
south and other mountain ranges to the east and west.
Built form should capitalise on localised terrain and views,
orientation of development should be a combination of north
facing development for maximum light use, and also grasp the
current views to the Derwent River and mountain ranges beyond.
Siting, orientation of community assets and houses should make
the most of the existing terrain.
Issues
Jordon
River
Steep gradients make some land hard and expensive to develop
60m
Opportunities
Gradients and undulating topography create attractive views to
surrounding hinterland and rivers
Orientate development to maximise views and vistas
Ensure steep gradients do not impede on the ability of and cost of
development proposals
North
Derwent River
Undulating terrain and mountain backdrop
9
source: www.wikipedia.org
Derwent River
Bridgewater and Gagebrook - highly valued water views, undulating terrain and
mountain backdrops are constant reminders throughout the project area
Derwent River
10
d. Character, Amenity and Sense
of Community
Issues
·· Housing stigma / negative perception of Bridgewater and Gagebrook as a place to live:
-- Poor quality, maintenance and security, ageing stock and homogenous housing
styles.
-- Recent infill housing often offers an inappropriate response with no street address.
·· Poor amenity, quality and safety of public realm:
-- Open spaces and linkages characterised by poor amenity and surveillance.
-- Negative associations with functionality.
-- Valued areas are avoided.
-- Lack of play opportunities and community gardens.
-- Young people are a particular gap.
-- Limited opportunities for art and other cultural activities.
-- Poor distribution of activity centres to the east.
-- Inefficient utilisation, poorly presented activity centres areas.
-- Inefficient utilisation of space and a lack of integrated services offered at
community hubs.
BUILT FORM Spartan and homogeneous housing - Looking from Gagebrook to Herdsmans Cove
·· Poor sense of community
-- There is a ‘divide’ between Bridgewater, Gagebrook and Herdsmans’ Cove residents.
-- This ‘divide is aggravated by school zonings as well as the physical barriers - East
Derwent Highway, Jordon River and associated steep slopes.
-- Fractured connectivity where neighbourhoods have impenetrable courts with little
associated urban or pedestrian amenity.
Under-utilised commercial areas and space Recent example of
medium density housing
with poor sense of street
address, shared space
and built form as well as
minimal landscaping
-- Endemic stigma and distrust within the community e.g. fear of home invasions thus
residents want to stay home.
-- Distrust of authorities and fear of change e.g. unfilled urban renewal expectations
raised during previous community consultation.
-- Community spirit, resilience and support network to enable change throughout the
community.
-- Passion, commitment and vibrancy of community.
-- Array of community activities and programs through community centres, schools
and localised initiatives which can be supported and added to through new housing
initiatives.
-- Natural environment, views to river and mountains.
Opportunities
PUBLIC REALM Poor quality, open space framed
and disconnected by side and rear fences, safety
issues and streetscapes dominated by road surface
·· Any significant improvement in land values/perceptions will hinge on improved
walkability and connectivity throughout the area.
·· Development opportunities along the highway to create a new address.
·· Orientate new built form to engage with borrowed surrounding landscape, views
towards water and mountains.
11
A community integrated by connected community hubs and new presentation to highway
JORDON RIVER
and steep slopes
Bridgewater north
Bridgewater south
Gagebrook
Landscaping proposals East
Derwent Highway Upgrade
·· Provide a safe and attractive environment.
Herdsmans Cove
·· Ensure community facilities meet the needs and aspirations of the community and
are sustainable into the future.
·· Perceived improvement in safety.
·· Upgrade the quality and level of investment in the public realm though private and
public investment.
·· Buy back/transfer of properties including public open space between project partners
to enhance the visual character and neighbourhood identity, access, safety and
security.
North
DERWENT HIGHWAY
FORM AND STRUCTURE
·· Support early development of East Derwent Highway landscape treatment
proposals.
·· Consider parallel early development of areas adjacent to the highway to enhance
land values and perception.
·· Improved safety and amenity and increased utilisation of open space areas.
·· Reconfigure council owned open space which suffer from poor safety, amenity,
presentation and use, for improved walkability across the precinct and enhanced
surveillance via development of housing.
PUBLIC REALM Potential enhanced
connectivity, quality parks and streetscapes
STREETSCAPE Extend lighting, pathways and landscaping
throughout, along bus routes and pedestrian linkages
Current Proposals
East Derwent Highway Upgrade
Presents as an enhanced
arrival and highway
experience of the suburbs
Effects change to
perception
Priority Actions
·· New quality housing along highway
·· Quality existing and new activity hubs
·· Provide enhanced pedestrian linkages - walkability
achieved
BUILT FORM More recent traditional smaller housing
units
BUILT FORM Quality houses on offer near project area
12
e. Investment, Land Ownership,
Integrated Planning and
Governance
Land ownership (Other than Housing Tasmania)
Issues
GOVERNMENT AND EMPLOYMENT/TRAINING
·· The demographic of the local residents generally have a lower skill base when
compared to other areas of Greater Hobart.
·· There are limited local employment opportunities.
·· A significant proportion of sites in Bridgewater and Gagebrook are Government
owned. This poses an advantageous position for the Government in the
implementation of urban regeneration objectives. This is especially considering
many of these sites are within or clustered around strategic locations e.g. highway
frontage, near activity centres and school sites.
PLANNING AND DEVELOPMENT
·· Negative perception attached to Bridgewater and Gagebrook as a place to invest
and live.
·· There has been little incentive for commercial redevelopment to provide better
amenities, services and attraction as a destination to live and invest.
·· The smaller neighbourhood retail facilities are derelict, inappropriately located and/
or underutilised.
·· Lack of retirement villages within the study area to support the ageing population.
·· Little or inadequate private investment and no community housing.
·· Poor quality of housing and public realm.
Opportunities
Ensure integrated delivery of existing and future investments, establish local area
partnerships and cohesive community development approaches to deliver long term
change.
·· Government incentives to encourage industry development.
·· A substantial reduction in the recurrent costs to government.
13
IMPROVED GOVERNANCE, PARTNERSHIPS AND INVESTMENT
··Flexible and collaborative approach by all levels of government.
··Community involvement in local decision making
··Leverage of state government investment.
··Strategic use of government land, that includes the usage of undeveloped and underutilised public land including land owned by Schools and Local Government.
··Utilisation of property value uplifts through up-zoning.
··Rezoning and land swaps between agencies to enable site consolidation and enhanced
configuration/densities.
··Facilitating urban regeneration on existing government owned sites via land transfer of
strategic sites.
··Consider relocation/redevelopment/rezoning of significant sites.
··Consolidation of land in precincts to enable comprehensive land redevelopment
strategies rather than spot purchase.
·· Initiate the regeneration process with government owned land and vacant land areas.
·· Partnerships with education agencies and Council to reconfigure school sites/open
space and deliver new and safely configured residential interfaces to the open space
and street network.
·· Enhanced private sector investment to coincide with consolidation of government
owned assets and co-ordination of key projects and deliverables.
·· Enhanced land use capacities to improve employment, retail and residential provision,
maximise land use efficiencies and achieve sustainable outcomes.
·· Improved employment offer including increased accessibility, greater range and medium
density, coupled with training programs and other education.
GOVERNMENT AND EMPLOYMENT/TRAINING
·· Government investment initiatives and funding priorities to encourage industrial
development.
·· Governments of all levels are proactively seeking opportunities to create jobs and
employment opportunities.
·· Government and developer focus on viable commercial developments.
PLANNING AND DEVELOPMENT
·· Encourage the development of a business park or big box retail which has good
exposure to the East Derwent Highway.
·· Construction of retirement villages and community housing.
·· Identify areas in government ownership that can be easily consolidated to allow for a
larger scale modern urban development.
·· Replacement of substandard public properties, where Housing Tasmania as the
substantial landlord in the area can “lead the way” by progressively upgrading its
housing stock.
·· Revamping activity centres as activity hubs.
14
f. Education, Community
and Health Services
Context
·· Poor safety and security, inefficient utilisation of space and poor
presentation of schools and community facilities.
EDUCATION
·· Educational outcomes for this community are poor.
·· Some schools are poorly sited and configured, making broader
goals for community access and use difficult - only 60% within
easy walking distance of primary schools.
·· Gaps in lifelong learning, particularly after school.
COMMUNITY FACILITIES
·· Poor support of community services can be attributed to
dispersed locations combined with low car ownership and poorly
configured public transport.
-- Enhanced skill levels across the community and increased
adult literacy and retraining including after hours.
-- Improved community engagement and enhanced community
cultural and recreation life.
-- Improved health and wellness outcomes.
-- Enhanced safety and security.
·· Diversify the local economy to provide a higher number and
wider range of local job opportunities that can be accessed via
walking and local public transport.
·· Support the regional function of the area being on the tourism
route and a light industry node within Greater Hobart.
·· Develop the skills of the local population and increase capacity
to participate in employment and economic growth opportunities.
Referenced below is an example of current programs and facilities
intended for residents to use and participate in, such programs
improve education, life skills and increase social networking. By
participating in these programs, many of which are free, this
in turn provides residents and the region with better educated,
connected and empowered people, which in turn can improve
individual lives and society as a whole. This list of programs
was obtained from the Brighton Alive website, a community
organisation convened by the Brighton City Council (www.
brightonalive.com.au). Programs include;
·· Group 15 Green Point Penguin Club – workshops for women in
the area to learn communication skills, build self confidence etc
·· Table Tennis and other youth activities at Bridgewater PCYC
·· Helping Hands Minor Home Maintenance Service – Gagebrook
Community Centre
HEALTH AND WELL-BEING
·· Improved educational outcomes from early childhood onwards,
enabling successful transitions to and from education and
training and to promote lifelong learning.
·· Pressing need for improved health and wellbeing service
provision.
·· Establish Primary Schools as an integrated community and arts
focus.
·· Free computer course at Bridgewater Online Access Centre and
Gagebrook Community Centre
·· Need for more health professionals and other community health
services in Gagebrook.
·· Develop river area or water treatment environs as an
environmental study zone, community gardens and edible
landscape.
·· No Interest Loans Scheme to purchase essential household items
·· Need more doctors in Bridgewater, currently very high waiting
list to see a doctor.
·· The community have raised concerns regarding Ambulance
waiting times.
·· There is a new Child and Family Centre planned for the Learning
Federation land holding in Bridgewater, services will include
parenting programs, early learning groups, child and family health
services, counselling and educational programs.
·· Crime, drugs and alcohol cause issues within the region.
·· Activity Hubs, Employment and Economic Development.
Opportunities
·· Support early development of Federation Project providing
community services, recreation services, cultural facilities and
lifelong learning facilities within this community.
·· To develop partnerships between education and aligned
community hub service providers including Council, TAFEs and
DHHS.
·· Consider land swaps and expansion of schools and open space
through acquisition of housing.
·· Support early completion of the Learning Federation Project.
·· Improve community and individual health and wellbeing through
improved health services and infrastructure.
·· Develop integrated community hubs at activity centres.
·· Top Gear Program (learner driver mentor program) – Bridgewater
Community Centre
·· Breakfast Clubs at community centres
·· Good Beginnings Play and Learn Sessions
·· Make Electronic Music Classes – Gagebrook Community centre
·· Parents Groups with free childcare – Gagebrook Community
Centre
·· Loui’s Van which provides after hours food, information and
support for residents
·· Various short courses and trade certificate courses
·· Dining with friends (free monthly nutritious meal for residents to
socialise with others) - Brighton Civic Centre
·· Reading Together (parent and child reading program) –
Bridgewater online and access centre
·· St Johns Ambulance Training and Cadetships – Bridgewater
·· Billy and friends community meet and greet – Brighton Civic
Centre.
·· To avoid duplication between private, local government and
state government facilities.
·· To enhance social outcomes through:
-- Higher student retention rates - increase Year 12 competition
rates.
-- Improved school readiness.
-- Better alignment of training with workplace opportunities.
15
Proposed integrated learning hub: Learning Federation project - Bridgewater Campus Master Plan
Bridgewater and Southern Midlands Education Renewal
This 2008 Taskforce Report to the Minister for Education
recommended that the following model be implemented. This
Report was the catalyst for the Federation Project and contained
the following aims:
·· Four Birth to Age 4 child and family centres (Gagebrook,
Herdsmans Cove, Brighton and the combined Bridgewater/
Greenbrook primary)
·· Four Kindergarten to Grade 4 early years sites (Gagebrook,
Herdsmans Cove, Brighton and the combined Bridgewater/
Greenbrook primary)
beyond while remaining in our local area.
·· Increased adult learning opportunities will be available including
access to a range of programs delivered at the trade training
centre, the new facilities at the Bridgewater campus and a new
learning and information network centre. These provisions will
be complemented by the successful adult learning programs
that take place in the local neighbourhood houses.
We are doing all this because we know there is a direct
relationship between employment and the quality of people’s
lives and their levels of engagement and success in education and
training.
This is particularly so in today’s world where we know that more
than 80% of future jobs will require a grade 12 or equivalent
training qualification and that the skills needed to maintain
and progress in employment will continue to change as new
technologies come into being.’
·· Two Grade 5 to 8 middle schools (Brighton and Bridgewater)
·· One Grade 9 to 12 and beyond learning centre (Bridgewater)
with Grade 9 to 12 students from Brighton travelling outside
the municipality
Below is an excerpt from the Brighton Community News (Wed
31st March, 2010) written by Andy Bennett, Project Director of
the Federation Project.
*Plan subject to minor changes
‘The Federation vision is ambitious and wide reaching. We want
to improve the education, training, employment, health, social and
economic outcomes for the people who live in our community. To
do so we will increase the quality and range of opportunities for
learning for all people from birth to 99 years of age.
To improve outcomes we are reshaping how and where education
and training and related services are provided. For example:
·· We will build an indigenous children and family centre that
provides outstanding early years education, care and parenting
programs that are connected to and work in partnership
with the wide range of existing early years programs already
operating in the community.
·· Our three kindergarten to grade 6 primary schools will become
Birth to grade 4 schools. At these sites our youngest children
and their families will be welcomed, and provided with
outstanding early years education and upgraded, purpose
built facilities that will fit seamlessly with kinder to grade four
foundation years education.
·· The current Bridgewater High School building will be
completely refurbished and we will provide a middle school
education program that meets the specific needs of preadolescent and adolescent students in grades 5 to 8.
·· We will build new facilities on the Bridgewater High School
site that will include grade 9/10 and grade 11/12 centres as
well as catering for adult learning. A trade training centre will
be collocated on the campus. For the first time students will
be able to follow a supported and managed pathway to further
education, training and employment from grade 9 to 12 and
16
g. Activity Hubs,
Employment and
Economic Development
Current activity centres and limited local employment
Confirm all info
Issues
·· Poor presentation and utilisation of area and space.
·· Lack of integrated services and offer.
·· Lack of local employment opportunities and access by public
transport.
Bridgewater north
Opportunities
·· The integration of community, education and training facilities,
will generate significant uplift in land value, community
development, employment, housing choice and skills
development.
Bridgewater south
Gagebrook
·· An increasing number of new and relocated industries are being
established in Brighton and Bridgewater.
·· Promote development of industrial-zoned land, approximately
70% currently undeveloped at Bridgewater/Brighton.
·· Boost the education and labour force participation rate of the
working age population via investment in local area education
facilities and services, targeted to meet existing and likely future
employment needs in the region.
Herdsmans Cove
·· Specifically focus on boosting the education participation rate of
the 15-19 year old age group, especially those people that have
become disengaged from education and the labour force.
·· Establish small business development and mentoring programs
targeted at unlocking local capital and latent business
development interest.
·· Explore other opportunities to build new residential communities
and catchments in the region to support business and job
functions in and around Bridgewater and Gagebrook.
·· Review opportunities to better create internal activity centre
catchments for centres, including walkable catchments, by
restructuring road patterns.
·· Capture investment from private and community housing
providers via:
North
CURRENT LOCAL EMPLOYMENT
OPPORTUNITIES
CURRENT INDUSTRIAL AREA
Employment larger, lower density industry employment
-- Packaging sites of scale and offering these for development.
CURRENT COMMERCIAL AND LIGHT INDUSTRIAL
-- Offering multiple sites for redevelopment as a package, which
could include higher value sites located in other parts of the
State.
Employment larger format retail, commercial small
business and light industry
-- Offering financial incentives to facilitate an increase in the
supply of housing in a way that is consistent with the broader
policy objectives.
CURRENT CIVIC CENTRE (to be relocated to Bridgewater)
ACTIVITY CENTRE
17
Potential activity hubs and enhanced local employment
·· Support Bridgewater Local Area Structure Plan and Learning
Federation Project initiatives.
·· Develop a local economy which is better connected and
integrated.
Confirm all info
Industry
North
·· Facilitate a higher number and wider range of local job
opportunities.
Light industry
·· Self-sustaining walkable vibrant community hubs and gateways
with enhanced and clear linkages to surrounds - connectivity.
·· Revitalisation and expansion of Activity Centres as hubs for retail
and community services, health, education and training, public
transport destinations and employment generators.
Bridgewater north
·· Consider integrated housing.
·· Facilitate urban regeneration and redevelopment of housing stock
to meet the needs of existing and new communities.
Bridgewater south
Gagebrook
·· Upgrade parking and landscaping.
·· Extension of activity hubs to improved highway landscaping and
create new gateways with desirable addresses.
·· Upgrading hubs for community health, library and learning,
vocational training and child and family services within Activity
Centres and School Hubs that are well serviced by extended
public transport hours and co-located with related facilities.
·· Connectivity to enhanced nearby industrial uses.
·· Integrate with redevelopment of abutting schools, council
reserves and industry.
·· Development of additional Activity Hub(s) to ensure equitable
provision and access.
·· Integrate the civic building into an activity hub when it’s current
use ceases.
·· Enhanced opportunities for informal surveillance. i.e. via
activation of edges to enhanced public open space and streets.
·· Diversify the local economy to provide a higher number and
wider range of local job opportunities that can be accessed via
walking and local public transport.
·· Support the regional function of the area as a tourism and
industrial node.
·· Develop the skills of the local population and increase capacity
to participate in employment and economic growth opportunities.
·· Attract more people, and more diverse social groups, into the
area to facilitate population growth and a more balanced social
composition.
Greenpoint
Activity Hub build on recent
civic node
and proposed
education node
Herdsmans Cove
TARGET LOCAL EMPLOYMENT OPPORTUNITIES
CURRENT INDUSTRIAL AREA
Activity Hub - Learning Federation
Employment larger, lower density industry employment
Activity Hub - Synergies with industry
PREFERRED MIXED LAND USE and LIGHT INDUSTRY Realise full
development Employment larger format retail, commercial small
business and light industry
COMPREHENSIVE STAGED REDEVELOPMENT FOR HOUSING
..????.......
Activity Hub - Civic and learning focus
Neighbourhood Activity Hub - NEW
Employment in building program
Convenience retail and community services
with shop-top housing
18
Bridgewater Local Area
Structure Plan
The future of Bridgewater includes focussed development
precincts, commercial opportunities, community centres and
residential change supported by traffic and infrastructure
improvements.
The Bridgewater Local Area Structure Plan lays the foundations for
all these elements and more.
The Structure Plan identifies significant opportunities for private
and public investment and development which will aim to meet the
future demands of Bridgewater and its surrounding communities.
The key features of the consultation and investigations have
to date included the need for an improved and integrated town
centre, commercial expansion, residential quality and upgrades,
employment stimulus, supporting education enhancements and
traffic and movement issues.
The town enhancement issues include the need to enter the
town via a welcoming and symbolic gateway, the streetscapes
within the town lack aesthetic appeal and linear trails connecting
the town could also be enhanced. Safe and efficient integration
between Green Point and Cove Hill Shopping Centres is vital to
pulling Bridgewater together.
The key focus of the structure plan is consistent with the
Bridgewater Gagebrook Housing Regeneration Master Plan and
focuses on improving current and future residential supply with a
strong focus on affordable housing, reducing public housing levels
and encouraging new development of an improved quality and
standard that provides strong support to the employment nodes.
The location of this housing needs to consider existing and future
community uses and retail/commercial activities by increasing
densities close to the town centre and supporting improved access
to community uses.
The Structure Plan includes commercial and industrial issues
which target the need to create employment opportunities and
protect the prime industrial land. Cove Hill Shopping Centre has
the potential to focus its growth on the immediate employment
precinct by building upon its existing convenience role and
expanding into more specialised retail uses whilst Green Point
can build upon its strong convenience base by supporting activity
generating uses including offices and community facilities that all
integrate well together to support workers and the surrounding
communities.
The traffic and movement issues include key intersection
treatments, access to shopping centres, improving safety and
efficiency of road treatments including areas around Bridgewater
High School, future public transport provision and improved
pedestrian and bicycle links.
19
There are several key initiatives identified in the Structure Plan
which include a revitalised civic centre supporting a wider
range of community activities focused on health, child care and
learning; medium and even high density housing surrounding
the core activity centre, increasing community activity and
safety contributing to the growth of the core shopping centres
with increased employment opportunities. The enhancement of
several open space areas for carefully placed playgrounds and
opportunities for an integrated Emergency Services Precinct that
promotes a new police station at the heart of the precinct are also
being explored as part of the Structure Plan.
Strategies listed below:
Cove Hill
• Opportunities for expansion
• Improved bus interchange
• Larger retailing
• Improve appearance
Green Point
• Review mix and arrangement of retail uses
• Establish links to open space from north of highway to south
of Civic Centre
Parkland and Civic precinct
• Review development footprint opportunities around Civic
building
• Identify opportunities for improved recreation in open space
Education precinct
• Develop linkages between education nodes and enhance
pedestrian access to/from school from activity centres
• Implement traffic management strategies
Gateway development
• Identify key gateway treatments and locations
• Review road treatments and alignments into activity areas
Industrial/commercial precinct
• Increase employment through new industry
• Linkages to retail areas and implement design principles
Proposed integrated activity hubs and medium density housing
20
h. Access and Movement
Hobart’s main form of transport is private transport on the road
network with bus and ferry services. Metro Tasmania is the
primary provider of public transport only operating buses, as there
are no longer any public transport trains, trams or trolley buses
operating and the few passenger ferries are small independent
operations. A suburban train service operated between Hobart
and Brighton from the 1870s until December 1974, there is
discussion of reinstating a train service in the northern suburbs, a
feasibility study is currently being prepared. There are many bike
tracks in the greater Hobart area, one of the most notable being
the intercity bike track which runs from Hobart 12km north to
Glenorchy along an unused rail line of the Hobart-Bridgewater rail
corridor.
Issues
·· The current performance of the bus service and extended travel
times to areas beyond Bridgewater and Gagebrook aggravate
the isolation and remoteness of the community and further
diminishes access to employment and services.
·· The demographic profile of Bridgewater and Gagebrook suggests
strong demand for public transport:
WALKING AND CYCLING
-- Developing safe and convenient pedestrian networks to key
community nodes.
-- Co-location and upgrading of cultural, recreational, educational
and community facilities to enable broader community use
-- Provision of bus super-stops and enhanced levels of amenity,
safety and security at key activity nodes along public transport
routes.
-- Upgrading of commuter amenity, parking, lighting, security
and activity at bus stops.
-- Establishment of new pedestrian and road links to facilitate
walking and improved access, safety and amenity for
neighbourhoods.
-- Reconfiguration of priority walking and cycling routes and
parks with best practice water sensitive urban design and
upgraded landscaping treatments.
BUS
·· Reconfiguring and extending where appropriate and improved
frequency bus transport to align services with the need to
facilitate access to employment education and training,
community and family services, retail facilities and regional
recreation opportunities.
·· Existing bus interchange at the activity centres should be
upgraded to provide improved and safer passenger waiting and
interchange facilities.
·· Infrastructure at bus stops should provide improved timetabling
and route information.
·· Any regeneration initiatives should be supported by bus services
that maximise accessibility and mobility to and from these
initiatives.
TRAIN AND FERRY
·· Promote reinstatement of passenger train service in the northern
suburbs servicing Bridgewater and Gagebrook to improve
frequency and reduce travel times.
·· Ensure co-ordinated timetabling for bus connections to the rail
stations.
·· Investigate an promote ferry service to central Hobart.
-- A high incidence of residents aged 0-14 and 65+ who
typically have a greater reliance on public transport for
mobility.
-- A high proportion of households do not have a private vehicle.
-- A high proportion of households with access to only one
private vehicle, where that vehicle is used as the sole mode of
the journey to work or in combination with bus or rail.
-- Most houses rely on private cars or public transport to access
doctors, child care services and pharmacies.
Opportunities
·· Provide higher order facilities and interchanges higher order
activity centres with functional multi modal connections that link
residential precincts and neighbourhood centres to transport.
·· Improve accessibility of bus network by upgrading service
frequency and network legibility.
·· Develop an integrated public transport network that will improve
the mobility of local residents and provide equitable and reliable
access to employment opportunities and services and facilities,
thereby contributing to the goals of urban renewal.
·· Promoting sustainable transport and in turn enhanced health and
wellness outcomes.
21
Potential access and movement - improved bus frequency and safety
Current
Bridgewate
r Bridge
regional cycle
route/freight rail
route
Reinstatement of
passenger train
service under
consideration
Left only
North
BROOKER HIGHWAY to central Hobart
EAST DERWENT HIGHWAY to central Hobart
Current DIER Proposals
·· Landscaping East Derwent Highway refer to Section D.
·· Gage Road project is underway includes:
-- A connection through to Lamprill Circle.
-- A turning ban on right turns out of the existing Lamprill Circle exit
will be implemented - residents to use safer left turn out of the new
connection at Gage Road.
·· New bridge and realignment of Brooker Highway - (long term)
Priority Actions
·· Provide additional direct links to highway
-- Direct link to Federation High School Project ... title?....at Clove Hill
Road junction - DIER accident record at Cove Hill Road junction does
not warrant any significant change or investment by the Department.
·· Provide pedestrian lanterns at existing signals.
·· Create new pedestrian crossings.
·· Create safe attractive and well lit environments at bus stops and rest
points at 400 metre intervals.
·· Create attractively landscaped boulevards along bus routes.
22
i. Strategic and Statutory
Planning
Current zoning - Brighton Structure Plan
Current Zoning
Zoning within the area includes the following;
·· The Residential Zone provides for all housing in the urban areas.
·· The Rural Residential Zone provides for low density rural living
properties throughout the municipality.
·· The Industry Zone provides for all industrial uses including the
quarry.
·· The Commercial Zone provides for shopping and local service
areas in the urban areas.
·· The Recreation Zone provides for public open space.
·· The Infrastructure Zone provides for community assets such as
the water treatment plant and the bypass alignment.
·· The Rural Zone provides for general rural activities and covers
all rural areas not zoned Intensive Agriculture or Landscape and
Skyline Conservation.
Brighton Land Use Framework Plan
The Brighton Land Use Framework Plan highlights a number of key
objectives and ideals for the Bridgewater and Gagebrook area into
the future. These objectives are listed under a number of headings
such as ‘live’ and ‘work’, this Framework Plan also provides
individual sections for townships within Brighton, the strategies
relevant to this Plan are listed below:
LEGEND
Live
The “Live” policies require the Brighton Structure Plan to
consolidate the existing townships of Brighton and Bridgewater/
Gagebrook, including renewal where appropriate, whilst also
providing for residential growth and the provision of a range of
housing choices. Also required is the provision of supporting
transport, infrastructure and community services and the
application of urban design principles including the promotion of
healthy living environments.
Work:
·· Develop the sub-region and particularly the Bridgewater
area as Hobart’s new industrial development area based on
its transport and storage capacity, intermodal facilities and
distribution Hub potential.
·· Build employment in the sub-region so as to reduce the
level of commuting from the sub-region by facilitating new
retail, educational, health and community services, tourism
and recreation and the further development of the local
construction industry.
·· Develop those assets of the sub-region that enhance its role
as a gateway to Hobart and as a gateway from Hobart to the
region.
23
Rural
Residential
Commercial
Recreation
Infrastructure
North
Industry
Rural Residential
·· Develop those assets that strengthen the role of the sub-region
in the greater Hobart area.
·· Plan and develop new industrial, transport and storage areas
that can serve State, regional and local needs.
·· Identify a clear sub-regional identity as a focus for business
activity.
Bridgewater-Gagebrook
·· Undertake progressive renewal projects for the public housing
areas with redesigned streetscapes and improved traffic safety.
·· All renewal projects should be based on detailed community
consultation and participation in the process to foster greater
ownership and empowerment of the community.
·· Reinforce the Greenpoint location for a retail and community
centre development focus.
The Land Use Framework Plan emphasises that Bridgewater will
be a major focus for infill residential development, utilising the
existing zoned vacant residential lots to increase the diversity of
housing options and target age groups underrepresented in the
area.
·· Improve public open space corridors by allowing for the release
of redundant public open space areas for public - private sector
partnerships for new affordable housing in accordance with the
State Governments Affordable Housing Strategy (Objective 2).
Brighton Structure Plan
Fast tracking approvals
The Brighton Structure Plan is one of the initiatives identified
in the Framework Plan, and will assist in the establishment of
new planning schemes arising from actions in the Strategy by
recommending preferred land uses in Brighton.
Supporting the fast tracking of the identified priority projects and
other related land use enhancements will be an important step in
the advancement of this project.
Industrial, Employment and Enterprise Area
Bridgewater has been identified as being the major retail and
employment centre of the Brighton Municipality. Initiatives
include;
·· Future land use planning should ensure the strengthening of
the Brighton/Bridgewater industrial area’s role and function
within the subregion and wider southern region.
·· Through the provision of sufficient land and appropriate buffer
management, the Brighton Structure Plan will protect and
strengthen the role of the industrial and commercial land uses
in the municipality.
In a similar vein to the fast track approvals under the National
Partnership Agreement (NPA), the opportunity exists to fast track
amendments to the Brighton Planning Scheme to ensure the
residential projects that are proposed to maintain the necessary
momentum to provide the catalyst to new development.
Similarly, commercial and retail opportunities that have the
potential to occur in the key activity centre of Bridgewater as well
as new opportunities that may eventuate in Gagebrook are part of
the bigger picture to facilitate new development in these suburbs.
A review of these processes should be a critical part of the early
planning stages in implementing the Housing Regeneration Master
Plan.
·· Intermodal freight centre/industrial Hub precinct.
·· Land fronting the Midland Highway and land to the west of the
Highway is to be comprehensively planned so as to:
-- Retain the service role of the Midland Highway
-- Provide for planned industrial enterprise areas
-- Ensure high quality presentation of new industrial development
-- Optimise the provision of services, land and resource management and drainage.
Bridgewater and Gagebrook Housing Regeneration Master
Plan supports Brighton Council’s preferred future:
-- Infrastructure maintained at an appropriate level.
-- Employment and training opportunities in the region.
-- Prosperous industrial and business sectors.
-- Improved education opportunities.
-- A better image as a place where people want to live.
-- An appropriate, accessible and affordable transport
system
-- Practical and effective land use strategies.
-- Positive interaction among different groups in the
community.
-- Utilising poor quality public open space for private/public
development.
-- Housing regeneration.
24
Bridgewater
3
Gagebrook*
Section 3
Precedent Case Studies
25
3.0 Precedent Case Studies
Precedent Case Studies - International
“The residents were a really nice group
of people, they were bright, they had
their own ideas and we listened to
what they had to say, to what they
wanted.”
The following pages identify a range of urban and housing
regeneration projects that represent precedence in achieving
integrated and rejuvenated communities.
Understanding precedent studies and the lessons learnt from each
of the nominated examples (with the key lesson shown in blue)
allows the reader to gain a global appreciation of the range and
scale of regeneration activities in projects of this nature.
Within each of these precedents there are examples of the 5 key
factors driving housing uplift (refer page 25-Part 1) being:
·· sustainable communities
·· access to employment and training
·· access to housing choice
·· quality public realm, connectivity and safer design
·· community and stakeholder acceptance and buy-in
Understanding how these precedents can be applied in the
Bridgewater and Gagebrook communities forms part of the next
steps of this project.
Skyline 120
business
park
NEW ISLINGTON, MANCHESTER, UK
BACKGROUND
Urban Splash is a development organization that for the past
fifteen years has been instrumental in redeveloping degraded
districts, declining and an increasing transient population.
THE IDEA
Central to the regeneration strategy is to create diversity, housing
and tenure types as well as visual diversity which is encouraged
by the selection of different architects. Differing housing types and
tenure attract different residents that support different activities.
Planning lessons
1. Sustainable communities
·· Scale and density are critical to achieving the required economic
drivers that promote commercial development.
2. Access to employment and training
·· New Islington is a place for living, working, playing and learning.
·· A local Metrolink tram station means it is twenty minutes from
central Manchester.
3. Access to housing choice
·· Achieved commercial success by taking advantage of devalued
properties.
4. Quality public realm, connectivity and safer design
·· Architecture and design excellence is the key to delivering higher
densities that support a high quality environment including blind
tenure.
·· Redevelopment has resulted in a large investment into public
spaces.
·· Landscape elements define the identity of the place and adds to
the quality of life.
5. Community acceptance and buy-in
·· An ambitious resident empowerment program introduced
the potential benefits of increased densities and gained their
confidence to proceed with a major development proposal.
·· A management body with residents as shareholders so that they
have an interest and investment into the future.
GREAT NOTLEY GARDEN VILLAGE ,
ESSEX, UK
BACKGROUND
Great Notley Garden Village is a new garden village community,
188 ha green field site, with an approximate population of 5,500.
There is a business park, a discovery and leisure centre and an
open-air amphitheatre with capacity for 10,000 people.
THE IDEA
Achieved national recognition and local success as it is designed
as a balanced community viewed as a ‘a celebration of village life’.
Planning lessons
·· Self-sufficient and hence sustainable community.
·· Skyline 120 business park (55.7400 sq m) providing a wide
range of commercial space including industrial, warehouse and
office accommodation targeted at both local businesses and
multi-nationals.
·· Comprises 2,000 mixed tenure dwellings, 145 homes for
rent with older-style semi-rural properties in favour of more
contemporary options.
·· Three distinct neighbourhoods (hamlets), each with its own
character and identity.
·· A design philosophy of ‘instant maturity’ and ‘instant
community’ with mature natural elements of the landscape
giving it an ‘established’ atmosphere.
·· High quality landscape design reflects and strengthens the
character of the local landscape integrated at design stage.
·· High quality urban design clearly evident in house designs and
street patterns that emulate traditional villages.
·· Pedestrian friendly neighbourhoods enhanced by traffic calming
measures throughout the residential areas and a network of
pedestrian and cycle ways.
5. Community and stakeholder acceptance and buy-in
·· A programme of community involvement.
26
Precedent Case Studies - National
Artists vision - a vibrant and colourful hub
Community
Jobs Program building project
WENDOUREE WEST, BALLARAT,
VICTORIA
BACKGROUND
Wendouree West, a community of approximately 2,500 people
located 7km North West of the Ballarat CBD, experienced high
unemployment, run-down housing, a lack of health and community
services and high rates of crime. Wendouree West is Victoria’s
first Neighbourhood Renewal site [2001 to 2009].
THE IDEA
The challenge was to overcome social, political and economic
exclusion that negatively affects community participation,
belonging and pride.
Planning lessons
·· Reversal in severe disadvantage, improvements in perceptions
of safety, community participation and the sense of belonging.
Many people are working for the first time in their lives and
education has become a priority with a remarkable 84 per cent
improvement in preschool enrolments since 2001.
·· The learning hub and skills survey led to increased local
economic and social activity; assisted to create more than 265
jobs.
·· Public housing has undergone significant improvements with
over 800 housing works including front and boundary fences.
·· Housing in poor condition demolished and replaced with new
units or housing.
·· Upgraded streetscapes and parks, improved fencing, security
lights and landscaping updated by tenants who learnt trade
skills.
·· Right from the start the residents were at the centre of any
activity
·· Place-based approach or prioritising direct input from local
residents and stakeholders, enabled the whole community to
be genuinely involved in a life long learning vision for their
community.
27
GREEN SQUARE URBAN RENEWAL
PROJECT, SYDNEY
BACKGROUND
Green Square is the largest urban renewal project in Australia
covering 278 hectares in Sydney‘s oldest industrial area, located
just 2.5 kms from central Station.
THE IDEA
The development acts as a model for future eco-development with
sustainable features in both building design and infrastructure.
Planning lessons
·· New planning provisions and up-zoning of land combined with
significant infrastructure improvements, substantially increased
the development potential and hence land values.
·· Integrated and sustainable transport.
·· A resident population of 33,000 people with 28,000 people
expected to work locally.
·· Promotes a variety of housing for both the new and existing
communities in terms of form, tenure and social mix.
·· Provides housing that is affordable to a cross section of
socio-economic groups to attract residents from the broader
community.
·· An Affordable Housing Scheme embedded in the Masterplan,
implemented by the exclusionary zoning provisions under which
all developers are required to provide affordable housing onsite or pay the equivalent monetary contribution to enable
construction elsewhere.
·· A place where new benchmarks are set in green urban design
and public domain spaces, in architecture, facilities and
environmental planning; access to a network of new high quality
parks and open spaces for relaxation and recreation.
Objectives and details
progress- refer to www.
parksideshepparton.
com.au
PARKSIDE ESTATE, SHEPPARTON,
COUNTRY VICTORIA
BACKGROUND
Shepparton’s Parkside Estate underwent (2002-2010) an urban
upgrade as a partnership between Government’s Neighbourhood
Renewal initiative, the City of Greater Shepparton, VicUrban and
the residents of the estate. Its success has been attributed to the
enthusiasm and energy of the local community.
THE IDEA
Parkside Estate urban regeneration was to inter alia address
the fact that it was considered as one of the most unsafe
public housing estates (Office of Housing) accounting for a high
percentage of police and ambulance call outs on Friday and
Saturday night .
Planning lessons
·· The urban regeneration process dramatically improved this
community’s accountability and pride.
·· Housing diversity led to a more balanced community profile.
·· Eliciting shared ownership of improved open space and
streetscape through community involvement training and
employment.
·· Residents, students (kindergarten, primary and secondary) and
the Community Learning Centre were involved in artwork and
tiles on a community art wall.
·· A men’s group designed and created laser-cut steel panels
and carved posts that have also been installed throughout the
parkland.
·· Local young people were employed and trained through
substantial mature tree planting along with treatment to nature
strips, including a mix of grass and alternative drought tolerant
plants. The work was carried out by Mission Australia and its
Regional Environmental Employment Program.
·· Nine local residents were employed through the project.
·· Introduction of a mix of public and private housing and varied
housing types.
Precedent Case Studies - National continued
BEFORE
AFTER demonstrates
the minimising of the
impact of the corridor
development on the
streets behind
Residents of Parkside
estate to take
pride in the area
and participate in
activities.
·· The redevelopment involved the demolition of more than 84
ageing poor quality public housing properties, the re-configuring
of the ‘radburn’ street layout to improve connectivity,
streetscape enhancement, improved access and new community
base programs.
·· Formal hand-over of land from public ownership to a development
agency; the transfer was considered as a giant step forward.
·· Community engagement from the inception as this assists in
overcoming distrust of authorities. Typical sentiments expressed
at the beginning of the project being ‘Why should we believe
you? We have been promised change for years? Why is the
project any different?
·· Residents to own the process and the project team to act as
facilitators e.g. residents objectives converted into a project brief
which assists in terms of managing expectations in line with
budget and for settling areas of conflict.
·· A strong communication strategy:
-- Clarity upfront on what the project would and would not be
doing as over promising could undo all the hard work in an
instant.
-- Demonstrate what is meant by good urban design, quality
open spaces, passive surveillance e.g. a bus tour to a number
of local exemplars for residents and stakeholders (notably
council staff members and councillors).
-- Regular updates to the community, councillors and schools
including newsletters regarding the status of the project.
-- BBQs for the whole community at critical milestones e.g.
when construction commences engineers and civil contractors
to be on site and meet with residents.
-- Work very closely with the local media to get positive
coverage of the story e.g. give them articles to avoid write-ups
leading to broader issues.
·· Total commitment and tenacity throughout the process which
is politically challenging at every level and acceptance of the
many steps both sideways and backwards, to attain community
pride where residents value their community and what it stands
for e.g. names changes to the area and streets requested at the
beginning of the program dropped during the process.
·· Community confidence building through the process e.g. holding
the authorities accountable, ensuring attendance to maintenance
problems without resorting to trashing homes to get a quicker
response.
‘As of right’
medium density
development along
transport corridors
Between corridors ‘Areas of stability/
productive suburbs’ created through
increased street tree plantings, water
collection, passive solar energy
generation and productive back yards.
TRANSFORMING AUSTRALIAN CITIES
FOR A MORE FINANCIALLY VIABLE
AND SUSTAINABLE FUTURE, CITY OF
MELBOURNE, VICTORIA
THE BACKGROUND
This strategy seeks to identify the potential for the economic,
social and environmental transformation of our, in the main built in
the model of the garden city movement and modernism.
THE IDEA
The urban Corridors (9% of the city) along with Activity Centres,
will need to become known as the most desirable locations
developed into medium-rise high density. The suburban areas
(91% of the city) are designated as ‘areas of stability’ protected
from medium density development and encouraged to become the
‘green lungs’ or ‘productive suburbs’ of the city.
Planning lessons
·· Australia requires a big shift in the way it visualises its cities and
infrastructure.
·· Research by Curtin University found that for 1,000 dwellings
the costs for infill and fringe development are $309 million and
$653 million respectively. Additional costs include all services
and transport, and greenhouse gas emissions. Figure excludes
indirect benefits to society e.g. increased social capital and
closer knit communities.
·· Linear corridors provide opportunities for local employment with
high quality public transport to central area opportunities.
·· Medium-rise housing alongside larger areas of transformed lower
density suburbs.
·· Urban design guidelines ensure high quality urban design
outcomes.
·· Key to successful implementation is to use exemplar projects
that can quickly and successfully produce results that
demonstrate the efficacy of the new approach.
BROADMEADOWS GLOBAL LEARNING
MODEL, HUME CITY COUNCIL,
VICTORIA
BACKGROUND
Broadmeadows, suffered from the stigma of high crime rates,
poverty, unemployment and a range of other social problems. The
project had a significant positive outcome.
THE IDEA
The Global Learning Village is designed to provide the social
infrastructure necessary for 21st Century communities; a catalyst
for engagement with learning and personal development.
Planning lessons
·· The focus is on the attributes that largely determine where
people end up in life - attitude, education and opportunity.
·· Economic stimulus, community infrastructure, skills and job
development are all vital for genuine social inclusion.
·· A foundation to retrofit disadvantaged communities, connects
the disconnected, provides computer access linking the
community to a network otherwise beyond their reach e.g. TAFE
and universities.
·· Childcare to business skills on offer include:
-- Life-long learning model - established in libraries.
-- Health model - maternal & childcare centres.
-- Sport & Recreation model - with local clubs.
·· The strategy is to co-ordinate partnerships between the
three tiers of Government, business big and small including
internationals, the community, not-for-profit and philanthropic
sectors to maximise outcomes.
28
29
BIBLIOGRAPHY
DOCUMENTS AND WEBSITES
·· Activity Centre Design Guidelines, DSE
·· Bridgewater Local Area Structure Plan, Aurecon 2009
·· Brighton Structure Plan, Aurecon June 2009
·· East Derwent landscaping, Inspiring Design 2009
·· Federation project Department of Education (TAS)
·· Guidelines for Medium density Development, DSE 2004
·· Municipality of Brighton website
·· Parkside Development Plan, Shepparton MGS
·· Safer Design Guidelines for Victoria, DSE
·· Southern Integrated Transport Plan, Department of
Infrastructure, Energy and Resources, Department of
Infrastructure Energy Resources March 2008
·· State of the Environment Tasmania, Settlements Social and
Economic Conditions....
·· Strategic Plan 2006 – 2016, Brighton Council
·· The Economy in Space, Community Audits for Disadvantaged
Neighbourhoods, Mark Burton – Planning News March 2009
·· Transforming Australian Cities For A More Financially Viable and
Sustainable Future, City of Melbourne July 2009
·· Transportation and urban design
·· Urban Renewal, confidential projects, MGS
·· Urban Solutions: Propositions for the future Australian City
2002, Edited by Robert MaGauran MGS
·· Precedent project - google websites and MGS resources
·· ‘Rawlinsons’ Australian Construction Handbook 2010, Edition
28, 2010
·· ‘Good Practices for Managing Australia’s public and community
housing assets’, Australian Housing and Urban Research Institute
(AHURI), June 2010
·· ‘Housing Innovations Unit - Housing Stress Data Report’,
Tasmanian Government Department of Health and Human
Services, March 2009
·· Housing Tasmania (HT), Special Spreadsheet Return to AHURI
Asset Management Project, AHURI, 2008
·· ‘Regulation and Growth of the Not For Profit Housing Sector’,
Australian Government, Department of Families, Housing
Community Services and Indigenous Affairs, 2009
·· ABS Census Data 2006 - various
·· Website Realestate.com.au. Housing prices, photos of housing
etc
·· ‘Housing: Building a Better Tasmania. The Bigger Picture.’
Anglicare Tasmania, Shelter Tasmania and the Tasmanian
Council of Social Service, October 2007.
30
31
Prepared for
DEPARTMENT OF HEALTH
AND HUMAN SERVICES
Bridgewater
Gagebrook*
PART 3
Appendix
DRAFT FOR REVIEW
MAY 2010
1.0 Design guidelines
This section contains examples that provide further certainty and
clarity regarding the form of future redevelopment and assists in
the creation of a sustainable community. The general or overall
design principles are followed by open space guidelines and
housing guidelines with typologies at low, medium and higher
densities.
Design Principles - Overall
·· Provide for residential development at a range of densities with a
diversity of housing types to meet varying housing needs.
·· Configure housing types to integrate with surrounding land uses,
scale and road hierarchy.
·· Reconfigure the street/cycle and pedestrian network to promote
connectivity and safety throughout the site and to surrounding
areas.
·· Encourage walking and cycling throughout the site though
landscaping and surveillance.
·· Improve visual linkages.
·· Provide for the upgrade of all street interfaces including the East
Derwent Highway.
·· Provide for extensive landscaping treatments at key interfaces to
enhance the amenity of the public realm.
·· Provide for attractive shared public, semi-private and private
parks and garden zones.
·· Use points of attraction and mark corners as way finding
devices.
·· Promote principles of ESD.
33
a. Community Hubs - Mixed Use
·· Encourage ground level uses which foster the natural
surveillance of public spaces.
·· Provide visual permeability and ensure continuous visual
connection between indoor and outdoor space of the new
development, thus providing natural street surveillance to
the public realm area.
·· Encourage use of materials with high levels of transparency
to improve surveillance and security.
·· Encourage engaging vibrant interfaces that provide visual
interest and human scale.
·· Provide highly articulated and activated frontages to
pedestrian spaces to encourage the enjoyment and usability
of the general public.
·· Ensure building corners address each street frontage.
·· Provide safe and convenient pedestrian, cyclist and
vehicular movement.
·· Provide for sufficient and appropriately designed car parking
that can be conveniently accessed with minimal impact on
surrounding areas.
·· Provide bike storage and outdoor seating areas.
·· Provide for shop-top housing.
·· Incorporate exemplary ESD principles in the design of
buildings and public areas.
34
b. Parks
·· Promote the recreational role of the park by providing for
passive and active recreation spaces such as seating, play
spaces/equipment and picnic areas for all age groups.
·· Promote the use of native landscaping in the green areas
to provide a natural vegetated setting for dwellings.
·· Provide for community gardening and edible landscapes
employing local residents.
·· Provide for safe walking and cycling.
·· Provide activated park edges.
WSUD
·· Integrated waste
and stormwater
management, diverse
native vegetation and
water sensitive urban
design.
·· Drainage features
designed as swales
also enhance the
visual impact of the
existing poor quality
park character.
·· Incorporate Water Sensitive Urban Design (WSUD)
treatments and indigenous landscaping.
·· Where appropriate create a wetland element in the park
design.
Edible landscapes
35
c. Park Interfaces
·· Provide for an active and engaging interface with the park by orienting the living/communal spaces of dwellings/community infrastructure.
·· Promote safety of parks and other public spaces by providing passive surveillance/overlooking opportunities from ground and upper levels from
adjacent dwellings/community infrastructure.
·· Built form 1-3 storey.
i. Low and Medium Density Housing
ii. Community Hubs
36
d. Boulevards
Boulevards are wide tree-lined streets with shared paths for
pedestrian and cycling traffic and recreation areas creating a green
corridor.
·· Encourage walking and cycling and public transport usage by
providing boulevards along the bus routes within the current
wide road reserves.
·· Promote the recreational role by providing for passive spaces
such as seating, play and barbeque areas.
·· Maximise rear lane access with appropriate passive surveillance
and landscaping.
·· Maximise shared crossovers to promote a safe environment.
·· Promote the use of native landscaping to provide a natural
vegetated setting for dwellings.
37
e. Low Density Housing
·· Built form provided in a variety of styles with a street address,
visual interest and natural surveillance as a priority.
·· Typically 1 or 2 dwellings per lot combining 1-2 storey built
form.
·· 10-16m lot width for detached house forms.
·· 25-30 plot depth.
·· Lot area 250-500 sq m
·· Work-from-home configurations at ground level or upper levels
where no access is required.
·· First floor balcony orientated to retain maximum privacy and
north light exposure and encourage surveillance.
·· Shared driveway for dwellings to reduce incidence of crossovers
and consolidate vehicular access.
38
f. Medium Density Housing - Town House
·· Built form provided in a variety of styles with a street address
and visual interest as a priority.
·· Typical 7.5-13m lot width and typical lot depth of 20-30m.
·· Combination of side and front loaded lots.
·· 2-3 storey built form, typically attached to create a solid anchor
to the end of a street or lane.
·· Front setback typically 5m to offer landscaped frontages to
street.
where no access is required.
north light exposure and encourage surveillance.
Sandybay Road - Hobart
Brooker Street - Hobart
39
Strahan Steet - Hobart
g. Medium Density Housing - Terraced
·· Built form provided in a variety of styles with a street address and visual interest as a priority.
·· Located near highway, higher order activity hubs and parks.
·· 2-3 storey built form, typically attached to create a solid streetscape.
·· Typical 7.5m lot width for attached form with a typical lot depth of 25-30m
·· Work-from-home configurations at ground level or upper levels where no access is required.
·· Secluded private open space typically to a courtyard on ground or first floor balcony to the rear of the dwelling accessed from living
room areas.
·· Rear lane access to car parking.
·· Ensure laneways are provide with appropriate passive surveillance and landscaping to promote a safe environment.
·· First floor balcony orientated to retain maximum privacy and north light exposure.
Sandybay Road - Hobart
Burnett Street - Hobart
Harrington Street - Hobart
40
h. Medium Density Housing - Superlot
·· Built form provided in a variety of styles with a street address
and visual interest as a priority.
·· Typically four or more dwellings per lot - consolidated or vacant
superlot.
·· Predominately 2 storey with some 3 storey built form, typically
attached to create a solid streetscape.
where no access required.
·· Secluded private open space typically to a courtyard on ground
or first floor balcony orientated to retain maximum privacy and
north light exposure.
41
i. Medium Density Housing Apartments
·· Built form provided in a variety of styles with a street
address and visual interest as a priority.
·· Located proximate to the highway, main roads and major
activity hubs.
·· 2-3 (4max)storey built form, typically attached to create a
solid streetscape.
·· Mixed land use options at ground level.
·· Work-from-home configurations at ground level or upper
levels where no access is required.
·· Apartments range from 60sqm to 120sqm.
·· Potential for ground floor/first floor home office arrangement
with the potential to utilise walk-up stair and access.
·· Design of dwellings and apartments promotes opportunities
for landscaped ground floor semi-private courtyards,
communal spaces, entries, setbacks and vertical landscaping.
·· Incorporate apartment car parking into a centralised garage
to minimise vehicular presence.
·· Apartments are appropriately orientated in terms of solar
orientation, passive heating and ventilation and views to
local amenity.
north light exposure.
·· Rear lane access to car parking.
·· Ensure laneways are provide with appropriate passive
surveillance and landscaping to promote a safe environment.
42
id3922859 pdfMachine by Broadgun Software - a great PDF writer! - a great PDF creator! - http://www.pdfmachine.com http://www.broadgun.com
Bridgewater Gagebrook Housing Regeneration
Master Plan
Community
Profile
Community profile:
 Population
 Household size
 Family composition
 Employment status
 Household income
 Vehicle ownership
 Community facilities
43
85+
Community profile
Population: current
80 to 84
75 to 79
70 to 74
Australia
37
65 to 69
60 to 64
55 to 59
50 to 54
Population
• 2006 population (relevant census collection
districts) = 6,823
• 2006 age structure = significantly younger than
Australian and Tasmanian average
Australia
45 to 49
Tasmania
40 to 44
Bridgewater/Gagebrook
35 to 39
30 to 34
Tasmania
39
Bridgewater and Gagebrook
27
25 to 29
20 to 24
15 to 19
Bridgewater
31
Gagebrook
23
10 to 14
5 to 9
0 to 4
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
%
44
85+
Community profile
80 to 84
Population: projected
75 to 79
70 to 74
65 to 69
60 to 64
55 to 59
Population
50 to 54
Australia
45 to 49
Tasmania
40 to 44
Bridgewater/Gagebrook
35 to 39
30 to 34
• Significant population projections: 57% increase
in municipality from 2006 to 2026 (DCAC
medium growth scenario)
• Significantly younger population compared to
state average – and these characteristics are
projected to continue to 2026
25 to 29
20 to 24
15 to 19
10 to 14
5 to 9
0 to 4
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
%
45
Community profile
Community profile
Population: projected (DCAC)
Household size
26,000
• Larger average household size than Australian
and Tasmanian average
24,000
Population
22,000
20,000
High
Medium
Low
18,000
Australia
2.6
Tasmania
2.4
2.8
Bridgewater
2.6
Gagebrook
2.9
16,000
14,000
12,000
1991
1996
2001
2006
2011
2016
2021
2026
Year
46
• Significantly high proportion of one parent
families with children
• Lower than average employment
• Lower than average workforce participation
47
Other family
Employment status
One parent
family with
children
Family composition
Couple family
with children
Community profile
Couple family
with no
children
Community profile
Employed
Unemployed
Not in the
labour force
Not stated
Australia
57.2%
3.2%
33.1%
6.5%
Tasmania
53.5%
3.8%
37.4%
5.3%
35.6%
7.8%
46.6%
10.1%
Australia
37.2%
45.3%
15.8%
1.7%
Bridgewater
39.3%
6.5%
47.4%
6.8%
Tasmania
40.5%
41.4%
16.7%
1.4%
Gagebrook
29.9%
9.7%
45.2%
15.2%
21.1%
35.8%
40.5%
2.7%
Bridgewater
26.4%
36.1%
35.6%
1.9%
Gagebrook
12.5%
35.3%
48.3%
3.9%
Community profile
Community profile
Household income
Vehicle ownership
• Lower than average weekly household income:
• High proportion of dwellings with no motor
vehicle:
Australia
$1,027
Tasmania
$801
Australia
9.5%
$588
Tasmania
8.6%
Bridgewater
$606
15.5%
Gagebrook
$563
Bridgewater
14.6%
Gagebrook
17.0%
48
Community profile
Community profile
Community facilities
Community facilities
• Brighton Strategic Plan 2006/2016 and Brighton
Recreation Plan identify future needs for:
• Brighton Structure Plan included an assessment
of the supply of and demand for community
facilities
• Conclusions: generally well served, with some
additional sports, childcare, education, and aged
care facilities needed
• Major sports complex and community centre
• Community swimming pool and skate park
49
Community profile
Key findings
• Young population
• Potentially high population growth
• Predominant family structure = single parent families
with children
• Low incomes and employment participation
• Significant proportion of dwellings do not have access to
a private vehicle
• Differences between Bridgewater and Gagebrook with
higher deprivation in the latter
• Generally well served with community facilities with
future plans for additional sporting facilities and a
community centre
50

BridgewaterGagebrook - Department of Health and Human Services

Transcription

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