Норлиза Хашим - City as our future


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Норлиза Хашим - City as our future

  1. 1. + CITY AS OUR FUTURE @ KAZAN URBAN FORUM 2014 NORLIZA HASHIM MANAGING DIRECTOR AJM Planning and Urban Design Group Sdn Bhd and SECRETARY GENERAL Eastern Organisation for Planning and Human Settlements
  2. 2. A World of Cities n  Today – it’s a world of Cities Kuala Lumpur Singapore Jakarta London Sydney Melbourne Dubai Johannesburg Perth Bogota Cape Town Vancouver Toronto Florida Nairobi Copenhagen Brisbane Hong Kong
  3. 3. 1804 1927 1960 1975 1993 1999 2006 2009 2012 2050 1 billion 2 billion 3 billion 4 billion 5.3 billion 6 billion 6.5 billion 6.8 billion 7 billion 9.2 billion More People Now Lives in Cities 51% (3.5B) of the world’s population now lives in cities 42% of cities has more than 1 million population 28 megacities (above 10M population) – 13% of population 7 out of 10World’s Largest Urban Areas are in Asia (2013)
  4. 4. Cities Now Compete For Same Economic Space
  5. 5. Cities are the actors of Global Economy They configure the more advanced of economic clusters The world's top 100 cities generate approximately half of the world's total economic output. 80% of US economic outputs comes from cities and metros 78% of China’s GDP comes from cities and metros (recently urbanised) 1 23
  6. 6. Cities Competitiveness Globally, economic activity is highly concentrated in key cities in each country
  7. 7. Cities Design & Management Essential for Quality of Life, Social Cohesion, Magnetism and Attraction of Talent
  8. 8. Cities Produce 80% ofWorld CO2 Emission Design of Cities is Key to Sustainability of Our Planet and to Promote Greener Environment & Economy
  9. 9. Working Partners •  People now choose the city where they want to live; before they chose the job they wanted •  Efficient and liveable cities are the keys to successful national development A ChangingWorld
  10. 10. Source: Economic Intelligence Unit, Price Waterhouse Coopers Trend line of countries’ expected spending according to wealth Liveability &Wealth There is a strong linkage between the wealth of cities and the quality of life within cities
  11. 11. About Malaysia POPULATION MALAYSIA • 29 million (2011), (21M- Peninsular Malaysia) TOTAL LAND AREA • 330,803 km² (200,565 sq.km – East Malaysia) EMPLOYMENT/GDP GROWTH • 12.3 million (2011)/ 5.2% (2012- 2787.7B USD) URBAN POPULATION 2011 • 63.8% of the population lives in Urban areas Malaysia and South East Asia Population Density (person per sq km – 86person/sqkm) Kuala Lumpur Johor Bharu Georgetown, Penang Malacca Ipoh Cities Competitiveness Needs Strong and Holistic Urban Policies
  13. 13. 1VISION Several Tiers of Transformation Programmes
  14. 14. •  Ini$ated  under  Economic   Transforma$on  Program    2010   •  Focused  on  Klang  Valley   •  3,428    km2  or  342,726     hectares   •  6.4  M  popula$on  (2010)   •  10.0  M  popula$on  (2020)   •  10  LPA’s  and  2  States   GREATER  KL/KLANG  VALLEY   •  Ini$ated  in  9th  MP   (2005-­‐2010)   •  Focused  on  Five  Flagships   •  2,217  km2  or  222,577   hectares   •  1.6  M  popula$on  (2010)   •  3.0  M  popula$on  (2025)   •  5  LPA’s  and  3  Districts   ISKANDAR   MALAYSIA   Na2onal  Physical  Plan     Government’s  ini2a2ves   Georgetown Conurbation Johor Bahru Conurbation Kuala Lumpur Conurbation Georgetown Conurbation GT  Conurba$on   Highway   Federal  Road   Major  Road   Railway   Kangar   Alor  Setar   George  Town   GEORGETOWN   CONNURBATION   •  Iden$fied  in  NPP2   •  Focused  on  Penang,  South   Kedah  &  North  Perak   •  4,444    km2  or  444,000    hec   •  2.7  M  popula$on  (2010)   •  9  LPA’s  and  3  States   Acknowledge Role of Cities as Economic Regions
  15. 15. Acknowledge Role of Cities as Economic Regions – Greater Kuala Lumpur
  16. 16. Greater Kuala Lumpur Blueprint
  17. 17. Greater Kuala Lumpur Blueprint
  18. 18. WorkingDraft-LastModified8/2/20102:45:57PM Greater KL/KV’s has a strong value proposition for global and regional MNCs ▪ High investor protection index of 8.67 ▪ Takes only 11 days to start a business ▪ Low corporate tax rate of 25% ▪ Prime office rental of RM 90-120 / sq m per mth ▪ Strong skilled labour index of 6.7 Business environment ▪ Low cost of living compared to Hong Kong and Singapore ▪ High quality of life index of 7.98 ▪ Strong university education index of 7.02 Liveability Key value proposition of Greater KL/KV ▪ Connectivity to major LastModified8/2/20102:45:57PMPrinted7/27/201011:38:55PM Within 2 hour flight to Singapore and Jakarta Within 6 hour flight to Shanghai, Hong Kong, and Beijing ▪ 22 mln passenger transported by plane yearly ▪ Total R&D expenditure per capita in Malaysia is RM 180 ▪ Qualified engineer index of 7.17 ▪ Technological regulation index of 7.48 Infrastructure ▪ Attract & retain talent index of 7.8 ▪ High English proficiency ▪ Targeting 5% population growth Human Capital ▪ Connectivity to major markets ▪ Cost reduction of 20~30% ▪ Highly educated human capital ▪ Rising infrastructure level ▪ High quality of living
  19. 19. WorkingDraft-LastModified8/2/20102:45:57PM 1.0 0.7 2.3 5.8 9.8 4.0 Population and employment demand in GKL mln population Foreign Incremental immigration 12% 40% Baseline population growth 48% Local Incremental immigration 1.7 mln new jobs created by 2020 through baseline growth and NKEA initiatives GKL/KV’s population will need to grow to 10 mln by 2020 to fulfill employment demand and create RM120 bil GNI LastModified8/2/20102:45:57PMPrinted7/27/201011:38:55PM Incremental GNI Impact RM ~ 120 billion Based on economic activity provided by other initiatives in Kuala Lumpur 3.3 2.5 Employment 20091 Baseline employment growth2 Non-active population 2009 Current 2010 population GKL 2020 projected population Incremental non-active population NKEA employment growth 1 Based on 63.7% Labour Force Participation Rate and 68.1% active labor age (15~64) 2 MOHR estimates based on baseline population growth ▪ Target 500,000 (12%) through the attraction of foreign talent (overseas Malaysians or expatriates) ▪ Talent attraction initiatives to be implemented by Talent Corp.
  20. 20. + PLANNING EVOLVES We need to know we are before we evolve and change Performance   Evalua2on     •  Content Gap •  Performance Evaluation •  A Scorecard
  21. 21. 24CDP 2005-2025 The CDP formulates the overall development framework, vision and key directions in order to strengthen the physical, economic and social development of IM. CDP 2006 - 2025 is divided into seventeen (17) chapters, in two main sections: The initiatives in CDP •  Function of authority; •  Enhancement of quality of living environment; •  Management of the use of land; •  Management and promotion of urbanization; •  Protection, preservation and enhancement of natural environmental resources, agricultural resources, parks and open spaces; •  Protection of the natural coastal environment; •  Revitalization of JB City Centre; •  Provision, integration and coordination of urban; •  Infrastructure and utility services; •  Improvement of urban linkages; •  Promote of Transit-Oriented Development (TOD); and •  Targeted commercial development. Proposal for the development in Iskandar Malaysia 6 Key Directions NATURAL AND GREEN ENVIRONMENT 5 Key Directions THE COASTAL ZONE 6 Key Directions JOHOR BAHRU CITY CENTRE 2 Key Directions URBAN LINKAGE SYSTEM 11 Key Directions URBAN INFRASTRUCTUR E 10 Strategic Thrusts SPATIAL DEVELOPMENT 7 Strategic Thrusts SOCIAL DEVELOPMENT 3 Strategic Thrusts TRANSIT- ORIENTED DEVELOPMENT 4 Areas of Focus REGULATORY, LEGAL & INSTITUTIONAL 7 Initiatives ECONOMIC DEVELOPMENT
  22. 22. 25CDP 2005-2025 Key Indicators And Strategic Thrust Set By CDP Targeted Economic Indicators Focused Development At 5 Promoted Flagships Proposed Development Corridor Improved Accessibility Through Regional and East-West Linkages Strengthen International Linkages & Leverage On Singapore 2005 2025 2010 Population size (Million) 1.3 3.0 1.6 GDP (PPP) (in USD Million) 20 93.3 37.8 GDP per capita (PPP) in USD 14,790 31,100 NA Labour Force 0.624 Mil 1.46 Mil 0.722 Mil Employment 0.610 Mil 1.428 Mil 0.703 Mil Unemploymen t 3-4 % 1.8% 2.6% Jobs Created NA 817,500 93,400
  23. 23. IM just entered its second phase. Progressive & Sustainable Investment and Economic Development PHASE 1 Planning Foundation Building PHASE 2 Strengthening & Growth PHASE 3 Sustain & Innovate Evolution 2007-2009 2016-20252010-2015 IM Strategic Roadmap CDP 2005-2025 CDP also sets the framework for the development implementation of IM. CDP identified Iskandar Regional Development Authority (IRDA) as the regional authority with main functions to: •  Develop •  Facilitate and regulate approvals •  Promote social benefits to community Iskandar Investment Berhad has been identified as super developer apart from other existing property players. 26
  24. 24. 27 All blueprints will be examined against the relevant CDP 2006-2025 strategic thrusts and key directions. Economic Development (7 strategic thrusts) CDP 2006-2025 strategic thrusts and key directions Social Development (7 strategic thrusts) Physical Development (10 strategic thrusts) Natural and Green Development (6 key directions) Coastal Zone (5 key directions) Johor Bahru City Centre (5 key directions) Urban Infrastructure (11 key directions) Urban Linkages including TOD (5 strategic thrusts) Regulatory, Legal and Institutional (4 areas of focus) Commercial Development CDP 2006-2025 strategic thrusts and key directions 1.  Integrated Land Use 2.  Investment & Marketing Strategic 3.  Tg. Puteri – Tourism 4.  Human Capital Blueprint 1.  Social Development 2.  Planning Design & Guideline on Housing, Neighbourhood and Facilities 1.  Integrated Land Use 2.  Shoreline Management Plan 3.  Integrated Solid Waste Management 4.  Transport 2010-2030 Masterplan 5.  Renewable Energy & Energy Efficiency 6.  Environmental Planning Blueprint 1.  Integrated Land Use 2.  Shoreline Management Plan 3.  Environmental Planning Blueprint 1.  Integrated Land Use 2.  Shoreline Management Plan 3.  Environmental Planning Blueprint 1. Integrated Land Use 2. Area Character Statement 1.  Integrated Solid Waste Management 2.  Renewable Energy & Energy Efficiency 3.  Electricity Blueprint 4.  Drainage & Stormwater Management 5.  Information & Communication Technology 1. Integrated Land Use 2. Transport 2010-2030 Masterplan 3 77 16 41 33 10 23 95 27 26 24 66 9 95 66 4 95 66 3 24 27 24 2 44 20 2 26 Blueprints Initiatives/ Programme s Blueprints Initiatives/ Programme Content Gap Analysis
  25. 25. 28 Median- 83% % 83 Improvement required especially data availability Ready to be adopted to CDP 5Blueprints are ready to be adopted into CDP, namely: 1.  Environment Planning 2.  Shoreline Management 3.  Area Character Statement 4.  Transportation Masterplan 5.  Tanjung Puteri- Tourism Development 9blueprint only managed to below median-83%.There are: 1.  Social Development 2.  Investment and marketing strategy 3.  Human Capital 4.  Safety and security 5.  Planning and Design Guidelines for Housing, Neighbourhood and Facilities 6.  ICT Blueprint 7.  Road Layout design 8.  Maintenance and Operational Plan 9.  Housing Management 19 Iskandar blueprints (except GIS Enterprise) have been evaluated based on content gap analysis. 5 main elements has been considered into analysis, namely address relevant CDP strategic thrust, objectives of blueprint, comprehensive of coverage, data, sustainability and programme/ readiness to roll out. Scorecard For The BlueprintSocialDevelopment InvestmentandMarketingStrategy HumanCapital SafetyandSecurity Electricity DrainageandStormwater IntegratedlandUse Environmental Planning ShorelineManagement PlanningandDesign GuidelinesforHousing, NeighbourhoodandFacilities ICTBlueprint AreaCharacterStatement RenewableEnergyandEnergyEfficiency TransportationMasterplan TanjungPuteri-TourismDevelopment RoadLayoutDesign MaintenanceandOperationalPlan HousingManagement Integrated  Solid  Waste  Management   Blueprints 5 main criteria: 1.  Address relevant CDP Strategic Thrusts 2.  Meet objectives of the blueprint 3.  Comprehensive coverage of subject/ topic 4.  Data availability / analysis 5.  Sustainability 6.  Programme/ Initiatives/ readiness to roll out
  26. 26. + Planning is Best When Its From The People Always Engage and Listen and Act and Plan Accordingly
  27. 27. People’s Perception and Views These key concerns has guided the plan making process as people’s buy-in will ensure effectiveness of the Plan. More parks & green spaces Improve basic public amenities and facilities Affordable housing price More public transportation facilities and coverage Better quality of life and environment Save mangrove Conserve and preserve local history, culture and heritage Redevelop abandoned project sites and brownfield areas Effective and systematic administration & governance Less foreign workers and should give more chance or priority to local people Safety & Security WE WANT…… More fun, relax and recreational facilities The success of the Iskandar Malaysia should not be measured by the number of jobs created or development process that have been implemented, but rather through the level of wellbeing or of the people in Iskandar Malaysia. A success development should achieve all the necessities and needs of the people and providing a liveable place to call home. By En. Manndzri Bin Nasib, Vice President of Johor State Youth Council Affordable in Cost of living
  29. 29. •  Federal Territory Ministry •  Economic Planning Unit •  Ministry of Trade and Industry •  DBKL Technical Departments •  MTPKL •  Ministry of Transport & Rapid/Star/Putra •  TNB, Telcos, Utility Providers, Wilayah Persekutuan Infrastructure •  Multimedia Development Corporation •  Relevant Consultants •  Hotels Association •  Travel Agents •  Stakeholders •  Banks, Insurance, Chamber of Commerce and Stock Broking •  Disabled Group •  Youth representative •  Residents representative •  Relevant NGO’s •  Relevant Consultants •  Hotels Association/Travel Agents •  Stakeholders, Banks, Insurance, Chamber of Commerce and Stock Broking •  Disabled group representative TWG 1 Legal, Land, Implementation & Management TWG 2 Use Class Rules TWG 3 World Class City & Economic Growth TWG 4 Land Use & Environment TWG 5 Transportation TWG 6 Utilities TWG 2 Community Development TECHNICAL WORKING GROUPS FOCUS GROUP DISCUSSION BRAINSTORMING AND WORKSHOP FGD World Class Definition for Kuala Lumpur FGD Business & Commerce Tourism Informal Sectors FGD Disable Youth Single Mothers FGD Special Areas Bukit Jalil- Seputeh & Bandar Tun Razak FGD Special Areas City Centre & Damansara-Penchala FGD Special Areas Sentul- Menjalara & Wangsa Maju-Maluri BRAINSTORMING World Class Definition for Kuala Lumpur BRAINSTORMING Business & Commerce Tourism Informal Sectors BRAINSTORMING Disable Youth Single Mothers BRAINSTORMING Special Areas Bukit Jalil- Seputeh & Bandar Tun Razak BRAINSTORMING Special Areas City Centre & Damansara-Penchala BRAINSTORMING Special Areas Sentul- Menjalara & Wangsa Maju-Maluri MEMBERSLevel of Consultations
  30. 30. + A New Paradigm of Planning It is important for people to relate to the city……
  31. 31. 34 Elements Current Approach New Emphasis City Design Making the city physically attractive. Making well-being, quality of life and liveability the core of any urban project. Real estate development driven city- making. Developments are guided by public interest principles, including aesthetics. Planning physical projects. Planning communities and neighbourhoods. Development is by type of land use; residential, commercial and industrial. Mixed uses are predominant to encourage living, working and leisure activities within the same compact area. Transport Transportation network are designed to move vehicles via roads and highways. Transportation networks are designed to move people, with a focus on public transport as the primary spine, supported by a pedestrian- friendly street network. Movement is seen to be a transportation network and traffic engineering issue. Mobility, accessibility and seamless connectivity are the desired outcomes. Environmental, activities and culture Environment and natural resources are free goods. Urban projects account for the environmental cost of development. Emphasis on providing urban infrastructure and services. Beyond infrastructure and services, culture is an asset and drives a city’s distinctiveness. Waste is disposed. Waste is a resource to be recycled and reused for example via waste-to-energy initiatives. Governance Planning and provision of infrastructure is predominantly a central/federal role. Greater collaboration and cooperation with local authorities to incorporate frontline input into planning and decision making. Limited civil participation and consultation. Consultative and bottom-up approach to planning and design with the voice of citizens and businesses forming an important input. A  new  paradigm  on  city  making  
  32. 32. Communities Today & Communities of the Future Different Desire City Hall Community Centres Theatres/ Museums TransitHospitals Coffee Shops Libraries Schools Civic Squares Community Gathering Spaces/Parks Churches Offices Sustainable Communities of the Future Theatres/ Museums Transit Hospital Coffee Shops Libraries Schools Parks Community Centres City Hall ChurchesOffices Communities Today
  33. 33. Make our Cities = People Cities People Cities = Livable Cities City Plan Scale Birds eye view / Aircraft perspective Site Plan Scale Roof top /Helicopter perspective People Scale Eye level / 5 km/h perspective Its about the Right Scale that makes a city friendly and comfortable………..
  34. 34. + The creation of spaces for communities that allows for a sense of belonging. Its about Place Making How should they be planned in the context of demographic, economic and technological changes? - Youth Spaces - Active public realms - Market Square The Soul of the City Its not about buildings
  35. 35. 1 Public Realm