planning for a smart city - ceda - home · elders past, present and future. the department’s...

Department of Planning and Environment

Planning for a smart city Presentation to the 12th annual Newcastle and Hunter regional

economic development forum

Gary White, Chief Planner Department of Planning and Environment 12.09.18

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We acknowledge the traditional custodians of the land and pay respects to Elders past, present and future.

The Department’s Aboriginal Community Land and Infrastructure Program (ACLIP) team focus on improving planning outcomes for Aboriginal communities.

They have partnered with artist Jordan Ardler, who painted the original artwork that inspired the branding throughout this presentation.

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The force of digital disruption and globalisation is a king-size challenge for planning and one that also demands evolution in planning systems

- Jane Nicholls (The Deans, QANTAS 2018)

As a practicing planner of 40 years, I have not previously experienced the rate of change now

occurring at all scales. Unquestionably the world is being transformed at a breathtaking pace,

fuelled by a highly complex set of megatrends which are deeply changing the way we live.

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Increasingly global change is being experienced with local impacts

Demographicmegatrends

Technologicalmegatrends

Geopoliticalmegatrends

Economicmegatrends

Environmentalmegatrends

(Megatrend Watch Institute 2018)

1. Drivers of change – megatrends 2. The change - New England North West region

3. Facilitating change - The new planning system4. Achieving change – strategic visioning

A city’s ability to achieve “smart” status begins at the

planning stage.

Being unaware or failing to take notice of the drivers of change such as megatrends

is NOT SMART PLANNING

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At the national level the CSIRO has identified seven megatrends that are/ will impact the future.

(CSIRO 2012)

1. More from

less

Increasing

demands for

limited

resources

2. Planetary

pushback

Protection of

biodiversity and

the global

climate

3. The silk

highway

Rapid economic

growth and rise

of the middle

class

4. Forever

young

An aging

population and

changing

patterns

5. Digital

immersion

An increasingly

technologically

connected

society

6. Porous

boundaries

Technology and

globalisation are

changing global

relationships

7. Great

expectations

Rise of the

individual

consumer

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For instance: Digital immersionCentral to the smart city movement is the adoption of internet based technologies. More than 26 billion products will be

connected to the internet by 2020. Globalisation and technological development is shrinking the world and challenging

the notion of ‘neighbour’.

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Technologies are driving megatrends and society’s interaction with the consequential change

Lithium

batteries

Robotics

Energy

storage

Internet of

things

Artificial intelligence/

Machine learning

E-money

Driverless cars

Mobile internet

and the Cloud

E-kiosks

3D visualisation

3D printingOpen Data

Solar PV

Drones/Nano

satellites

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For instance: flying “cars”

Driverless

Vehicles

Drones

Lithium batteries

Flying cars

For instance: SingaporeSingapore can already detect if people are smoking in unauthorised zones or if people are throwing litter out of high-

rise buildings. In 2014, the city-state announced that it was developing software it called “Virtual Singapore,” a dynamic

3D model that enables city planners to run virtual tests—verifying, for instance, how crowds might evacuate from a

neighbourhood facing an emergency.

For instance: BarcelonaBarcelona has made extensive use of sensors to help monitor and manage traffic. City planners recently announced

their plan to remodel the flow, which they say will reduce traffic by 21%. But the city is doing more than using smart-city

technology to reduce traffic. It has installed smart parking technology as well as smart streetlights and sensors for

monitoring air quality and noise.

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The term smart cities does not refer to the use of information technologies.

Rather, it is the application of a better way of collecting and using data to inform and promote

better urban decision making processes and outcomes for places.

Smart cities are not only informed, but apply their knowledge in innovative ways for the betterment

of the community.

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Addressing change

MEGATRENDSelected trends that impact

your business and markets

SUBTRENDA sub-layer of trends that

have wide ranging impacts

IMPACT TO YOUR LOCALITY Visualising the roadmap of these critical

forces through scenario building and

macro economic forecasts

ANALYSIS OF OPPORTUNITIES AND UNMET NEEDS

How might a plan need to

respond

IMPACT ON FUTURE PRODUCT/TECHNOLOGY

MACRO MICRO

TECHNOLOGIES

- Determine/ Change

Stakholders

- Must Respond

MEGATRENDS

- Influence

Collaboration between all stakeholders is essential to achieving smarter strategies.

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A strategic led, outcomes focused planning system has better capacity to address change as

it is more flexible and responsive.

It can acknowledge and plan for a range of outcomes in alignment to a vision.

It is a smarter way of planning and addressing change

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The NSW Government is committed to improving the planning system. We are now

implementing two major reforms

A comprehensive

regional pplanning

framework

(10 regional plans

including the GSCs

GSRP)

Recent amendments

to the Environmental

Planning and

Assessment Act

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Attract and retain smart people

Innovation and creativity

Collaboration, education and training

Liveability, amenity and attractiveness

Pride and promotion

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Why do we need a Smart City strategy?

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Four elements of a smart planning system

Informs a selection of planning

tools and infrastructure delivery.

Alignment of levels of assessment

to strategic intent and outcomes.

Plans are influenced by higher

levels of planning. ‘Line of Sight’

Investment across sectors

should align to the strategic

framework, delivering the intent.

1. Strategic planning

Strategic planning is future oriented and presents a narrative of

an intended place or set of circumstances for the future. The

strategic plan sets out the preferred scenario (vision) for a region,

shire, town or place around which a delivery platform like a Local

Environmental Plan and comprehensive infrastructure plan is

developed with capacity to manage change.

Metropolitan strategic planning should include:

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Integrated approach

with spatial story.

Multiple

jurisdictions.

Private

sector as

partner.

Multiple tiers

of government and

multi-party.

Long term.

Empowerment

and

inspiration.

Hard

and soft

measures.

(Source; Clark 2017)

Cycles in city development

1st Cycle

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2nd Cycle

3rd Cycle

4th Cycle

Raise awareness

Projects & Physical Renewal

Promotion Alliance

City Centre Tourism + Events

FDI

Strategic plans

Specialist Agencies

City brand

New funding tools

Entrepreneurship

Economic development

Metropolitan dimension.

Growth & diversification

Governance reforms

Business Friendly City

Investment Ready City

Innovation/ Universities

PPPs

Metropolitan sphere

Broader leadership

Integrated brand

Internationalisation

Growth and externalities

international scale

Competitive benchmarking

Eco-system management

Business Leadership

External governance reforms.

(Source; Clark 2017)

Professor Greg Clark identifies

four cycles in the development

of a city.

A philosophy that will capitalise

(if effectively implemented) on

Newcastle’s assets and

potential for growth.

Smart cities need a vision Smart cities need to know what they want to be, they need to have an overarching economic vision based on a

true assessment of their strengths, challenges, and opportunities. Smart cities can then harness the power of

technology to bring their economic vision to fruition.

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International best practice:The Oregon model of strategic planning

Community

profile

Trend analysis Vision

statementAction plan Implementation and

monitoring

Where are

we now?

Where are

we going?

Where do we

want to be?

How do we

get there?

Are we

getting there?

The reasoning

The Hunter is on the crest of a transition that will reshape the way that we interact and do business.

This transition provides the perfect opportunity to build on the region’s natural competitive advantages, exploit its depth of research talent, harness the almost perfect geometry the region has in terms of its overall population base and workforce and leverage these ingredients to shape our region into one that can be renowned for its innovation and excellence.

- The Newcastle smart city strategy

Newcastle is an open,

collaborative, and connected

smart city that uses technology

to make things easier, more

liveable and sustainable for

everyone.

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The smart city vision

2. Correct Calibration

The strategic plan should clearly outline how the

vision will be achieved.

The strategic plan is implemented through a

statutory component.

This will help the community see how their story

will materialise and provide a sense of security in

a period of change.

The statutory component puts in place relevant

assessment frameworks at the ‘right’ level to

implement the vision.

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• Beyond mining, Greater Newcastle is

growing. Led by health, education,

construction, and a range of value-add

service sectors.

• Traditional manufacturing remains the

biggest sector, but employment is in

decline.

• Professional services sectors are still

maturing compared to Greater Sydney,

but employment is growing.

• Greater Newcastle is transitioning from

traditional manufacturing to population

serving industry sectors, like tourism and

retail trade.

• Greater Newcastle is exploiting its

position as a regional hub with a growing

dynamic health sector.

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For instance: ensuring that the planning system promotes Newcastle’s employment trends

NB: Excludes mining sector

Source: REMPLAN, ABS

2017

Employment has risen since 2000, with a

bigger share of employed workforce

than Sydney

Employment has fallen since 2000

with smaller share of employed

workforce than Sydney

For instance: retaining university talent that is lost after graduation

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Planning interventions and

strategies need to be calibrated

to allow for the changing needs

and wants of post university

aged residents who go looking

for the lifestyle and employment

opportunities presented in other

areas, such as Sydney.

Source: ABS Census,

2016

Many of the students who move to

Newcastle to study, move away

following graduation.

“We really are spoilt for choice here, both in terms of lifestyle and business opportunities”

- Monocle magazine (Live the dream – Newcastle, Issue 105 2017)

3. Contextualisation

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A strategic line of sight ensures planning decisions can be made at the right spatial scale and ensures that high order plans

inform local strategies

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Contextualisation of planning documentation will align the components of the planning system

Strategic planning

Statutory planning

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The planning context of smart cities

The Newcastle Metropolitan Plan embraces the

ideals of smart cities rather than containing

explicit actions to achieve the status of a smart

city.

The ideals of smart planning and smart cities

are embodied in this new urban governance

arrangement for Newcastle.

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Smart cities in the Newcastle metropolitan plan

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The local strategic planning framework aligns strategic planning objectives to delivery platforms

Strategic planning

• Master planning/ precinct planning

• Transport considerations

• Design considerations

• Development

controls and

guidance

• Local strategic planning statement

• 20 year vision of LGA

• Local housing strategy

• Local character statement

• Housing typology

• Job types and distribution

Statutory planning

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For instance: the local strategic planning statement

The LSPS is a succinct visionary document that

outlines the future direction of an LGA over a 20 year

timeframe. Importantly the LSPS is a planning vision

and provides the community an opportunity to spatially

visualise their priorities for the future.

The LSPS may:

• Identify the existing city centre with being

transformed by transport infrastructure.

• respond to the regional plan in providing for

additional housing and promote jobs growth in new

and changing industries

• Establish a new employment precinct that is

responsive to the changing needs of industry

• Capitalise on the coastal character (east) and

resource rich, tourism and agricultural lands to the

west.

4. Infrastructure alignment

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Note: Alignment is essential to both structural

(any physical such as roads) and non

structural (any non structural such as building

codes) infrastructure.

Coordinated strategic visioning should consider

the role of catalyst projects / actions / programs

and the opportunity they present for a place.

How these projects are sequenced will impact

the potential and feasibility of the future for a

place

In a period of change, such as currently

being experienced in Newcastle, it’s

possible to lose sight of the goal/vision.

Places can utilise catalyst infrastructure

development, such as the light rail, to

promote further private investment in

order to develop higher quality spaces.

Infrastructure investment and development can cause

significant but temporary disruption.

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Legacy bias and the business as usual approach can limit opportunities

presented by change and innovation

Australian cities and regional communities have

experienced a deficit in infrastructure spending and

planning, now having to catch up to demand.

Within the existing network, new technologies and

thinking needs to be incorporated without the

limitation of legacy bias (being a preference to do

things like we have previously) when a new method

could be used to solicit better results.

To address change, planning needs to embrace

future technology and new ways of thinking needs to

be embraced.

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For instance: sensors are now redefining public

transport infrastructure potentially minimising

future disruption during construction

By implementing recent changes, the planning system is becoming more strategically focussed

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Where we have been

Strategic

framework

Contextualisation

Statutory calibration/

Infrastructure delivery

No strategic led planning framework,

effort, or capacity development.

Lack of resources.

The strategic and statutory

components of the planning system

do not give effect to each other.

Focus on DA systems with a

contested merit debate

influencing decisions that have

not aligned to a strategy.

Strategic

framework

Contextualisation

Statutory

calibration/

Infrastructure

delivery

The strategic planning framework

addresses regional issues in the

context of a particular place.


informs the delivery framework giving

legitimacy to the selection of planning

tools.


informs future infrastructure needs

and their timing, sequencing and

delivery, and will also identify catalyst

projects. Strategic planning

framework informs levels of delivery.

Where we want to be

A smart city is one that embraces new ways of thinking and

doing things informed by data processes.

A smart city is not necessarily an IT hub, rather one that is

technologically enabled.

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What do we want from a smart city?

Gary White

[email protected]

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