GOOD GROWTH DEMONSTRATION PROJECT 15 April 2019 CONTENTS 1 - - PowerPoint PPT Presentation

15 April 2019

GOOD GROWTH DEMONSTRATION PROJECT

1 Purpose, Site and Process 2 Vision and Principles 3 Demonstrating Design 4 Demonstrating Feasibility 5 Eight Lessons from Good Growth

CONTENTS

PURPOSE, SITE AND PROCESS

PURPOSE

Design a development that benefits all in the community, exemplifies liveable, sustainable and inclusive growth and is set within a commercial and economic reality.

G

• l

d s m i t h A v e n u e N a r e l l a n R

• a

d Gilchrist Avenue M a c a r t h u r S t a t i

• n

Macarthur Square

3 weeks 1 week

Share Shape Shine Conference

THREE WORKSHOP PROCESS

City Futures Research Centre UNSW

VISION AND PRINCIPLES

“Bringing together people and perspectives to create a new exemplar of a socially, environmentally and commercially sustainable place”

CONVERGE AT MACARTHUR

Sense of place

> Build on local strengths and respond to local needs > Connections created with adjacent uses and the surrounding community > Benefits to the broader community

Inclusive community

> An integrated and tenure blind community > Integrated infrastructure and services, with equitable access for all residents > High quality design and construction throughout the public and private domain

Diverse housing

> Housing opportunities across the housing spectrum > Housing options for people of all ages and life stages > Secondary compatible uses enabled

Financially viable

> A commercially viable development model > A sustainable operating model > Clear funding sources

Future proofed

> Design for flexibility, including flexible housing, infrastructure and services > Design for environmental sustainability, climate and water sensitivity > Good governance for sustainability and endurance

Accountable planning

> Planning controls established and optimised through an accountable planning proposal

GOOD GROWTH PROJECT PRINCIPLES

DEMONSTRATING DESIGN

30 MINS TO FUTURE JOBS

Macarthur

60 mins direct 77 mins -peak hour 60 mins - interchange at Glenfield 60 mins

30 mins 40 mins

Parramatta Western Sydney Aerotropolis Sydney

AN EMERGING URBAN TRANSFORMATION PRECINCT

• Mt. Annan

Botanic Garden Smiths Creek Reserve Billabong Park Western Sydney University Narellan Road

M5

TAFE Site Macarthur Square Campbelltown CBD Campbelltown Hospital Campbelltown CBD

Macarthur Campbelltown

13 HA THE SITE

Goldsmith Avenue G i l c h r i s t A v e n u e Menangle Road

Macarthur Square Western Sydney University

TAFE NSW Campbelltown

CURRENT CONDITION

Contextual

> Adjacent land uses remain in place

Environmental

> Some vegetation able to be cleared to consolidate the development footprint . > A small section of Bow Bowing Creek can be realigned to manage flooding and bring development closer to the station

Housing

> Housing tenures integrated on a building-by-building basis. > Social and affordable housing

• wned and managed by a

registered community housing provider.

PROJECT ASSUMPTIONS

Promote permeable and walkable neighbourhood Activate the place for people Embrace inclusive and active public realm Promote sustainable smart city Provide mix of housing offer

1 2 3 4 5

URBAN DESIGN PRINCIPLES

Central Park WSUD Goldsmith Avenue G i l c h r i s t A v e n u e Macarthur Station Menangle Road Bow Bowing Creek Riparian Park Gilchrist Oval Future Sporting Fields and Water Management Western Sydney University TAFE Macarthur Square Arrival Plaza Main Street Community Hub Potential University & Underneath car park

Provide mix of housing offer

1

1,600

TOTAL UNITS

20%

SOCIAL HOUSING 10% AFFORDABLE HOUSING

1 Provide mix of housing offer

Social housing for

• lder people

Affordable Housing Affordable Housing Terrace Homes Social Housing Apartment Units Apartment Units Youth Foyer Specialist Disability Accommodation

2 Promote permeable and walkable neighbourhood

1.3KM

PEDESTRIAN WALKWAY 1.0KM CYCLEWAY

2 Promote permeable and walkable neighbourhood

Riparian corridor Connection to Macarthur Square Macarthur station Western Sydney University

TAFE

3 Embrace inclusive and active public realm

7,400SQM

CENTRAL PARK

3 Embrace inclusive and active public realm 38%

TOTAL PUBLICLY ACCESSIBLE OPEN SPACE INCLUDING WATER AND RIPARIAN CORRIDOR

17%

ROOFTOP AND COMMUNAL OPEN SPACE COVERAGE OF TOTAL SITE AREA

13HA

TOTAL SITE AREA

Slow traffic street Wide shared path Passive surveillance from residential Rooftop parks Riparian corridor Active footpath Active park for everyone Universal access

4 Activate the place for people

Railway concourse Rooftop Park Shared Street Playground Outdoor dining area Water play Community Hub Retail activated street Arrival Plaza

1,600 SQM

ARRIVAL PLAZA

4 Activate the place for people 180M

ACTIVATED MAIN STREET

Multipurpose space Community library Child care Retail activated street Universal access Outdoor dining Water play Railway concourse Active Plaza

4 Promote Sustainable Smart Cities

Dedicated Path for Pedestrians and Cyclists Smart Homes

Active/ Functional Park

Recycled Water Management Farmers Market Public Wi-Fi Cloud Technology Low Energy Facade Material

Smart Resident Apps

Health Care F&B Delivery Public Transportation Estate Management Smart Waste Management Community Park Solar Harvesting Electric Car Charging Point Car Share Pods

> Extensive and stakeholder community engagement > Further modelling of non market housing feasibility > Deeper understanding of local history and culture to inform design details > Potential design competition for a key building or open space > Detailed design for climate and sustainability > Potential for place based community governance

OTHER FEATURES

DEMONSTRATING FEASIBILITY

Using residual land value model Begins with total sales revenue Subtracts infrastructure contribution site costs construction costs

• ther costs

profit Viable when residual amount = land value

FINANCIAL MODEL

$700M $600M $500M $400M $300M $200M $100M $M G r

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M a r k e t i n g G S T P r

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Assumptions

> Based on sales of comparable units in area > 4% commissions on sales > 10% GST

REVENUE

$700M $600M $500M $400M $300M $200M $100M $M G r

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s R e a l i s a t i

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t i g e n c y F i n a n c i n g a n d T a x e s R e s i d u a l L a n d V a l u e

Assumptions

> Developer enters into VPA with Council > Land owner provides:

• 7,000+sqm public park
• 1.3km walking/cycling trail
• public plaza
• community hub site
• social and affordable housing sites

> No local infrastructure contributions payable > No state infrastructure contributions payable

INFRASTRUCTURE CONTRIBUTIONS

$700M $600M $500M $400M $300M $200M $100M $M G r

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Assumptions

> Includes:

• site preparation
• enabling infrastructure
• stream reallocation

> CHPs contribute to site preparation costs, pro rataed

SITE COST

.

$700M $600M $500M $400M $300M $200M $100M $M G r

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s R e a l i s a t i

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t i g e n c y F i n a n c i n g a n d T a x e s R e s i d u a l L a n d V a l u e

Assumptions

> Above ground parking > 0.7 per unit > Excludes:

• Commercial building
• community hub building
• social and community housing building

CONSTRUCTION COST

$700M $600M $500M $400M $300M $200M $100M $M G r

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s R e a l i s a t i

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M a r k e t i n g G S T P r

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Assumptions

> Private sector financing > 6% interest > Includes:

• professional fees
• contingency

> 18% profit

OTHER COSTS

$700M $600M $500M $400M $300M $200M $100M $M G r

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s R e a l i s a t i

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M a r k e t i n g G S T P r

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EIGHT LESSONS FOR GOOD GROWTH

Good Growth thrives

• n collaboration and

iteration

> With time for direct dialogue between diverse perspectives.

5 7

Good Growth takes a long view

> With space for flexibility and adaption over time

4

Good Growth is place specific

> With no one size fits all model .

1 2

Good Growth is based on a shared understanding of the social and commercial challenges

> With collective responsibility for solving problems at the strategic level and on each site

Good Growth is driven by common purpose and strong focus on the vision

> With a clear understanding of the urcomes being sought by all partners.

6

Good Growth flourishes when there is trust and transparency

> With faith in collective good intentions and sharing of information and knowledge

3

Good Growth needs everyone to contribute

> With the property industry, community housing providers, communities, peaks and all levels of government coming to the table

8

Good Growth requires a different way of working

> With government playing an active leadership role in working with all partners to overcome obstacles and achieve better outcomes for current and future communities

THANK YOU

Property Council Australia Will Power Community Housing Industry Australia Tom Kehoe Homelessness NSW Digby Hughes Shelter NSW Karen Walsh Committee for Sydney Eamon Waterford James Hulme Sydney Business Chamber In collaboration with… Landcom Jeff Bannerman Janet Chappell Steve Zhou Nandita Das UNSW City Futures Research Centre Bill Randolph Laurence Troy Urbis Rachel Trigg Carlos Frias Clinton Ostwald John Wynne Hadi M Nurhadi Felipe Romero Stella Zhou Theresa O’Neil Brigitte Bradley James Courtney-Prior Virtual Ideas