Placemaking in Penang Report PPS

7/27/2019 Placemaking in Penang Report PPS

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Pacemakig

i Peag


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July 2013

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Overview 5

Aot Project or Pic Spaces 6

Wh is Pacemakig Ke to ura Regeeratio? 7

What Makes A Great Pace? 8

Itrodctio to Pacemakig Pricipes 9

The Power o 10 10

What Makes A Market Great? 10

Pace Evaatio Workshops ad lQC Demostratio Project 18

TAblE Of COnTEnTS


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Placemaking in Penang

5

Overview

Cynthia Nikitin and Elena Madison o the Project or Public Spaces (PPS) vis-

ited Malaysia on 17-26 February 2013. Hosted by Think City, they acilitatedtwo days o placemaking training seminars and workshops and had meetingsand gave public lectures in George Town, Butterworth, Kuala Lumpur andPutrajaya or practitioners in the eld o urban planning and design, as well asother key stakeholders. A workshop in George Town ocused on placemak-ing site evaluations at Armenian Park and Sia Boey Market, the latter culminat-ing in a demonstrative project or workshop participants and the wider public.During the one day site visit to Butterworth, sta rom the MPSP brought PPSto the erry/train terminal, the Rope Market, the Botanical Garden and theAnjung Bagan, ormer site o the City Hall and municipal oces. Discussionsabout potential Lighter Quicker Cheaper interventions ocused on ways olinking the sports eld site with the park to create a gateway and more highlyunctional community gathering places. A visit to Putrajaya hosted by thePutrajaya Corporation (PJC) included a placemaking introductory talk held inconjunction with EAROPH (Eastern Regional Organisation or Planning andHousing) or practitioners rom around the country, as well as a discussiono the potential o placemaking in Putrajaya. A discussion on the economicso placemaking was held at Khazanah Nasionals KL oce or sta and otherstakeholders.

The visit to Malaysia provided Ms Nikitin and Ms Madison with opportunities to

conduct site visits to acquaint themselves with trends and challenges on theground in various Malaysian locations and to identiy possible ideas or localplacemaking. This report highlights their key ndings and observations romthe meetings and site visits, as well as the outcomes o the public workshops.A placemaking capacity building strategy or Think City and the institutionalpartners who met with PPS is provided at the end o the report.


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Aot Project or Pic Spaces

Project or Public Spaces is a non-prot planning and design organization

that is dedicated to advancing the comort, attractiveness, social, culturaland economic vitality o public spaces through research, education, plan-ning, design and technical assistance. Since our ounding in 1975, we haveworked with over 3000 communities within the United States and abroad tohelp grow their public spaces into vital community places, with programs,uses and people-riendly settings that build local value and serve communityneeds.

Our Placemaking approach is a way to ensure that the planning process isecient and cost eective because it achieves the goals that matter most tocommunities in the long term: very broad approval; the creation o dynamic

social gathering places; a plan or management and programming; and aeasible project with high return on investment. PPS has applied our Place-making approach with a broad range o partners and stakeholders includinggovernment agencies and ocials, downtown development groups, neigh-bourhood associations, cultural, education and arts organizations, environ-mental groups among others.

PPS brings many resources to the table, including knowledge o how peoplein communities throughout the world have overcome similar issues and arich array o benchmarks with relevant examples o improvements made

elsewhere. This inormation and knowledge will help acilitate discussion oissues, show participants the potential or positive change, and germinateideas and solutions.

We acilitate the creation o great places through community workshops,presentations and interviews designed to help leaders to identiy stakehold-ers and partners; broaden community involvement and leverage local assets;identiy uses and activities specic to the site and neighbourhood; build amanagement plan; and ensure that trac and other access issues are dealtwith to the benet o all users. In these workshops stewardship, communitypride, and a variety o uses, unding sources and volunteers are stressed as

outcomes.

Unlike the usual consultant-led approach that leaves little capacity in place,we seek to catalyze and enable local institutions or a consortium o institu-tional partners - to carry out many o the recommended improvements. Wealso like to ocus our work on communities who are willing to try Placemak-ing on many levels, in projects around their city


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Wh is Pacemakig Ke to ura Regeeratio?

Placemaking is important in urban regeneration because it is about the con-

tent or soul o a place. Working with the existing inrastructure, placemakingmakes more sense by tackling the next step by programming the existingspaces and built environment, impacting on the content o the city containedwithin the built orm. Think City seeks to engage in programming with thelocal communities and with a bottom-up approach, which creates more o asense o ownership and pride over the space.

The most productive way or a renewed approach to cities is a shit o ocusrom objects (architectural displays) to places (public spaces) and to considerthe social dimensions o public spaces as essential in terms o democracy,inclusiveness and openness to all citizens, regardless o age, ethnicity andgender. With adequate design and management, public spaces can createcontemporary agoras and oster social ties, links and networks o a kind thathas been latterly disappearing in many urban areas. These social networkscan then be tapped as sources o volunteers, money, programming andmanagement o the spaces that have been created or rescued. Highly visibleimprovements, to public places that are open to everyone, encourage privatesector and government partners to improve their properties and to contributeto the broader revitalization eort.


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What Makes A Great Pace?The principles o what makes a great place were used to guide the discussions, pub-lic workshops, and stakeholder meetings.

ACTIVITIES AnD uSESGood community places are ull o home-grown activities that act as the glue otheir communities, drawing people to them or companionship and relaxation. Ex-amples might be a Saturday market, bake sales, a playground, a community garden,or a sidewalk ca. A healthy variety o such uses will attract a variety o people atall times o day who want to be at the library to be plugged into their community both through traditional inormation resources and through its lively network ousers.

ACCESS AnD lInKAGES

A good place is visible and easy to get to. People need to see that there is some-thing to do and that others have been enticed to enter. On the other hand, i all theactivity is hidden indoors, it may never occur to those who dont need a book to goinside. Physical barriers can also be a tremendous obstacle: a street that is too wideor dangerous will discourage people rom walking around the downtown.

COMfORT AnD IMAGEGood places entice people through well-designed amenities, such as seating, shadetrees, bike racks, and bulletin boards, and also through good management thatkeeps sidewalks clean, paint rom peeling, and helps keep a neighbourhood sae.Details such as these can tantalizethey signal that someone took the time andenergy to design acilities that are welcoming and respond to the unique needs oneighbourhood people.

SOCIAbIlITyA sociable place is one where people want to go to watch the scene, meet riends,and interact with a wide range o people that are dierent rom themselves. Sociabil-ity is achieved by working together with the unique, local assets that can be ound inall communities, and then combining the above ingredients to make a great place.


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Itrodctio to Pacemakig Pricipes

Several key principles help guide our approach.

START WITH A PROGRAM Of ACTIVITIESFirst, i the goal is to create a great place, it is essential to start with a clear under-standing o the activities that are going to occur in the space. Design and manage-ment will then support these activities. Successul public spaces are lively, secureand distinctive places because they oer many things to do and reasons or peopleto be there. It is also important to plan or dierent audiences, so that groups cancome together and engage in enjoyable, sociable ways.

CREATE DESTInATIOnSEvery great district or downtown needs at least ten great destinations to create acritical mass o places where tourists and residents alike could become immersed

or hours. Taking the next step, each destination needs ten things to do activitiesand smaller scale experiences that make it a must-visit, beloved destination.

TRIAnGulATETriangulation is the concept o clustering activities together to create a busy, dy-

namic place or many dierent types o people at dierent times o day. For exam-ple, in Pariss Luxembourg Gardens, the combination o a puppet theatre, carousel,ca, bocce court, and basketball court around a childrens play area makes a veryexciting destination or all ages. A museum next to an outdoor restaurant and a retailstreet will be a ar busier place than any one o those uses by itsel. One test o howwell a place triangulates is to evaluate how long a person or amily would want to

stay there. I most people stay in a public place or an hour, then what more couldbe layered on to lengthen that visit to three or our hours? Another indicator is howmany dierent age groups use a place. I it is only people between 18 and 30, thenwhat other activities could attract those younger and older?

ACTIVATE THE EDGESThe area around a public space is as important to its success as the design andmanagement o the space itsel. A blank wall contributes nothing to the activity othe street. Arcades, while providing shelter or shade, conceal the activities going onwithin a building and create a barrier between the sidewalk and the buildings groundfoor. Likewise, successul plazas are usually surrounded by activities that spill out-

side. The reason the Campo in Siena is a vibrant place while Boston City Hall Plazais always deserted has a lot to do with the activities surrounding the plazas.


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The Power o 10

To be successul, all cities need great places and destinations. They need the placesthat give them an identity and character, that make them interesting and dynamic,and that help attract new residents, visitors, businesses and investment. But theyalso simply need interesting places or people to go. A place might be a main street,a downtown park or riverront, a library, or a museum. Cities o any size should haveat least ten great places where people want to be.

A successul destination has sub-places within it. For example, a riverront needs atleast ten sub-places: a ca, a childrens play area, a place to sh or to experiencethe water, a place to sit and somewhere to meet riends. Within each o the sub-places, there could be ten things to do. Some o these activities could be very simple sit comortably, enjoy a great view, watch other people, experience art, eat, play,etc. Cumulatively, these activities, places and destinations make a great city.

The power o 10 is an eective tool to get input rom local stakeholders as to whatthe ten most important existing or opportunity places are in a community. It is oneo many community-based/community-ocused planning exercises practiced byPPS. Instead o the usual design-based planning or an area where local stakehold-ers are inrequently contacted and local assets are not the starting o point, stake-holders mark on a map places o interest, places o problems, and also places oopportunity. The ndings and notes drawn on the map clearly show site specicareas o strengths and weakness. With a clear site specic picture o the problems, itis then easier to come out with short, medium and long term solutions.

What Makes A Market Great?

PPS visited several markets in George Town and in Butterworth. We recommendevaluating them and developing upgrade strategies based upon the ollowing tenqualities that power successul markets.1. Right vendor2. Right location3. Right mix4. Right mission

5. Right public spaces6. Right connections7. Right economics8. Right promotion9. Right value10. Right management


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Taking the Power o 10 to the next level, here are 10 qualities within each o these:

RIGHT VEnDORS

The art o selling is second nature to Amish amilies rom Lancaster County, Pennsyl-vania. Early practitioners o sustainable agriculture, most Amish children learn to sellat roadside stands or markets rom their parents. At Philadelphias Reading TerminalMarket, the Amish are a cherished presence and well patronized.

Quality (second most popular reason why people like markets ater theexperience)

Appearance (easy to approach)

Cleanliness

Merchandising (presentation o product must be inormative and distinc-

tive)

Innovation (keeps customers coming back)

Competitive (customers must continually be won back by beating thecompetition with a superior choice)

Local (customers eel connected when they see their own)

3 Second Rule (three seconds are all you get to hook a new customer)

Attractiveness (best achieved through displays that are simple, abundantand artistic)

Service (good service makes people happy)

RIGHT lOCATIOnMany markets around the world still operate in cathedral squares and other sacredlocations. Guatemalas Chichicastenango market sets up in ront o the cathedralto provide the devout with a convenient location to take care o both earthly andspiritual needs.

Visible

Accessible

Memorable

Flow (easy to navigate and orient yoursel)

Parking (requires management to ensure regular turnover)

Adjacencies (restorans, retail, housing, transit, oce workers in the neigh-bourhood)

Confuence (places where people naturally come together)

Neutral (market should welcome everyone and not be any one groupstur)


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Scale (size should eel right and be appropriate or the place)

Spin O Opportunities (market activity should oer valuable source ocustomers or neighboring businesses)

RIGHT MIXChinas abled Sunday Market in Kashgar is the gathering place or over a hundredthousand eager hagglers every week. The Chinese government has spent over $1billion dollars improving and building markets in recent years.

Internal Competition (builds quality, variety and keeps prices reasonable)

Owner Operated (customers like dealing with the boss)

Choice (people love to comparison shop)

Dierent Price and Quality Levels (serves multiple tastes and income lev-

els)

Right Vendors (vendors who love markets as a way o lie)

Innovate (keep the customer engaged)

Local (consumer demand or local products is booming)

Balance (classic merchandise but always a bit o the new)

Clarity (stall by stall specialization works best)

Turnover (eliminate things that dont work)

RIGHT MISSIOnThe Mercado Central in Minneapolis is a member-owned cooperative o 41 Latinobusinesses designed to recreate an authentic Latin American marketplace and serveas a cultural and community centre.

Intent (set clear goals)

Create New Opportunities (provide entrepreneurs low-cost entry intoretailing)

Sel Sustaining (operational sel suciency is crucial)

Nurturing Vendors (support or armers, immigrants, fedgling entrepre-neurs)

Socialization

Community Health (healthy ood at low prices)

Local Culture (the town square or a community)

Create a New Frontier/Paradigm (sel-determination or local economies)

Make People Happy


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RIGHT PublIC SPACESChicagos Daley Plaza is transormed into in open air market every Thursday during

the growing season.Sense o entry (the market as oasis)

Seating (an opportunity or rest, chit-chat, snacking)

Maintenance (key to ongoing public enjoyment)

Shade (provide comort in all seasons)

Things to Look at (other people, retail activity)

Art (aesthetic connection to a place)

Formal and Inormal Qualities (do not over program or over design)

Welcoming (make sure everyone eels at ease)

Flexibility (able to sustain many activities)

RIGHT COnnECTIOnSMontreal has a thriving system o public markets throughout the city. Historic markethalls have been renovated and new open-air markets are being located adjacent toMetro stops.

Refect Community (a symbol o community identity)

Partners (involve other organizations whose mission overlaps with the

market)

Public Transportation (easy to get to)

Bring Neighborhoods Together (linking dierent communities)

Bike Trails/Greenways (well be seeing more and more o this)

Retail (mutual benet with nearby stores)

Housing (a built-in customer base)

Local Economy (use the market as a hub or local revitalization)

Sense o Giveback (demonstrate how market strengthens local connec-

tions)

Cross-Cultural (great venue or sharing oods, ideas and stories)


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RIGHT ECOnOMICSPike Place Market, shown here in a vintage photo, is visited by more people in down-town Seattle than sporting and entertainment events combined. The market is sel

sustaining and has just completed an economic impact study that will be used tolaunch a major capital campaign.

Sustainable Foundation (be realistic about nancial underpinnings)

Fundraising (try to bury your capital costs and open debt ree)

Fair Rents (create a new level o aordable business opportunity)

Community Health (this helps justiy public investment)

Spin O (markets are natural incubators or small businesses)

Job Creation

Encourage Investments (markets boost value o surrounding real estate)

Keeps $ Local (stems the fow o local dollars to out-o-town corpora-tions)

Hand to Hand economy (endangered in a cashless society)

Transparent/Non-exploitative (accountability in all operations)

RIGHT PROMOTIOnDetroits Eastern Market, one o the greatest classic market districts let in the UnitedStates, promotes Flower Day to colourully kick o its spring season. The event is the

markets largest annual weekend drawing more than 100,000 shoppers.Stretch the Dollar (dont overspend on expensive advertising)

Events/Demos (customers love them)

Public Relations (better than advertising)

Press Releases (stamps are cheap)

Market Image (keep it clear, compelling and consistent)

Partners (great venue or other groups with overlapping missions)

Passive Education (agriculture, health and community)

Builds Local Value

Community Connections (provides a orum or interaction)

Sponsorships/Fundraisers (encourage unders and civic leaders to getbehind the market)


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RIGHT VAluESmall town markets have reappeared in town squares across America matching lo-

cal armers with city olk who are hungry or quality products as much as the socialgathering. This antique postcard depicts local butchers on Pickering Square in Ban-gor Maine.

Quality products

Quality experience

Boosts Local Economy

Creates Local Jobs

Social Capital (shared experiences build community)

Arm a Sense o Place

Dividend (help save a arm when you buy that tomato)

Psychic Well-being (a un way to eel good)

Local Food Systems

Sense o Local Ownership (its our market)

RIGHT MAnAGEMEnTAter completing a multi-million dollar renovation o its historic Findlay Market, theCity o Cincinnati assigned management duties to a non-prot corporation ormedspecically to operate the market with the mission o balancing entrepreneurialism

and social goals. Many cities are transerring market management to such entities.Fair

Flexible

Firm

Open minded

Looking Ahead (the art o planning)

Promotion-Minded (promote the market at every opportunity)

Outreach (a diverse market is a strong market)

Capitalize on Niche Opportunities

Good Relations (with vendors and customers)

Eective Behind the Scenes (whatever it takes to get the job done)

Front o the House (market managers are hosts as well, both or vendorsand customers)


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CHOWRASTA MARKET AnD THE WET MARKET

The outdoor area which serves as the slaughterhouse at the Wet Market which ishighly visible and easily accessible could instead be turned into a sheltered outdoorpatio with seating, a ountain, trees and other amenities like an outdoor ood court where people could sit and eat ood purchased inside or rom the ood carts. Al-ternatively the ood carts could be relocated to this site with tables and chairs set uparound them (like at the Butterworth erry terminal). Bringing the chicken slaugh-tering into the building may make it easier to provide or containment and disposalo the blood and oal and eathers etc.

The chicken market would benet rom better signage and lighting and a aade

upgrade to the buildings exterior. The Chowrasta Markets entry way and signageseem to work well.

The upstairs spaces at both markets could be repurposed or also used as com-munity spaces or meetings, exercise classes, art classes, and activities that woulddraw people at times other than mornings when the market is open. Vacant vendorspaces could be rented to artists, craters, NGOs and womens saety and empower-ment organizations. The market management entity should have a visible presencein the space as well.


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MARKET STREET: lITTlE InDIA

The potential design and programming o Market Street seems always to be underdebate. There are some who want to use it requently i not permanently as a car-ree programming space or arts and entertainment. Many retailers oppose pedes-trianization, eeling that without automobile trac their businesses will ail (truckdeliveries is a dierent issue).

The use o short-term experiments, e.g. temporarily closing a street, adding movableseating, temporary greenery, can help gauge both the general publics interest andlikely success o such an intervention. These lighter, quicker, cheaper short termsolutions are cost eective and allow analysis o proposed plans. They are usedregularly in North American cities and through global events, such as Parking Day,

have become more widely accepted and adaptable to local circumstances. TheBetter Block organization out o Dallas, TX takes their kit o parts or LQC roadwaychanges all over the US. http://betterblock.org/ http://parkingday.org/

Market Street currently works very well, accommodating vehicles and bicycles butnot at the expense o pedestrians, shoppers, and hawkers. It unctions quite well asa shared space or shared street that - through its design - requires that cars travel atthe speed o pedestrians. http://en.wikipedia.org/wiki/Shared_space


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Pace Evaatio Workshops ad

lQC Demostratio Project

GEnERAl ASSESSMEnT Of WORKSHOP OuTCOMESThe two day workshop was attended by over 100 participants rom cities aroundMalaysia and rom as ar away as Bangkok.

Participants in our placemaking workshops and eorts thus ar in Penang haveresponded to the process and the philosophy in much the same way as participantsthe world over: they are very enthusiastic about the possibilities and potential orimproving their communities and are thrilled to be at the core o the visioning andimagination process. Placemaking taps the creativity, intellect, wisdom, history,experience o everyone involved in it the community is the expert and once theyare told that and understand it, their power and importance becomes greater than

that o any designer or bureaucrat.

At rst, participants were quite hesitant to speak out in a larger group. Part o theplacemaking process involves dividing people in to smaller, more intimate workingsessions. That proved to be very successul with everyone actively engaged in theworkshop activity and very lively inter-group dynamics.The workshop resulted in concept plans or improvements to Armenian Park andKOMTAR Phase 5 (see below).

DEMOnSTRATIVE PROJECT AT SIA bOEy/KOMTAR PHASE 5The KOMTAR demonstration project was very successul. Concept plans were de-

veloped based on the outcome o the training session. They should be consideredas the starting point or the next round o placemaking work on this site.

The event was attended by nearly 100 people rom all levels o Govern-ment and Civic Society as well as about 20 participants, including amilieswith children and elders, rom the surrounding neighbourhood who at-tended the event simply by having seen the activities going on; they even


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started to visit the site the day beore while it was being set up. As soonas there were places to site, people walking through chose to sit downand socialize with the event organizers.

The demonstration project was very eective in transorming this under-utilized site into a vibrant attractive park and showing how the car parkcould easily unction as a market hall, community meeting space, peror-mance venue and orum. The landscaping, ans, and dynamic program-ming signicantly mitigated the sites problematic environmental condi-tions, namely the smell rom the canal and the lack o shade. These twoelements were most oten cited as reasons why no one wanted to usethe site. Once they were dealt with and programming and perormanceswere underway, no one mentioned them; they had ceased to be a deter-rent. This was a major positive outcome.

WORKSHOP nOTES On SIA bOEy/KOMTAR PHASE 5

Liked bestCanal

Strategic Location

Surrounding buildings

Historic buildings

Nostalgia story o the place

Empty lots o potential

Big space- size/scale

Existing trees

Access centre o town

Old/new buildings

short term improvementsMini gardens or residents

Gardening/story telling

Evening Entertainment: Music/Dance

Exercise: Dance aerobics, Gangham style

Outdoor movies

Karaoke

Recreation: Tai Chi/Martial Arts, Basketball, Skating, Soccer, Badminton

Traditional games: Kabbadi, Marbles, Tops,


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Cooking classes teaching how to prepare traditional cultural oods

Market: spice, dates, seasonal

Heritage bike rides in traditional dress

Cratmaking or kids and youth: silkcreening, wood block printing

Exhibits: Art, Living Museum, Photo Exhibits,

Environmental Education: Showcase sustainability practices

Long term improvementsCreate a management company

Clean up the canal

Continuous restoration, conservation

Create a city park

Library and community learning centre

Cultural Centre

Upgrade the Market building

Perormance space

Expand the bus stop

Good anchor tenants

Speakers/buskers corner

Tram stop

AudiencesKids

Youth

Seniors

Visitors

Housewives/People not at work during the day

Shop Owners

Oce Workers

Market Shoppers


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interview - recommendAtionsBus station

Police station

City park

Heritage park

Car park

Art and crat market

More hawkers

Restore buildings or old/original tenants

Clean the canal

Restore the market buildings and bring back the businesses wholesale

market

The shared vision that emerged or the site was or it to become a vibrant, comort-able, multi-use community ocal point, oering a green oasis to relax and unwind,providing amily-riendly activities, artistic perormances, and a colourul shoppingexperience. Reintroducing the retail element was a key recommendation. Providinginormation and a gathering point or tourists was also suggested.

Concept Plan for Sia Boey/KOMTAR Phase 5

PRANGIN CANAL


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Existing Conditions Demonstration Project


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Live Perormance Demonstration by Craters


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ARMEnIAn PARK

The workshop participants generated many ideas or activities, programs, and designchanges to the Park that would improve the unctionality o the Park rom the neigh-

bourhoods perspective and would minimize the conficts between market activitiesand potential park use.

WORKSHOP nOTES On ARMEnIAn PARK

Activities to introduce to the PArk in the short term

Program and schedule activities on a daily, weekly and monthly basis toencourage other people to use the park in addition to the traders. Com-munity based activities that create a sense o ownership and belongingwith regard to the Park should be introduced.

Give the street space to the vendors daily rom 4 pm to 7 pm or evenlater at night (7 to 10pm)

Regulate traders and strictly enorce the rules

Take down the ences around the building

Outdoor movies

Kids play (multi-age)

Senior Area

Green

Picnic Areas

Fountain (Donated by Islamic Museum?)

Night-time Lighting

Art in the Park

Garden Setting


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Patio or Parties and Events

Amenities to make the Park Work Better or Users

Adequate lighting

Put sand in muddy areas

Articial tur>

Garden decking>

Benches

Alternative Seating Portable Tables and Chairs

Potted Plants rom the local council

Potted Plants rom Residents or Mini Gardens

Re-Surace (?) Patch Basketball Court

Get sponsors>

Moveable stage

Play Equipment or Kids (Sand Pit etc.)

Open Existing WC

Market Stalls (?)

Mark them up>

Shade put up tents umbrellas

Living Shade Creepers on Trellis

Upgrade existing basketball seating

Tree climbing (explore urther)

PArtners And stAkeholders

City Council and other decision makers

Market vendors

Rotary club

Business owners (shops)

World heritage oce

Islam Museum

Building Owners (Clans and Private Owners)

Khoo Kongsi>

Cheah Kongsi>

Acheh Museu was land owner>


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Laser light shows and coloured lights in the ountain (KL and Hong>Kong)

Turn one wall o the ormer City government building into a green> wall

Have outdoor matches in the sports eld>

Create a better pedestrian crossing across the road>

Turn Anjung Bagan into a small water park. Add moveable seating,>shade and tables

creAte PlAces Around the mAnY shrines in the citY

Provide shaded seating where children and elders could rest

Invite a ew traders to sell cold beverages and ood

Add decorative lighting, banners, and foral plantings

MARITIME BOULEVARDWe reviewed the Powerpoint presentation prepared by IBB. Following are our com-ments and observations:

Palm trees, because they do not provide shade, may not be the right treeor this site. Shade trees would create a cooling canopy or promenadingalong

Public art can become an attraction and a ocal point but it needs to be

supported by its context and the surrounding uses. Programs, amenities,and interpretive signage are helpul in turning a work o public art into ananchor or a place

Streetscape improvements, such as acade upgrades and signage, are im-portant elements to include in any regeneration project but they do notmake a street active or a commercial district successul. It is more aboutthe ground foor uses, creating an active street edge, and right-sizingthe street (reducing travel lanes) so it ts with and supports a pedestrian-riendly retail and commercial main street.

the BotAnicAl GArden

The Botanical Garden site next to the waste treatment acility couldbecome an environmental education centre, where students could learnabout water ecology, stream preservation, recycling, waste treatmentetc. The waste treatment centre in turn could become a recycling centrewhere products created could be used to augment the amenities in theGarden.


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The parks amenities need to be increased and fexible chairs, tables, andumbrellas. The Garden building could house a small cae or ood trader.

ProPosed next stePs

There was tremendous excitement among the MPSP sta with whom we met, aswell as the Mayor, or undertaking a demonstration project or two in Butterworth.This would include providing some initial placemaking training to a broad range oCity sta, in addition to the delegation who attended the Think City sponsored train-ing.

Demonstration projects could be developed or Anjung Bagan and De-wan Bandraran Ahmad Badawi in Butterworth, the Botanical Gardens andThe Rope Walk.

Capacity building training (described at the end o this report) or MPSPsta which would introduce placemaking strategies into their revitaliza-tion and redevelopment planning.

PuTRAJAyAPPS and Think City spent two days in Putrajaya, touring the area, meeting with keyleaders, and discussing how the City could utilize a placemaking ramework to acti-vate key public spaces and attract residents to the city centre.PPS and Think City participated in a monthly bike ride/race, that attracts hundredso participants rom across the region - particularly rom KL - as it oers a rare op-

portunity or a trac and car-ree 16k ride in a beautiul setting available in ew otherplaces in the region. It is becoming a huge draw and making a name or itsel and orthe City. Unortunately, it has not captured the imagination o Putrajaya residents.This became a theme in several o PPS subsequent meetings: how to increase par-ticipation in current programming by Putrajaya residents?Following the bicycle ride, the PPS and Think City team had brunch with President oPutrajaya Holdings Dato Aseh Che Mat, who emphasised his interest and plans orgreater involvement o the residential community. Chairman o the RepresentativeCouncil Urban Wellbeing, Roslan Abu Hani, explained that he was spearheading aninitiative to develop kampung style community living in Putrajaya to improve live-ability.

tour oF PutrAJAYA With PJc

Fishing competition: This excellent community event was a perect ex-ample o triangulation o events that attract a cross-section o the popu-lation and oers something to dierent age groups. The event includeda shing competition (or men), a cooking competition (or women), aphotography competition, childrens activities (bubbles, colouring, sh-ing). Participants were enjoying themselves and engaged in activities withenthusiasm. It was understood that the majority o them were not Putra-

jaya residents but instead came rom the greater region.


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Putrajaya Forest Park: This park o 400 acres is located in Purajayas Pre-cincts 14 and 15 and boasts 400 tree species. The park was completelyempty on a Sunday aternoon and appeared to attract ew visitors in gen-eral. Park sta expressed the need or extra unding in order to be able to

hold programmed events to attract visitors and increase park use.

A theme discussed by PPS with several stakeholders during Putrajayavisit was the specic traditional requirements on public space by thePutrajaya community (80% civil servants) that is very dierent rom othercommunities where Placemaking has been successul. Key issue: how toget amilies/residents to leave the amilial realm to go out into, enjoy andactivate the public spaces in the City?

WorkshoP With eAroPh At ministrY For housinG And

locAl Government:

Attended by city representatives (urban planners, landscape designers) rom ShahAlam, KL, Cyberjaya, Taiping, Iskander, consultants, architects, students o urbanplanning and landscape architecture (Shah Alam universities, Universiti Putra Malay-sia). PPS presented the steps o the placemaking process and basic principles oplacemaking and shared examples o successul placemaking rom idea conceptionto implementation stage, as well as unding and management concerns. Think Citypresented an overview o the Sia Boey demonstrative project held on 20th February.Discussion:

Ex-President o EAROPH raised the question o la a a o urban planning decisions that would also be the case inplacemaking. Many cities around the world are using the idea o laa and place making as the guiding principles behind all urbanplanning decisions (Adelaide Australia)

Question: how to aa lal pajaya la to programmedevents and other short-term placemaking projects, not just those living inneighbouring areas. It was noted that all citizens should be encouraged tocome to Putrajaya as a great place to be. The weekends cycling demon-strates that Putrajaya already has status as a bicycle-riendly city.

Question: how to pursue placemaking projects in the context o a societythat increasingly ocuses on technology and innovation, with socialisa-

tion increasingly not in the physical realm. PPS pointed out the potentialo al laa and noted that placemaking can be adapted. [NB:this links in with the idea o all a y l a in Malaysian societyraised during PJC meeting, thereore internet and other connectivity cru-cial to placemaking success]

Emphasis o many questions was on (economic) aaly a aa o programming and placemaking projects in Malaysian context.One participant suggested that there is diculty in maintaining interestor programmed events. This also led on to a discussion and inormationabout unding, incl. PPPs.


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One participant shared examples o a laa in ShahAlam where a public place (eld) becomes a successul public spacewithout any programming or engineering.

When asked or unsuccessul examples o placemaking, PPS respondedthat this was generally the case when the community was involved toolate in dening the problems and designing a solution

Another participant noted that urban planners in Malaysia already knowthese topics already but that it is a q lal ll and com-mitment to push such projects through. How to convince the decision-makers?

EAROPH (Norliza) noted that Putrajaya was planned and constructedaccording to a specic model which was intentional and thought out toaccommodate current and uture growth

PPS made several suggestions in passing on small improvements thatcould be made in Putrajaya to make a big dierence (e.g. backs onbenches to encourage sitting by lakeront)

PPS commended the cycling competition and community event visited,and encouraged similar events to be a more regular occurrence as wellas other short-term experiments

meetinG With PerBAndArAn PutrAJAYA

Attended by PJC employees, including Town Planning Dept Vice President DatoOmairi Bin Hashim.

Discussion:PPS provided a brie overview o placemaking, a ocus on the economicincentives in placemaking, an overview o the Sia Boey demonstrativeproject, and their impressions o Putrajaya

Discussion o retrotting and aa f ll o retailpremises was said to be potentially important or Putrajaya (PersiaranPerdana). PJC noted that private actors renting into government premiseslobbies in Putrajaya (public/private space mix) was planned, that it was thewish o ormer PM to make Persiaran Perdana a vibrant boulevard also atnight (currently not the case).

Noriah noted the diculties in management are refected in the insu-cient groundsmen to maintain placemaking and other improvements onthe Putrajaya scale.

PPS noted the value o using community events to a and use this to create long-term permanent plans/program-ming. They demonstrated this with the example o the Paris Plage thatcreates an urban beach in summer.


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Participants were interested in the issue o : Paris Plage exampleshowed that private sponsors oered their new products or showcasing,the city paid 50%, construction companies provided sand, sponsorshipetc. PPS encouraged the thinking that one should nd sponsorship and

the unding will nd you. In the case o the pl pa pa pla, o, unding came rom several sources (in kind donations175, city unding 23%, parks department/acilities 6%, event rentals 18%,event sponsorship 12%, tenant leases 24%) and a variety o organisationsinvolved in programming all year round.

The point was raised that all malaya aa l a because o climatic constraints and cultural di-erences in comparison to the USA, and thereore it would be advisableto work with malls to improve public space within them rather than onlypromoting neighbourhood outdoor public spaces. [This could perhapsalso be applicable in promotion o indoor skybridges rather than side-

walks] Noriah suggested investing in outdoor shopping malls.

PPS suggested conducting a a y to ascertain why peoplechoose the transport they choose (i.e. car) and thereore what couldtempt them to public transport, incl. right size o transport and rightschedule and o peak service. This could generate more ridership orthe network which loses RM 18 million annually.

PPs FindinGs And recommendAtions:

HMD stressed that TCSB and PPS are trying to become acquainted with

Putrajaya and ascertain what the main challenges are, and whether thereis a space and willingness to use placemaking as a tool in solving thechallenges. Dato Omairi agreed that there is need to activate Putrajayaspublic spaces.

Placemaking, community engagement, and bottom-up people-centredplanning are new ideas that have potential to take root in Putrajaya as parto the evolution and build out o the city over time.

Putrajaya needs to build up its communal landscape. Public spaces in Pu-trajaya came about as an aterthought and seems to have allen throughthe cracks because o the way government is structured.

There needs to be a shit in the planning paradigm to start rom the

micro-level -rather than continue at the macro city-state-wide scale thathas been adopted to date. It is all about creating integrated, inviting,dynamic and inclusive spaces.

The Cities o the Future will be dened around their public spaces


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ProPosed next stePs

Having PPS acilitate a workshop dedicated to the basics o placemaking,

generating ideas or Putrajaya was suggested. As a next step or as part othis same workshop, PPS recommends that the City undertake a Power oTen exercise at the City-wide level to identiy the ten key destinations thatare most important to its citizens. Then at each destination, 10 placeswould be identied and at each place, ten ideas or programming, ameni-ties and linkages would be developed.

Build upon the success o the existing events and try to incorporate theminto the public spaces and make them available to residents on a daily ba-sis eg shing, cycling, cooking classes, etc. and attract complimentarybusinesses (sh and tackle shops, bicycle shops, culinary/kitchen warestores).

Marketing itsel and designing itsel as a Bicycle-riendly city would helpPutrajaya build upon its increasingly successul monthly cycle race. Add-ing bike rental stations, shelter bicycle parking, designating bike-riendlycycle routes between oces and around the city, providing showers andchanging acilities or cyclists in the oce buildings, and having a bicycleshop which oers repairs and tune ups are techniques that other citieshave used to entice cyclists, support cycling, and reduce the number oparking spaces that need to be provided.

Activate the ground foors o the Ministry buildings with retail, educationaland/or cultural oerings, continued programming o large scale activi-ties that seek to attract a regional audience, while developing a culture

o civic engagement at the neighbourhood level are three strategies ormoving orward on a Placemaking agenda or that city. It is importantto use retail to activate a space without overly privatising it.

Add uses where people are going already, such as around the Mosquesand shopping areas

Use themes like take me to the River and develop programmes thatdraw people the water on a regular basis; then add amenities along thewaterways (adequate amount o shaded seating with tables or picnicsetc.).

Improve waynding and signage.

I deemed to be a cost-eective move, buy/lease smaller buses, like vansor shuttles, to reduce costs o operating the system but still providingservice.


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PlACEMAKInG CAPACITy buIlDInG

To make any Placemaking initiative sustainable in the long term, and to graduallychange the planning paradigm rom a Top Down/Exclusionary approach to a Bot-

tom Up/People and Place based approach, we need to build capacity or Think Citysta, stakeholders (institutional and public sector), designers and architects, andlocal partners. We propose to undertake the ollowing series o activities, beginningin late July or early August o this year, to ensure that the tools and process o place-making, including public space programming and management, are widely used andwell understood.

1. Continue and expand training o Think City and Khazanah sta in the methods,

theory and practice o Placemaking. It is clear that Think City ALSO needs to

build a team o designers who can support TC and extend their reach rom plan-

ning and community outreach through design development and project imple-

mentation. The design team also can help Think City negotiate with and navi-gate the Citys bureaucracy and cut across departmental silos. The design team

would receive placemaking training as well and local designers and architects

also could be trained in traditional building, conservation and restoration arts.

PPS would acilitate training or additional Think City sta, designers, and part-

ners that would:

Posit current projects and initiatives against a Placemaking model

Identiy challenges and obstacles; what actors are responsible and strate-gies or overcoming them

Provide materials related to project implementation and public spacemanagement

2. Develop and deploy Placemaking 2.0 training curriculum and course or eli-

gible participants in the frst level seminars.

Think City, with help rom PPS, will invite delegates rom the previousFebruary 2013 Placemaking training seminar to propose a pilot project onwhich they will work collaboratively with Think City and PPS as the nextlevel o their Placemaking training.

We will provide them with guidance as to how to propose the project;what elements to include in the description such as goals, outcomes,partners, outreach plans, budget, and the timeline.

PPS and Think City will develop project selection criteria and will jointlyselect the projects with the greatest potential or success. Criteria mayinclude:

Capable partners on the ground, unding sources, grass roots engage-ment, sustainable practices as well as social and ecological.


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3. PPS will provide mentoring, design, and technical assistance to the Placemak-

ing 2.0 participants as needed on their pilot projects at a distance - by web, email,

phone, etc. in addition to in-person involvement in key stages o the Placemak-

ing process.TC should assemble a Technical advisory panel who can help them re-view proposed plans, drawings and designs and determine how eectivethey will be in meetings TCs goals or each project. PPS would also beavailable in the near term as needed.

We would plan to schedule monthly Skype calls during which we wouldreview designs via Go To Meetings or via You Send it le share programsand discuss challenges, next steps and provide other assistance as re-quested by the pilot project organizers.

4. PPS will oer a train the trainers Placemaking Certifcation process.

Applications will be accepted rom Placemaking 2.0 participants, ThinkCity sta and other proessionals who are committed to undertakingplacemaking projects around the country and throughout the region.

We will Train the Trainers so they can in turn build the placemaking ca-pacity within their own agencies, departments, and organizations.

5. PPS will continue to provide technical assistance, design review and mentor-

ing to Think City sta and their consultants on the George Town projects ap-

proached in the frst phase o this engagement.

The scope and budget or this work will be provided under separate coveron request. It will at a minimum include: acilitated community work-shops, concept plans, benchmarks research, technical design workshop,concept plans and designs, sources and recommendations or urnishingsand amenities, and a program o uses and activities.

6. PPS and Think City will continue to work together on building a partnership

and a visible global presence or Placemaking in South-East Asia with Think City

as its regional leader.

Proceedings rom the Detroit Placemaking Leadership Council (April2013) and the Future o Places conerence (June 2013) will be shared withkey Think City sta.

This program will equip TC with the tools and skills to advocate with Governmentsat all levels or a Place-based community-oriented approach to public spaces. Theycould convene Mayors rom all over Malaysia to learn how they can create high-quality public space environments that can have a meaningul impact, signicantbenets and play a major role in the economic vitality o their urban centres (be itlarge or small) and incorporate a place-based strategy into their regeneration andexpansion plans. Key to this eort will be the dissemination o proven strategies to

Documents

Placemaking in Penang Report PPS