SMART CITIES PLAN
SUBMISSION
June, 2016
In our rapidly changing world, cities are more important than ever
before. Cities are where people and organisations come together,
where investments are made, where new ideas are formed, where
jobs are created and, importantly, where lives are lived.
Cities matter.
TABLE OF CONTENTS
Introduction .......................................................................................................................................................................... 1
Cities Matter ......................................................................................................................................................................... 1
Summary ............................................................................................................................................................................... 3
The Smart Cities Plan ............................................................................................................................................................ 3
Overview ........................................................................................................................................................................... 3
Resilience .......................................................................................................................................................................... 4
Quality of Life .................................................................................................................................................................... 4
City Deals .......................................................................................................................................................................... 4
Infrastructure .................................................................................................................................................................... 5
Value Capture ................................................................................................................................................................... 6
Productivity ....................................................................................................................................................................... 7
Data, Measurement and Technology ............................................................................................................................... 8
Sustainability ..................................................................................................................................................................... 8
City of Sydney – better building partnerships .............................................................................................................. 9
Adelaide City Council – zero net carbon emissions by 2025 ......................................................................................... 9
City of Melbourne – Renewable Energy Project ........................................................................................................... 9
Conclusion .......................................................................................................................................................................... 10
Appendix A: AdeLINK Case Study ....................................................................................................................................... 11
Appendix B: Ten Gigabit City Proposal ............................................................................................................................... 12
INTRODUCTION
The Council of Capital City Lord Mayors (CCCLM) appreciates the opportunity
to provide comment on the Smart Cities Plan.
The CCCLM represents the interests of the Lord Mayors (and ACT Chief
Minister) of Australia’s eight capital cities. Australia’s capital cities drive
national economic growth, innovation and creativity.
Australia’s Capital City Lord Mayors warmly welcome the Federal
Government’s renewed involvement in urban policy, and have been calling for
greater Federal engagement in urban policy for over twenty years.
Our cities currently face enormous pressures and an equal number of
opportunities. The challenge of change in our cities is the daily menu of the
Lord Mayors’ existence. As managers of our capital cities, Lord Mayors are at
the coal face of change, and are in the best position to work with the Federal
and State and Territory Governments to meet the challenges facing our cities.
CAPITAL CITIES – THE ENGINE
ROOMS OF THE ECONOMY
Australia’s capital cities are
vital to our economy,
generating productivity and
high value add jobs. Our capital
cities accounted for over $1,000
billion in economic activity in
2013-14, as well as:


CITIES MATTER
In our rapidly changing world, cities are more important than ever before.
Cities are where people and organisations come together, where investments
are made, where new ideas are formed, where jobs are created and,
importantly, where lives are lived.
The pressures and changing needs that result from a growing population,
from the impacts of a changing climate and from an evolving global economy
will challenge our cities like never before. The risk is that, left unchecked, our
quality of life will reduce and our city economies will become less productive.
The latest ABS population projections suggest that the Australian population
may increase by as much as seven million (or 30%) by 2031, and by eighteen
million (or over 75%) by 2061. However, according to the ABS projections,
this growth is likely to be concentrated in Australia’s capital cities. The eight
capital cities are expected to grow by a combined 5.5 million by 2031 and by
14.8 million people by 2061.
To keep our cities among the world’s most liveable we must adapt quickly to
the new challenges and pressures that face us. Local, State and Territory and
Federal governments need to work together, along with businesses,
educational institutions, community organisations and city residents to ensure
the long term prosperity, liveability and sustainability of our cities.



68 per cent of Australia’s
GDP
82 per cent of GDP growth
in 2013-14
66 per cent of Australia’s
2.1 million businesses
69 per cent of Australia’s
employed labour force –
8.1 million workers
76 per cent of Australia’s
employment growth over
the last decade.
Australia’s capital cities are
home to more than two thirds
of our population and almost
70 per cent of our national
workforce.
15 million more people are
expected to be living in our
capital cities by the second half
of this century.
CCCLM believes that the three key priorities for Australia’s cities are:

Infrastructure;

The Economy; and

Climate Resilience.
CCCLM Smart Cities Plan Submission – June 2016
Page 1 of 12
1. INFRASTRUCTURE
Our capital city infrastructure is stretched as populations grow and more people and businesses vie to use our public
transport systems and roads to get around and transport goods. People face longer travel times between homes and
work, education and services and these delays
damage our cities economic value and
Average commuting times in capital cities have
reputation.
increased by 20 per cent in the last decade.
Our capital cities were established, planned and
Urban congestion cost the Australian economy almost
built many years ago, and policy makers need to
consider what needs to change to ensure they
$14 billion in 2011, and is forecast to increase to more
are equipped for a very different future.
than $53 billion by 2030.
Significant investment in key pieces of
infrastructure across the country will not only
boost local city economies, helping business activity and employment growth, but bring economic benefits to the whole
country.
2. THE ECONOMY
Strong city economies are crucial to a strong national economy and our cities are where Australia’s future jobs are
being created. As jobs in the agriculture and manufacturing sectors decline, jobs in health, education, advanced
manufacturing and professional service sectors grow.
'Knowledge sector' jobs will drive Australia’s future economy and the vast majority of these new jobs are based in our
capital cities. Cities are also our nation’s educational hubs – capital cities host the majority of our universities, and
almost 80 per cent of all tertiary and university students study in our capital cities.
To make the most of these changing circumstances, cities need to work with all levels of government, and many private
and public sector stakeholders, to create the environment where businesses and other important institutions can
thrive.
This includes investing in the infrastructure that cities need to support growing populations and that will help business
in our cities to thrive.
3. CLIMATE RESILIENCE
Australian cities are vulnerable to a number of natural disasters – rising sea levels, flooding in low lying areas, extreme
heat conditions and extreme weather events.
Since 2001, the number of extreme heat records in Australia has outnumbered extreme cool records by almost three to
one on daytime maximum temperatures.
Estimates are that in 2012 alone, the total economic cost of natural disasters in Australia exceeded $6 billion. Without
action, natural disasters could cost Australia $23 billion a year by 2050.
CCCLM Smart Cities Plan Submission – June 2016
Page 2 of 12
Cities are where the climate crisis can be averted. Our capital cities can take crucial local action to manage the impacts
of climate change, working with city residents and businesses to deliver and manage the infrastructure, industries and
actions we need to manage and protect against harsh climate conditions and extreme events.
By working together, all levels of Australian government can ensure that Australia’s cities are
strong and resilient, offering a quality of life that city residents today and future generations of
city dwellers can enjoy.
SUMMARY
The Council of Capital City Lord Mayors supports the Smart Cities Plan as a high level, but solid foundation for the
Federal Government’s involvement in national cities policy.
CCCLM recognises that the Smart Cities Plan is the beginning of a process of engagement between various levels of
government, and looks forward to working in partnership with Federal, State and Territory governments for the
betterment of our cities.
CCCLM broadly supports the key concepts outlined in the Smart Cities Plan, including City Deals, Value Capture and
Smart Cities, however we note that further work needs to be undertaken to develop the appropriate governance
mechanisms required to transform the Plan into a specific action framework.
THE SMART CITIES PLAN
OVERVIEW
In order to be globally competitive and sustainable, Australia’s cities require a shared vision between the three spheres
of government. Leadership is crucial and must be aligned around a common aspiration.
The role of the Federal Government is vital in this regard, both in terms of providing leadership, but also in terms of
developing strategic partnerships. The Federal Government already has strong influence over the way our cities are
shaped and operated through the funding of roads, housing, health and education, and also through policies relating to
the provision of infrastructure, the environment and immigration.
State and territory governments have an important role in relation to the planning and coordination of our cities, and
local government are the managers of our cities – the level of government closest to the communities they serve.
All levels of government need to work together towards an agreed goal. It is difficult for a single level of government to
deliver key city infrastructure such as roads, public transport and energy, or key services such as education, affordable
housing, and environmental management
In this regard CCCLM notes that the Smart Cities Plan is silent on the potential role that the Council of Australian
Governments (COAG) will play in its delivery.
Capital City Lord Mayors have long maintained that a shared government vision and aligned leadership are the keys to
the success of a national urban policy, along with the united efforts to build more productive, liveable and sustainable
cities. It is clear from multiple case studies in Australia and overseas that strong and visionary leadership is a critical
factor in building successful cities. Change in our cities is a long term process, and requires leadership from the top.
CCCLM believes that the Smart Cities Plan, whilst a generally high level and aspirational document, is a good first step in
the Federal Government providing the national leadership required in urban policy, and we agree with the broad
CCCLM Smart Cities Plan Submission – June 2016
Page 3 of 12
proposals contained in the plan. It is important that following the federal election, the plan is quickly turned into
practical programs and solutions, and implemented.
RESILIENCE
CCCLM notes that the Plan lacks a specific reference to climate change resilience.
Urban resilience is the capacity of individuals, institutions, businesses and systems within a city to adapt, survive and
thrive no matter what kind of chronic stresses and acute shocks they experience.
All levels of government need to work together to address the challenge of protecting and improving the lives of our
residents, both now and into the future by developing actions that manage infrastructure and support industries by
protecting them against harsh climate conditions and extreme events.
Without any doubt, the last few years in Australia has highlighted the importance of our cities being more resilient to
the impact of adverse climate events and environmental disasters.
Our emergency services have demonstrated that by integrating the management of their teams and having a common
and holistic overview of the unfolding environment, they are much more effective at tackling the challenges before
them.
This approach is one the CCCLM supports and considers it could be extended to the planning and adaptability of our
cities to potential future scenarios. Our ability to look ahead and identify risks, and plan for them in partnership with
others will make our cities more sustainable and reduce the cost of unnecessarily replacing infrastructure.
The resilience of our cities applies not only to environmental impacts but also to the strategies we need to put in place
in order to face the risks inherent in water, energy, food and fuel security. Each of these issues, when examined
fearlessly, will influence the way in which our cities will grow in the future.
The best way to address these issues is through an integrated approach between all levels of government.
QUALITY OF LIFE
CCCLM notes that the Smart Cities Plan is primarily an economic agenda for cities. It is designed to address problems
cities face in relation to issues such as congestion, poor access to jobs and services, reduced housing affordability and
increasing pollution.
However, what is lacking in the paper is a focus on quality of life or a ‘quadruple bottom line’ for cities, for example
neither the important roles that entertainment, leisure, arts and cultural activities play in invigorating city centers, or
provision of access to services are addressed.
The plan focusses on getting people into housing and to and from work, and not necessarily on improving quality of life.
CITY DEALS
CCCLM broadly supports the City Deals model, and notes that that similar types of programs operate in a number of
countries. As outlined earlier, it is vital that all three levels of government are in partnership in regard to urban policy
and City Deals provides a model for this to occur.
The City Deals model outlined in the plan is high level, and CCCLM notes that a key to the success of any ‘Deal’ will be
ensuring that the appropriate governance structures are in place. The design of any ‘Deal’ is critical. In a perfect world
all ‘Deals’ will be win/win.
CCCLM Smart Cities Plan Submission – June 2016
Page 4 of 12
CCCLM notes that most of the UK City Deals (on which the proposed Australian City Deals are modelled) seem to be
focused on transport infrastructure. It can be argued that shortcomings can arise because of the narrowness of the
target goal of such ‘Deals’.
This is because the sole emphasis of City Deals is on maximising growth in economic GDP – no attention is paid to the
other key objectives of cities – liveability, affordability, sustainability, social equity etc. There is a risk that
infrastructure provision and investment priorities could be distorted against long term economic efficiency in the quest
for a narrow economic goal.
The complexity of negotiating any ‘Deal’ that covers a large area between Federal, State and Territory and several local
governments needs to be acknowledged. Therefore, CCCLM encourages the Federal Government to start work on
developing pilot ‘Deals’ as a matter of urgency, as well as developing the governance to be applied to City Deals,
including the relevant metrics and identifying who is to independently assess these metrics.
In this regard, CCCLM notes that Brisbane City Council is actively involved in the development of a trial City Deals
project for funding infrastructure in South East Queensland, in partnership with the Queensland State Government,
Council of Mayors (South East Queensland) and the Property Council of Australia. For more information on the project
please see Brisbane City Council’s separate submission to the Smart Cities Plan.
The governance arrangements and mechanisms for initiating City Deals are also yet to be outlined.
Given the role of local government as the managers of our cities, CCCLM is seeking a clear commitment that the
relevant local government authorities will be included in the development of any ‘Deals’.
CCCLM also believes that capital city councils should be given special priority for City Deals given their economic
importance compared to other local government areas.
INFRASTRUCTURE
Supporting the development of more sustainable cities must be a network of efficient infrastructure. In this context,
efficiency relates to timely provision, in a location that supports the growth of the city, and management and
maintenance to ensure infrastructure is long lasting and avoids the shock of major upgrades.
CCCLM supports Federal Government infrastructure funding that is linked to a properly articulated and integrated
metropolitan planning system that includes a long term infrastructure plan. This is the best way to avoid ad hoc
decision making and to provide the right infrastructure in the right location at the right time with a strategic direction
that spans more than the life of one government.
Infrastructure usually requires large investment of capital funding and often recurrent funding obligations. It is
acknowledged that Treasury and Finance departments can shy away from these costs. CCCLM notes that these large
investments require long term strategic planning so that public funds can be allocated efficiently over time. It is the
unexpected and ad hoc expenditure on both new and maintenance costs that must be avoided through better
planning.
For a practical example, please see the AdeLINK case study at Appendix A.
CCCLM supports the role and work of Infrastructure Australia, and also supports the proposal for the establishment of
an Infrastructure Financing Unit, however, it is unclear from the Smart Cities Plan what the governance arrangements
are for the proposed Infrastructure Finance Unit to work with Infrastructure Australia.
CCCLM welcomes the additional $50m for infrastructure funding proposed in the Plan, but notes that the $50m only
covers acceleration of planning and development and support for the work of the Infrastructure Finance Unit to help
develop business cases. Funding for actual capital costs will still be required.
CCCLM Smart Cities Plan Submission – June 2016
Page 5 of 12
CCCLM commissioned a report from EY which examines the Infrastructure Financing Solutions for Australia’s Capital
Cities1 which explored available capital city finance options. A copy of the report is attached.
VALUE CAPTURE
CCCLM has previously called for the creation of a virtuous cycle of value capture and reinvestment in our cities.
There are many approaches to value capture, however in essence value capture seeks to identify and quantify revenue
streams that can contribute to project funding, and develop mechanisms which can collect this revenue.
Value capture changes the funding focus from ‘user pays’ to ‘beneficiary pays’, where beneficiaries can include
industry, developers and property owners.
For value capture to be most effective, the potential increase in values and the beneficiaries need to be clearly
identified from the beginning of the development of the project’s framework. It is critical that any value capture
framework incorporates principles of equity and fairness.
It must be noted that value capture will not provide all of the required funding for infrastructure projects.
Federal Government funding (in addition to financing arrangements) is an imperative. Value capture works most
effectively in areas where significant property development uplift is possible. For example, for tram and train networks
this occurs mostly at the point of actual tram/train stops rather than the along the length of the line.
All levels of government in Australian are involved in the management of land based fiscal tools (such as land tax,
property tax, stamp duty, business and residential rates, etc). Therefore, it is important that all levels of government
collaborate on potential value-capture mechanisms, and how they might be implemented in each city. CCCLM supports
early Federal Government engagement in the process.
The governance and operational arrangements for value capture as outlined in the Smart Cities Plan requires further
detail, including who collects the value capture, through what mechanism, and how the funds will be transferred to the
appropriate entity to provide the additional infrastructure.
CCCLM notes that the Federal Government has indicated it will issue a discussion paper outlining its approach to value
capture and looks forward to working with the Federal Government to progress this.
Local government is uniquely placed to contribute to the design of value-capture mechanisms, given its knowledge of
the local economic and planning context in which such mechanisms might be applied. Local government is also well
suited to act as an interface between stakeholders and other tiers of government, as it is the closest tier of government
to the community.
In particular, local government has a role as the primary place-makers in the development of major transport programs,
especially where value capture is implemented, or there is significant density uplift expected due to the
impact/benefits to local communities.
As a consent authority, local government has a significant role in rezoning land and providing expert insight and advice
about community needs and opportunities. Decisions made now on development should consider future opportunities.
The structure of urban governance in many Australian cities places the responsibility of metropolitan planning and
infrastructure design with state and territory governments. Therefore, state and territory planning and transport
1
Infrastructure financing solutions for Australia’s capital cities
CCCLM Smart Cities Plan Submission – June 2016
Page 6 of 12
authorities are likely to play a central role in the establishment of value-capture mechanisms tied to city-wide
infrastructure projects.
A case study of Sydney’s Green Square project, which outlines the package of funding mechanisms the City of Sydney
utilised to deliver infrastructure is included as an attachment.
PRODUCTIVITY
CCCLM welcomes the focus in the Smart Cities Plan in regard to increasing the productivity of our cities.
In particular, CCCLM welcomes the opportunity to work with the Federal Government in regard to the key productivity
and regulatory measures that impact on our capital cities.
These include:





Developing mass transit and freight solutions – making our cities more highly connected
Building the competitive advantage of our capital cities
Improving the use of our land by improving strategic and integrated planning
Developing long terms strategic plans for Australia’s major cities to assist with population growth and
resettlement.
Improving the liveability of our cities through the provision of:
- More affordable housing
- Safer cities
- Healthier cities
- Social inclusion and equity in our cities.
Smart cities around the world have well distributed employment centres leveraging polycentric hubs connected by fast
and reliable transport networks. However Australian cities are still largely hub and spoke in relation to both our
employment and transport, which is a structural inefficiency that drives many of the problems outlined in the Smart
Cities Plan.
In regard to transport infrastructure projects, it is critical that all tiers of government work together to plan for and
implement transport and urban domain changes.
In addition to sometimes directly funding the core project, local governments often enhance the value of major
transport infrastructure projects by funding and delivering ancillary infrastructure and services, including the provision
of pedestrian and cycling links and streetscape/landscape improvements, as well as changes to urban planning
instruments and building codes. It is important that the benefits of value capture are appropriately shared with local
government to reflect this contribution.
State, territory and local governments could work together to develop overarching place-based strategies for new hubs
created by the provision of infrastructure such as high speed rail. Communities need to be able to access the
infrastructure - especially in outer metropolitan areas to connect with jobs and services.
CCCLM notes that affordable housing remains a critical issue for our cities. Housing supply is increasing in our cities yet
the supply of social and affordable housing is decreasing. Simply increasing housing supply will not address this critical
issue as the strong demand for housing continues to price lower income earners out of the housing market.
CCCLM Smart Cities Plan Submission – June 2016
Page 7 of 12
Further information is available in CCCLM’s submission to the Treasury’s Affordable Housing Working Group in March
20162, as well as in the CCCLM research undertaken with Urbis on Unlocking Smart Growth in Australia’s Capital Cities3.
DATA, MEASUREMENT AND TECHNOLOGY
CCCLM agrees that measuring and targeting the outcomes sought by the Smart Cities Plan are critical for its success.
As outlined in the Plan there is no baseline data readily available to determine and track a city’s performance, and a
more coordinated approach to data from all spheres of government being provided in a form that is most useable for
businesses and the wider community would be welcomed.
CCCLM supports the proposal for open data and would welcome the release of other data held by the Federal, State
and Territory Governments. Capital city councils have vast amounts of data and are working to release this through
open data platforms. City Councils are a valuable partner to the Federal Government in terms of data measurement
and technology.
Growth figures for population and employment at a national level or even state and territory level should be used in
conjunction with local and regional data for the purposes of infrastructure and land use planning, particularly as
different levels of government can share a greater understanding of data, methods for collating data, and how it can be
used.
The cost of establishing systems for obtaining, managing and keeping data must be considered. The Federal
Government will need to provide a commitment to assist with the funding of the establishment and on-going
operations of such data systems. There also needs to be a commitment to ensure that this data is open and readily
available to local government and other stakeholders.
CCCLM notes that the Brisbane City Council is playing an active role in the development and leveraging of open and real
time data – this is outlined in detail in the Council’s submission to the Smart Cities Plan.
The Smart Cities Plan does not include mention of possible technological infrastructure as a discreet option. It does
however promote the NBN rollout. Increasingly the city experience for people will be influenced by technological
change and innovation. Supporting the development of the infrastructure that will support this effort is required.
Vital network infrastructure roll-out including speedier roll out of NBN and/or a higher capacity ‘local solution’ such as a
proposed Ten Gigabit City Network in Adelaide should be included in the remit of the new Infrastructure Financing Unit
(for further information regarding the Ten Gigabit City Network proposal see Appendix B).
In regard to the use of technology in cities, CCCLM notes that the potential to deliver maximum benefit needs to drive
decisions to invest in technology, not the technology itself. The potential impacts of technology on communities must
be a priority in decision making.
SUSTAINABILITY
CCCLM welcomes the focus on sustainability in the Smart Cities Plan but notes that there is little in the Plan in regard to
specific environmental initiatives
Australia’s capital cities are taking the lead in developing strategies and programs to address environmental challenges
and are currently working on a range of measures relating to:
2
CCCLM Submission to Affordable Housing Working Group
3
Unlocking Smart Growth
CCCLM Smart Cities Plan Submission – June 2016
Page 8 of 12




Emissions Reductions
Energy Efficiency in Buildings
Urban Canopies
Greenhouse Gas Abatement
Examples of how Capital Cities are contributing through innovative measures are listed below.
CITY OF SYDNEY – BETTER BUILDING PARTNER SHIPS
City of Sydney facilitated the development of the Better Building Partnership4 which involves the owners of buildings in
the Sydney CBD that together make up 60% of the office floor space. Through collaborative sharing of information and
experiences this Partnership has been able to reduce emission by approximately 40% since 2009 at the same time as
providing internal savings of $30 million per year in energy usage.
ADELAIDE CITY COUNCIL – ZERO NET CARBON EMISSIONS BY 2025
Adelaide City Council is working closely with the Government of South Australia on mapping pathways to carbon
neutrality. Aligning with the Government of South Australia’s Climate Change Strategy 2015 – 2050, Council’s own
Carbon Neutral Strategy 2015 - 20255, establishes a target for Adelaide to be the world’s first carbon neutral city, with
zero net carbon emissions by 2025.
This close collaboration between two tiers of government is significant and it has been formalised through two
mechanisms:
•
•
the signing of the Carbon Neutral Adelaide Sector Agreement under the Climate Change and Greenhouse Emissions
Reduction Act 2007; and
a parallel signing event for the Compact of Mayors by Council and the Compact of States and Regions by the
Premier, the first such pairing in Australia of these two important international networks
The City is well placed to set such an ambitious target as operational carbon emissions from the City of Adelaide
community declined by 20% between 2007 and 2013. This reduction occurred over a period when economic growth of
28% occurred.
Energy use and transport continue to be the City’s primary sources of carbon emissions, contribution 60% and 35%
respectively. Interventions that bring forward private investment in energy efficiency, renewable energy generation
and improve electric vehicle affordability, are key to further reductions in emissions.
CITY OF MELBOURNE – RENEWABLE ENERGY PRO JECT
The City of Melbourne6, together with other local governments, cultural and educational institutions, and private-sector
corporations launched a competitive tender in April 2016 to purchase large volumes of renewable energy through a
group purchasing model.
4
Better Building Partnerships
5
Adelaide City Council – Carbon Neutral Strategy
6
City of Melbourne – Renewable Energy Project
CCCLM Smart Cities Plan Submission – June 2016
Page 9 of 12
The group is seeking purchase of 110 GWh worth of energy from new large scale renewable energy facilities. This
amount of renewable energy will save up to 138,600 tonnes of CO 2 each year, which is the equivalent of planting more
than 160,000 new trees and is enough energy to power 28,475 Melbourne households.
Through a group tender process open from Wednesday 20 April to Monday 20 June through Procurement Australia,
proposals were sought from the market to deliver renewable energy at an attractive price for a ten-year term, and to
demonstrate a range of community and economic benefits.
CONCLUSION
The CCCLM supports the Smart Cities Plan as a high level, but solid, foundation for the Federal Government’s
involvement in national cities policy.
The Lord Mayors are unanimous in supporting a more explicit role for the Federal Government in helping shape the
future of our cities. Indeed, they have been pressing for such reform for the past decade or more.
CCCLM would welcome the opportunity to continue to work in partnership with the Federal Government as it
undertakes the implementation of the Smart Cities Plan.
CCCLM Smart Cities Plan Submission – June 2016
Page 10 of 12
APPENDIX A: ADELINK CASE STUDY
(Sourced from State Government Integrated Transport and Land Use Plan and Adelaide City Council material)
The experience of Portland, Oregon is a testament to how future city planning directions can be driven by staged
expansion of urban tram networks. But what Portland showed was the need for a long term vision, which encompassed
a land use vision, incremental extension of the tram network, and with funding plans for the extensions. The Glenelg
tram line has shown effectiveness in land use activation in the City and along Jetty Road at Glenelg.
The Plan proposes a similar concept for inner and middle Adelaide, with proposed tram extensions along key suburban
main roads, with through linkages in the CBD to bring about effective distribution of trips to the CBD and adjacent area
destinations.
These networks will contribute to improved liveability and vibrancy along these corridors, as well as providing a catalyst
for increasing residential density and mixed-use developments. Preliminary transport modelling has shown increased
levels of future tram patronage, which would grow further in response to densification of these suburban areas,
promoted by land use responses to the certainty of having a tram network in place.
STRATEGIC BENEFITS OF TRAM EXTENSIONS
An expanded tram network will deliver a number of strategic benefits for inner and middle Adelaide.




For short to medium distance corridors trams have the ability to expand into new urban areas using existing road
corridors compared to train lines.
Permanent tram infrastructure has the potential to stimulate private investment activity to attract higher density
living and mixed-use development along the inner city corridors. Facilitating increased densities along transit
corridors within inner Adelaide is a key outcome of this Plan. T
Tram services can be provided at relatively higher frequency, and carry more passengers than a bus. With more
people living in the inner and middle areas of Adelaide the AdeLINK network will provide a step increase in public
transport capacity while providing greater travel choice.
Reduced noise levels with fewer bus movements, and a decrease in local air emissions.
Infrastructure Australia has already backed the State Government’s vision of bringing trams back to Adelaide’s suburbs,
ranking the project as a priority in its new Infrastructure Priority List.
The State Government is currently preparing a detailed business case for the construction of the AdeLINK tram
network. The business case will include planning, design, identifying the precise tram routes and stops, as well as
environmental and land value benefits, and the final project costs for the following projects.
The recent Lord Mayor’s Light Rail Summit has been a great success, with mayors agreeing on positive ways forward on
light rail plans.
Representatives from Councils within the AdeLINK network agreed to:



Make light rail a key priority
Participate in the development of the State Government’s business case for AdeLINK
Consider all funding options (but are not in favour of new taxes on the community).
CCCLM Smart Cities Plan Submission – June 2016
Page 11 of 12
APPENDIX B: TEN GIGABIT CITY PROPOSAL
The City of Adelaide, in line with its Strategic Plan is exploring the build of a unique digital communications network
that is capable of delivering up to 10 gigabits per second data speeds (upload and download). This would be the first of
its kind in Australia, joining a small 10 Gigabit global network of cities.
A 10 Gigabit City Network would be connected locally, regionally, interstate and to the rest of the world through a
direct peer to peer connection via the cloud super-highway, rather than data from systems having to traverse the
Internet. This is a game changer for our city and pivotal for many industries such as advanced manufacturing,
telemedicine, education, defence, researchers and entertainment industries that require reliable, quality connections
not competing with internet traffic.
Many large organisations (and cities) are transitioning their services to the cloud super-highway as it allows them to
provide secure, reliable and fast services to new interstate and international markets. This infrastructure will be a lure
for industries of all sizes and will “future proof” our city and provide multi-generational benefits.
City of Adelaide is working with the State Government to explore options around how such as a service can be built,
operated and funded. This will include a focus on the best use of underutilised digital infrastructure.
CCCLM Smart Cities Plan Submission – June 2016
Page 12 of 12
Green
Square
The 278 hectare Green Square
redevelopment is one of Australia’s
largest urban renewal projects,
with a population expected to peak
at 61,000 residents and 21,000
workers by 2030.
The City wants the growth of
Green Square to be supported by
everything needed to make large
cities liveable: a thriving town
centre and main street, a sense of
community sustained with markets,
festivals and an active street life;
and of course sustainable transport
options allowing people to easily
walk or cycle.
1996 to 2005: A decade of inaction
In 1996 the South Sydney Development Corporation
was established under the Growth Centres
(Development Corporations) Act 1974 to “promote,
coordinate, manage and secure the economic
development of the South Sydney Growth Centre”
which included the Green Square Urban Renewal
Area.
When the new City Government was elected in
2004, the complex urban renewal project faced
almost intractable challenges.
• The land in the Town Centre was in 18 lots
of ownership split between NSW and local
government and private landowners and
the wider renewal area had dozens more
landowners and complex land ownership
patterns that constrained coordinated
development.
• The predominantly industrial area had only
small pockets of residential development
serviced by basic infrastructure.
• Given the historical industrial uses, the land was
heavily contaminated.
• Flooding was a significant issue that precluded
development on many key sites.
During the decade, several studies, investigations
and masterplans had been undertaken and
redevelopment of sites in single ownership
along the eastern boundary was occurring, such
as Landcom’s Victoria Park development and
Meriton’s redevelopment of the ACI site. The airport
train line opened on the site’s western edge in
2000, with a high private operation access fee for
the station.
There was a lack of overall coordination and
development of the Town Centre was unfeasible
as funding for the essential infrastructure was
unresolved. There was no funding stream from
NSW Government and land had not been set aside
for public transport or other state infrastructure.
2006 to 2015: Development reviewed and
revitalised
Following the election of the new City Government
in 2004, the City took the lead for the urban
renewal site.
The City undertook a wide reaching review of land
uses, urban design, traffic and transport, streets
and open spaces, stormwater management, and
social infrastructure and community facilities.
The City prepared a financial framework for
delivering infrastructure to enable and support
redevelopment.
The South Sydney Development Corporation
was dissolved in 2006 and the City took control
of coordinating the planning and now delivery of
infrastructure for the area.
A critical milestone was reached in 2009 when
Landcom, the predecessor to UrbanGrowth
NSW, selected the Green Square Consortium to
redevelop significant sites in the Town Centre.
The following year, when the consortium partners
argued that without government contributions the
Town Centre needed increased density to make it
viable, the City agreed to consider a new proposal.
It was put it to the community and endorsed.
A further critical milestone was reached in
2014 when agreement was secured for the 2.5
kilometre trunk stormwater drain from Zetland
to the Alexandra Canal to address flooding,
a key impediment to redevelopment and a
Sydney Water responsibility. The City is funding
approximately $50 million, with Sydney Water
funding the remaining $47 million of the total cost.
City of Sydney - Green Square
Green Square total development capacity - dwellings and resident projections
Population Growth
Redevelopment of land in the wider Green Square
urban renewal area is now occurring more quickly
than anticipated due in part to favourable market
conditions.
Expected investment of $8 billion over the next
decade will see the total number of dwellings
increase from 11,000 in 2015 to approximately
30,500, and the resident population increase from
21,000 to over 61,000 by 2030.
There is still no state public transport strategy
to meet the needs of the rapidly increasing
population, despite a joint State and City
Government Transport Management and Access
Plan (TMAP) in 2008 that concluded a policy of ‘no
net increase in private vehicle traffic’ was required
to prevent unsustainable congestion.
The infrastructure strategy prepared by the City
shows Green Square could need up to five new
primary schools, a new high school, around 125
extra hospital beds and 250 aged care beds, and
an ambulance station to meet the needs of the new
population by 2030.
City of Sydney - Green Square
Green Square Aquatic Centre - artist’s impression - City of Sydney and Andrew Burges Architects with Grimshaw and TCL.
The City’s infrastructure projects
The City has committed around $800 million to
Green Square, including $540 million over the
next 10 years towards world-class facilities and
infrastructure in the Green Square Town Centre
and surrounding neighbourhoods.
These facilities and infrastructure will serve the
wider community and include a library and public
plaza, community centre and halls, aquatic centre
and public and open spaces, land acquisition and
essential infrastructure, such as road, footpaths
and transport corridors, drainage, utilities and
services network, and landscaping. Approximately
half of this budget is for streets and drainage and
half for new community facilities and open spaces.
• Upgrade of the 2.5km trunk stormwater
drain from Zetland to the Alexandra Canal
and through the Town Centre. The trunk
drain is a key measure identified in the Green
Square-West Kensington Floodplain Risk
Management Plan to mitigate flooding. The City
is contributing approximately $50 million, with
Sydney Water funding the remaining $47 million
of the total cost.
• New streets to access the high density
development. In the Town Centre alone, the
City will be spending over $100 million on new
streets. Another $100 million will be funded from
developer contributions to deliver streets in
Lachlan, Epsom & Ashmore precincts through
work-in-kind agreements with developers.
City of Sydney - Green Square
• Land for transport. To ensure long-term
sustainable transport can be delivered, the
City is setting aside a major transit corridor to
connect the Green Square train station with
Central Station. This has been reserved and
designed to accommodate light rail in the long
term. The City is investing in extensions to the
City’s cycleway network from Central Station to
the Town Centre and south along Bourke Street.
• Community facilities. A $50 million
redevelopment of the former South Sydney
Hospital Site will deliver a community hall,
meeting rooms, exhibition and studio spaces,
medical facilities, approximately 100 affordable
housing units (delivered by City West Housing)
and a recycled water system supplying initially
approximately 3,500 dwellings. This project is
underway and will be completed in stages.
• Land for critical infrastructure. The City has
acquired or set aside land for other critical
infrastructure. The City facilitated relocation of
the Waverley Council Depot at the core of the
Green Square Town Centre and the Woollahra
Council Depot on O’Dea Avenue to allow for
renewal and infrastructure delivery on these
sites.
• Aquatic Centre and open space. The $87 million
Green Square Aquatic Centre and 15,500 square
metre Gunyama Park were the subject of an
open architectural design competition and
will be delivered by the City. They are due for
completion in 2019.
• Green Square Library and public plaza. An
international design competition was won
by young Sydney architects, Stewart
Hollenstein, for the new $55 million library and
plaza. Their scheme fuses innovative buildings
with an outdoor plaza, creating a flexible range
of spaces for books and technology, meetings,
performances and events, an amphitheatre,
and space for festivals. It is due for completion
in 2017.
City of Sydney - Green Square
Other funding mechanisms
In addition to direct funding, the City has
developed and implemented a package of
funding mechanisms to deliver infrastructure with
development.
• The City’s Section 94 Contributions plan, due
to State Government restrictions, provides only
part funding the required infrastructure.
• The Green Square “Community Infrastructure
Floorspace” scheme was introduced when
the area was rezoned to mixed uses from
primarily industrial land in the late 1990s. This
scheme provides that additional development
floorspace up to a specified maximum may only
be achieved where community infrastructure is
provided. The scheme, a partnership between
the City and private developers, has been
successful in delivering important infrastructure
at the time of development such as parks,
streets and incremental drainage upgrades.
In 2015 alone, $52 million worth of public
benefit offers have been made and are being
negotiated and secured by the City under
this scheme in the form of voluntary planning
agreements.
• The “Green Square Town Centre Development
Rights” scheme, introduced in 2006, is a source
of critical funding to deliver the significant
infrastructure needed to support the high
densities of the Town Centre. This scheme
establishes contributions for each site in the
Town Centre. The scheme operates with an
innovative rezoning model where development
can only occur when landowners in the Town
Centre request that council rezone their land
and offer to commit to fund the identified
infrastructure. This model has proven highly
successful in funding and delivering key
infrastructure and reducing unproductive land
speculation activity.
• The “Green Square Affordable Housing”
scheme was introduced in 1999 and will deliver
about 330 affordable rental housing units
across the urban renewal area for very low
to moderate income earners. To achieve this
target the scheme allows the City to collect
contributions either through dedication of
floor space for affordable housing units or
through a monetary contribution. This scheme
is administered by the City in partnership with
the NSW Government. To date $134 million
in contributions have been received and
approximately 150 units have been delivered by
City West Housing.
City of Sydney - Green Square