91Ӱ��’s role: Embedded program leadership

As Program Director for the , I managed all targeted congestion-reducing projects across Southern and Eastern Sydney. These ranged from modest signal phasing upgrades to major intersection redesigns. Our goal was simple but ambitious: reduce congestion at critical pinch points (intersections or short parts of a road where bottlenecking exists). The flow-on effects of these high benefit projects delivered through low cost, low impact, smart, customer-focussed solutions were; improved travel reliability and road safety, supporting population growth, improved freight efficiency and improved public and active transport routes.

But our role went far beyond managing project delivery. We didn’t just work for Transport for NSW, we became part of their team. At peak, our program office housed around 200 people, co-located and fully integrated. Roughly two-thirds were from 91Ӱ�� (including our partner HKA), and the rest were from Transport for NSW. We shared email domains, wore the same branded high-vis, and operated as one unified team. That integration was key to our success.

Agile, data-driven decision making

The original business cases envisioned a 10-year delivery timeline. We did it in five.

Acceleration wasn’t just about working harder; it was about working smarter. We built a prioritisation framework to identify high-impact projects, used real-time traffic data to validate benefits and we weren’t afraid to pivot. If a project didn’t demonstrate value, we reallocated funding to where it would.

We implemented a rigorous gate-based review model. Every project passed through multiple stages, from business case to detailed design and procurement, where we reanalysed its cost-benefit ratio. Sometimes we picked up new things at later stages, like a major utility that needed to be diverted or a requirement to acquire land. If the numbers no longer stacked up, we weren’t afraid to say “no” and redirect resources. That discipline ensured we delivered real value for money to the public, not just volume.

Navigating constrained resources

Delivering a program of this scale during one of Sydney’s busiest infrastructure booms presented unique challenges. At the time, major projects like WestConnex, Sydney Metro and Light Rail were all underway, creating intense competition in the supply chain for materials and contractors.

The market was stretched. The big contractors were fully committed to the mega-projects, and supply chains were under pressure. We needed to move quickly to engage the right partners and secure access to talent. We targeted Tier 2 and 3 contractors who were hungry for opportunity and capable of delivering quality outcomes.

Regarding 91Ӱ�� resourcing, we tapped into our global workforce of engineers within our Madrid and Warsaw offices. This allowed us to deliver at a 24-hour design cycle. We’d send markups to our European colleagues at the end of our day, and receive completed drawings the next morning. What might be expected to be delivered in a week, we could fast track.

Engaging contractors early

Our contractor engagement strategy was proactive and deliberate. Through market engagement sessions, we showcased the pipeline of work, workshopped ideas and invited contractors to be part of the journey. We helped them understand what a great pipeline of work it was for them to be involved with and how we valued their input.

Contractors understood the vision, saw the opportunity, collaborated with us and committed to delivering.

Political influence

One of the most rewarding aspects for me was the shift in stakeholder sentiment due to our strong approach to engagement. Early on, local MPs and councillors felt disconnected. I took that challenge head-on, briefing them monthly, sharing plans and building trust. Over time, those relationships shifted. Politicians who once criticised the program were now lobbying for additional funding to expand it. That shift from scepticism to advocacy was a testament to the power of meaningful stakeholder engagement.

Talent recruitment and development

The mega-projects that were developing at the time also made for competition of attracting and retaining top talent. And we knew that to deliver at scale, we needed them. So, we built a culture people couldn’t say no to. We didn’t just talk about our culture, we demonstrated it. From Lego challenges at lunch to social activities, we created an environment that felt energised and united.

We also sold how this program was a way to fast-track careers. Engineers who joined as early-career professionals left as seniors after just four-five years. Principals became associate directors. The program was a launchpad for growth, and that legacy continues in the careers of those who helped deliver it.

Lessons for future city-shaping programs

What we achieved in Sydney is relevant for any city when aiming to accomplish transformational outcomes for communities, whether that be in traffic congestion, housing, water infrastructure intervention and more. The key lessons are:

• Integrate deeply with the client organisation, become one with them, not external deliverers on the side.
• Use data and governance to drive decisions and measure impact. Don’t be afraid to pivot from plans if they won’t deliver the best value.
• Engage stakeholders and contractors��early and often. Show them plans, seek their input and get their buy-in to your vision.
• Adapt to market conditions with flexible, strategic delivery models.
• Foster a culture that attracts and retains top talent.

Ultimately, what excites me most is seeing a city reshape itself against its big challenges — in this case, turning traffic frustration into flow. That’s the legacy of Easing Sydney’s Congestion, and it’s a program model we’re ready to replicate wherever the next challenge arises.

The post Easing Sydney’s Congestion: Five years on appeared first on Blog.

Ed Ang is an associate director in strategic engineering based in Sydney. He is a chartered professional engineer in both Australia and the UK, specializing in mechanical and fire safety. Over the last 15 years, Ed has worked on many major buildings and infrastructure projects as a multidiscipline design manager, project manager or as a specialist in fire and risk. Ed works closely with 91Ӱ��’s key clients to develop integrated solutions to complex project challenges. Through his involvement in Sydney Metro Northwest, Ed was recognized as Sydney’s Young Professional Engineer of the Year 2019.

What inspired you to join the industry? I was drawn to the opportunity to get involved in different projects from a range of sectors. Over 15 years, I have been fortunate to work on stadiums, train stations, road, rail and utility tunnels, substations, naval bases, airports, industry buildings and historic buildings. This has helped me to develop a diverse skillset and use my experience across a variety of sectors to help solve our clients’ unique challenges.

What is your favorite 91Ӱ�� project that you’ve worked on and why? My favorite project to date has been��Sydney Metro Northwest.��We were faced with a world-first challenge of integrating a fully automated driverless train into an existing heavy rail corridor, alongside conventional trains. There was no precedent around the world at this scale.

It meant that we had to develop a brand new certification framework that allowed this to be certified and accepted by our client, Transport for New South Wales (TfNSW), while we also utilized digital tools like laser survey as part of our work.

This was only made possible by fostering a collaborative culture to support engagement not just with TfNSW, but with the many stakeholders on the project including operators, constructors, safety agencies, emergency services, local councils and disability councils.

Our integrated approach across many technical disciplines helped us to provide a more holistic and efficient outcome which contributed to the Sydney Metro Northwest project opening on time.��This project was memorable for me in many ways, and it led to recognition from Engineers Australia as the Sydney Young Professional Engineer of the Year in 2019.

Tell us a story of how your work positively impacted the community. What inspires me most is that the projects I have worked on directly benefit the people in our communities – by improving their journey to work, improving quality of life, or by supporting access to energy and increased comfort in the home. Knowing that I have contributed to improving people’s lives is hugely fulfilling, and one of the main reasons I became an engineer in the first place.

The experience I have gained has helped me to contribute voluntary time to assist governments and industry bodies in shaping better legislation and providing inputs into a state’s strategic goals for safety and infrastructure.

What career advice would you like to share? One of the things I always try to remember is that “If I have seen further, it is by standing on the shoulders of giants”. I believe it’s important to remember that often what we achieve today is due to the effort and contributions of those who came before us. While strong leadership is vital, collaboration is fundamental to success.��This is a constant reminder for me to appreciate the support and guidance I receive throughout my career, and to be a support for others whenever I can.

The post People Spotlight Series: Meet Ed Ang appeared first on Blog.

Welcome drinks in the Tasman Light Gallery at the National Maritime Museum.

Consolidate governance

Sydney Harbour is the city’s largest and most important physical asset. Over the past 40 years, there has already been a lot of change in how the harbour has been used, and this will continue into the future. We need a consolidated governance body that can plan for the harbour with input from the community. Hong Kong, for example, created a Harbourfront Enhancement Committee. After extensive consultation, this committee issued a research document that became the basis for the Harbourfront Planning Principles. An NGO called the Harbour Business Forum also represents the views of businesses in relation to Victoria Harbour and recommended the Hong Kong Harbourfront Commission, which has been created. Many people in Hong Kong want to set up an authority with executive powers. The commission has examined London and New York as models of how an authority could be structured to help eliminate the many silos that exist across government departments.

Sean Chiao, Asia Pacific 0resident, 91Ӱ�� welcoming guests.

Connect the harbour

The natural and cultural value of Sydney’s harbour benefits residents and attracts tourists, investors, and international talent. At present, however, too much land is not accessible or well connected. Some of the most desirable cities in the world, including New York and London, have better access to their waterfronts, and people can walk the length of them, which is not possible in Sydney. More needs to be done in Sydney to make the foreshore more accessible, both by foot and by transit.

Doug Ferguson, chairman, Asia Society, welcoming guests.

Prepare for more tourists

Australia receives over 8 million visitors per year. Tourism is one of the country’s largest industries, employing one in 13 Australians. Out of the 8 million annual visitors, 3.5 million come through Sydney, many arriving via the 311 cruise ships that dock here each year. But can Sydney’s current infrastructure absorb projected increases? The new airport at Badgery’s Creek alone is expected to handle 10 million passengers by 2025 and up to 84 million by 2060. What additional infrastructure does Sydney require to meet future demands?

Nicholas Brooke, chairman, Hong Kong Harbourfront Commission, presenting keynote address.

Join a city region

Panellists felt quite strongly that to compete globally, Sydney needed to be better connected with its neighbours in a ‘city region’. This would encompass, at a minimum, Newcastle and Wollongong, and potentially Melbourne or even Brisbane and Canberra. In response to intense competition between Hong Kong and Shenzhen and Shanghai, China’s Great Bay Initiative is connecting nine cities in the Pearl River Delta to the two Special Administrative Regions, Hong Kong and Macau, via high-speed rail. This will connect 67 million people to Hong Kong within a travelling time of only 1 hour and 15 minutes.

Panel discussion being led by James Rosenwax, market sector director – cities, 91Ӱ��. Panellists from left to right: Dr Stephanie Fahey – Austrade; Joe James – NSW Port Authority; Dr. Sarah Pearson – University of Newcastle; David Pitchford – The Right Pitch Consulting; and Nicholas Brooke – Hong Kong Harbourfront Commission.

Engage the youth��

By 2060, the millennial generation will have been in charge for over 20 years, so today’s young people need to be involved in the conversations around future uses of the harbour. As the average age in Sydney’s planning department seems to be between 50 and 56, we need real inclusion, not tokenism, to understand young people’s perspectives and priorities. We heard the example of an architecture class participating in discussions about how to redevelop The Bays Precinct in Sydney for the better part of a year, which led to wonderful ideas being shared.

Improve affordability

For all its strengths, one weakness of Sydney is its widespread reputation as being very expensive. This is a real concern, as poor affordability discourages workers from living in a city, which curtails investment, especially from start-up entrepreneurs and small businesses. Connecting Sydney to neighbouring cities by high-speed rail could reduce the housing pressure and make the city more competitive. We also need to attract venture capitalists and experienced entrepreneurs to act as mentors to start-up entrepreneurs, and improved affordability will help in this regard.

Protect environment and heritage

Sydney Harbour faces challenges to its environment, including global warming and loss of biodiversity. Marine infrastructure must be developed to protect and enhance biodiversity. Heritage buildings should be preserved and repurposed and could help solve the challenge of affordability. Heritage buildings are often given a new lease of life by being renovated to host start-up companies and business incubators, which often value them for their aesthetic appeal and relative affordability.

By 2060, Sydney’s population is anticipated to exceed 8 million. This enormous growth needs a healthy framework if Sydney is to maintain its authenticity. As Sean Chiao, 91Ӱ��’s president of Asia Pacific, said at the event, “The real complexity of cities comes from the people who inhabit them, not just from their physical environments. We need to think about building cities for future generations and to think of them as being about places to live, to create culture and to conduct business, whilst respecting the environment.”

The post Exploring the future of Sydney Harbour appeared first on Blog.

The Agenda-Setting Workshop, as it’s known, marked the first step towards greater resilience for Sydney and recognised the work already underway. Lord Mayor Clover Moore welcomed participants, with Elizabeth Yee, vice president, strategic partnerships and solutions, and Nicola Thomson, associate director, representing 100RC.

Mara Bun chairs the panel.

Participants were encouraged to explore the meaning of resilience, debate the city’s current strengths and weaknesses and thus help set the agenda for the future resilience strategy to be drawn up over coming months.

Run by 91Ӱ�� as workshop partners, the event was hosted by the City of Sydney on behalf of the whole of Metropolitan Sydney, where there are 41 local councils and strong State Government interest. However, so successful was the workshop that 40 of the 41 councils attended with an equally strong State Government presence. Others participating in a very broad spectrum of stakeholders were from the banking and the insurance industry, social sustainability groups, environmental and food security advocates and indigenous representatives.

Norma Shankie-Wiliams at the City Resilience Framework (CRF)��wheel,��an expression of the��interrelated elements of city resilience.

As part of membership of the 100RC network, Sydney will receive:

• Financial and logistical assistance to establish a chief resilience officer (CRO), who will be recruited into the City of Sydney Council and who will lead the resilience strategy for Sydney and the wider metropolitan region
• Support for the CRO in leading the development of a resilience strategy
• Access to a platform of innovative organisations, from the private, public and not-for profit sectors, which provide services and tools to help design and implement the resilience strategy.
• Sharing of information between cities to foster best practice solutions and address problems collectively.

91Ӱ�� are already involved in resilience work for other 100RC cities around the world including Melbourne, Christchurch, San Francisco, Bangkok and Wellington, and as Workshop Partners in Sydney, played a critical role in the success of the event.

Suzanna Remmerswaal populates the CRF.

Led by me,��with five senior 91Ӱ�� people involved in facilitation on the day, the event was an unqualified success in achieving its outcomes. Playing a key role in facilitation were Jacinta McCann, Stephen Callaghan, Justine Kinch, Roger Swinbourne, Victoria Chantra and Lester Partridge. There was tireless support from Suzanna Remmerswaal and Rachelle Newman as the 91Ӱ�� team supported City of Sydney staff throughout the day.

Ongoing stakeholder consultation will form a key part of developing the resilience strategy for Sydney, and all participants of the Workshop, together with those unable to attend and newly identified stakeholders, will be invited to participate as the journey continues.

91Ӱ�� is hoping to build on the success of the Sydney Workshop to support Sydney as a strategy partner going forward.

Norma Shankie-Williams is a technical director with 91Ӱ�� in Sydney.

The post Sydney embarks on the 100 Resilient Cities journey appeared first on Blog.

This return trip, however, is really special. As 91Ӱ��’s lead for the 2015 US-Australia City Exchange on Local Finance Mechanisms, I’m accompanying 20 city leaders from New South Wales, Australia, to examine innovative funding and financing mechanisms used by city counterparts in Los Angeles, Phoenix, Dallas, Chicago and New York.

The 10-day peer-to-peer exchange is presented by the Future Cities Collaborative, an initiative of the����at the��, Australia, with the support of NSW Trade and Investment and��91Ӱ��.

Having kicked off in Los Angeles, California, yesterday, my US counterparts and I are looking forward to hosting exchange delegates (including mayors, councillors and business leaders) in each city and providing introductions to local civic leaders and case study projects that demonstrate “best practice” funding and financing methods for infrastructure and urban renewal projects.

As a firm advocate for government reform and innovation in procurement practices for critically needed infrastructure, I’m really excited at the potential for knowledge sharing during the exchange, and for positive action in and around our cities after it.

When I introduced this year’s exchange delegates to US funding and financing mechanisms in April and May during the Mayors’ Forum – a central component of the Future Cities Program held during the lead up to the exchange – I could sense a real enthusiasm among Australian government leaders to be bold in meeting the country’s infrastructure backlog. We all recognise the need to leave a legacy, not a liability, for the future. Well planned and appropriately funded infrastructure will be an important part of that legacy.

The cornerstone of the Future Cities Collaborative – the Future Cities Program – is to support both regional and metropolitan city leaders from New South Wales and provide them with the knowledge, skills, and resources to build sustainable and liveable communities.

With what we’ve got planned over the coming 10 days or so, I think we’re in great shape and, following the City Exchange’s conclusion on 3 July in New York City, we look forward to the release of a 2015 City Exchange report featuring case studies and “lessons learned” to share with NSW state and local government partners, US host city sponsors, and other supporters.

Follow our journey as we make our way across the US. Daily posts and images will be uploaded to the , while 91Ӱ��’s respective city leads will be sharing their own thoughts throughout the week, right here on Connected Cities.

Joe Langley is a technical director, Infrastructure Advisory, for 91Ӱ��, based in Sydney. His Value Capture Roadmap is being released by Consult Australia in July.

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The post Financing urban infrastructure in the US and Australia appeared first on Blog.

Congratulations to Cascais, Cleveland, Edmonton, Goiania, Johannesburg, Las Vegas, Paris, Sydney, Venice, and Yokohama! Out of over 200 cities that took part in CDP’s cities program in 2014, these ten score the best for the quality and completeness of their environmental risk reporting.�� To highlight their achievement, CDP has created in-depth InFocus reports for each city.

In addition to congratulating these cities, it is also important to examine what made them top-performing cities in 2014.�� What common climate actions are these cities taking?�� What type of data do they report?

Using CDP’s , we can take a deeper look into their activities.�� In general, these cities report complete and accurate data across all themes, including city-wide greenhouse gas emissions, risk and opportunities, and climate strategy.�� Let’s look in-depth at greenhouse gas emissions and efforts to reduce them.

Measuring city-wide emissions

All of our top cities measure and report the total city-wide emissions for their municipalities.�� Most of these inventories are recent — Johannesburg completed its most recent inventory in 2013, while every other city in the top ten completed their inventories after 2010, with the exception of Venice, Paris, and Sydney.

Cities also report why their emissions increased or decreased since last year.�� Here, the challenges of managing emissions at the city-level become apparent.�� The City of Edmonton, which noted a slight increase from its last inventory, explained that a drop in residential natural gas consumption was likely related to weather changes, while the reason for an increase in its industrial emissions was unclear.�� Changes in the electricity mix of the grid after the 2011 Great East Japan earthquake drove Yokohama’s slight increase in emissions.���� Even for these leading cities, managing emissions at the city-level is a difficult job.

Emissions reduction actions

This data set shows the incredible scope of activity that these ten cities are taking to cut emissions. ��Las Vegas reports 22 individual emissions reduction actions, including a project to deploy smart energy meters to residential buildings.�� Paris, which reports 27 emissions reductions activities, has also calculated the total project emissions reduction over lifetime associated with each project – as do the likes of Cascais and Cleveland.�� ��Cleveland reports the largest single emissions reduction, from a suite of energy efficiency retrofit measures for residential and commercial buildings, which will save the city over 2 million metric tons of CO2e over the lifetime of these projects.

Find out more about how each top-performing city is tackling climate change in their InFocus reports:

You can explore more data from these top-performing cities on climate risks and opportunities, target setting, and more on our open .

Kyra Appleby is the head of CDP’s cities program.

The post What does it take to be a leading city? appeared first on Blog.

While Jacobs’ book was primarily a critique of 1950s American planning policy, her quote above remains relevant over half a century later.

Around the world, governments, developers and planners are grappling with difficult decisions about how cities should develop. In an age when technology is knocking down barriers to participation and opening up opportunities for collaboration, the best and most progressive cities are those where communities are playing an active role in helping decision-makers make the right decisions.

When you think about it, it’s a no-brainer. Design, planning and development in a city’s context cuts across governance, investment, business and stakeholder buy in, and goes to the heart of a city’s identity. Who better to provide pragmatic, user-driven advice on how cities should develop than those riding our trains and trams on a daily basis, driving or cycling on our roads, playing in our parks and shrugging off the daily frustrations that affect most major cities?

This year, 91Ӱ�� has launched two people-powered, city-wide conversations about the future of Melbourne and Sydney. Melbourne NEXT and Sydney Connected both sought ideas and input from residents, visitors and those with links to the two cities on issues ranging from business growth and new industry development to social diversity, transport links and the emergence of city precincts.

Sydney Connected was launched in partnership with the recent Sydney Design Festival. We received over 500 responses to our online survey, and the results – released to industry late last month – paint a picture of a vibrant and diverse population wanting a similarly vibrant and diverse city.

It comes as no surprise that, as Sydney confronts the growing pains associated with population growth that will see it home to more than 6 million people in coming decades, 65 percent of respondents named ‘seamless transport links’ as critical to the city’s future.

The replacement or upgrade of elements of Sydney’s creaking public transport infrastructure has, of course, been a topic of discussion for policy-makers for some time, and no doubt a sore point for frustrated commuters for even longer.

While this insight isn’t anything new, it’s yet another important call to action. Certainly, the potential of integrated multi-modal public transport networks comprising heavy rail, light rail and buses is enormous; the public transport networks of Hong Kong and Berlin demonstrate how effective a well-designed and integrated network can be.

But Sydney Connected demonstrated community expectations not just in terms of public transport, but in terms of where and how Sydney-siders are living, or will live.

Thirty-five percent of respondents think new housing solutions – evident in Sydney’s growing appetite for apartment living – and the development of precincts within and beyond the City of Sydney are critical to the city’s future.

In some ways, such a finding could be seen as the latest nail in the coffin of the great Australian dream of house and land ownership. In others, however, it simply points towards changing tastes and a realisation that, as Sydney’s population grows, vertical communities and apartment developments will offer the 21st century amenities – including transport links – residents and visitors expect.

There are, of course, all sorts of questions surrounding the sustainability of Sydney’s inner-city apartment boom, as well as others of affordability and social cohesion. But we can also see, through�� building precincts such as Green Square Town Centre in inner-city Sydney and further west in Parramatta, there is enormous potential for diverse and functional communities that are properly planned, properly linked to transport, and able to cater for diverse and ever-changing needs.

Sydney Connected and Melbourne NEXT have proven valuable opportunities for 91Ӱ�� to engage the community around the necessary steps our two major cities need to take to evolve. It’s surprised us all how passionate many responses have been, and we’re hoping from this passion follows momentum for positive change.

If Sydney is going to provide “something for everybody”, as Jacobs said in 1961, there needs to be ongoing opportunities for communities to have their say, to connect with policy-makers and planners, and to feel they’re contributing to the future planning decisions that will ensure the Harbour City remains inclusive, accessible, adaptable, and above all, connected.

��James Rosenwax (james.rosenwax@aecom.com) is managing director, Design + Planning, Australia and New Zealand, 91Ӱ��.

The post People power for a connected Sydney appeared first on Blog.

Here in Australia, the Sydney Opera House is arguably the country’s most iconic building, not to mention the centre of the city’s arts scene and a must-see attraction for visitors. Buildings of such stature often unify critics, academics and the general public by reinventing design and setting new benchmarks in innovation.

However, they don’t happen very often. As an industry of engineers, architects, developers and construction specialists, how can we work together to overcome the risks associated with pulling off something special?

More of the same

True innovation means that, as a designer, you’re out on your own. It means going beyond the most current industry standards, a daunting prospect that explains why, as an industry, we too often emulate what has been done before, imitating best practice and pursuing a risk-averse approach.

When ‘more of the same’ is created, the environment in which innovation flourishes is stifled. Over-analysis of new design concepts can over-complicate the process and create uncertainty around construction practicality, leading to a lengthier design phase and subsequent higher costs. In hindsight, it’s questionable whether some of today’s landmark buildings would be built today given more complicated procurement processes and the increasingly contrasting objectives of architects, developers, contractors, engineers and government.

Overcoming hurdles in innovation

Every so often, though, the risk is taken and it pays off. To break down some of these barriers to innovation, we need to start by reviewing the drivers for each stakeholder, and how these might change depending on the role of a building. For example, innovation is much more prevalent in the public sector, where structures like art galleries, law courts, museums and universities are driven by reputation. Universities, meanwhile, are more likely to invest in innovation to attract the best students.

For example, 91Ӱ�� is working with the University of Technology (UTS) in Sydney on the new Dr. Chau Chak Wing, designed by distinguished architect Frank Gehry. The defining characteristic of this building is its unique masonry façade, which contorts and twists in a three-dimensional plane for the full height of the 14-storey structure. These inclinations and curvatures created structural engineering challenges not normally encountered in cavity clay masonry veneer façade construction, and go beyond current codes and standards. In collaboration with UTS and the brick supplier, 91Ӱ�� developed a unique brick, tie, mortar and backing system that solved the load, constructability and complex geometrical issues to generate a practical solution to enable such an extraordinary façade, and allow a near-impossible feat of engineering to be realised. It was crucial for all design teams to work closely together to ensure the complexities were effectively addressed and that the final solution successfully captured the architect’s design, which is set to push the boundaries and set a precedent for future architectural design in Australia.

A thorough understanding of the wider benefits of innovation for all stakeholders will help us to drive forward unique projects that may otherwise be overlooked. For example, private developers tend to be more driven by achieving higher margins, which require more rapid construction of buildings and perhaps less focus on the design stage. The reality is that iconic buildings will cost more to construct. However, it is more likely that they will attract higher-profile tenants and longer-term tenancies, which is a key opportunity in sectors such as commercial and retail.

Practical, logical thinking cannot be underestimated with regard to its critical role in achieving iconic structural forms and innovation. No amount of complex analysis can transform a fundamentally flawed concept if it is missing the key ingredients of buildability and efficiency. In many instances, it is technology that is progressively removing this barrier and opening up exciting opportunities for invention. It can enable optimisation of structures and an understanding of behaviour that once could only be estimated in a manner that lead to conservatism and simplification. We should look to use this important resource to overcome over-complicated concepts and drive practical solutions to existing constructability issues.

Bravery is not a word often heard in the construction sector. It is more of a taboo than an attribute of honour. But bravery is what is needed to inspire future generations who enjoy and benefit from our iconic buildings. Bravery from not just engineers, but a collaboration of visionary souls in our industry, who together can make better informed decisions that not only satisfy the aspirations of the ultimate building end user, but also drive the long-term vision for our cities to support economic growth and prosperity.

Stephen Giblett (stephen.giblett@aecom.com) is director of building structures for 91Ӱ�� in Sydney.

The post Iconic buildings: overcoming the risk appeared first on Blog.

The Australian Bureau of Statistics forecasts that the populations of Sydney and Melbourne will grow to 7.8 million each by 2052, a respective increase of 66 percent and 86 percent over a 40 year period.

Such rapid growth prompts some obvious questions, the answers to which are less obvious:

Where and how will all these people live?

Where will they work and what will their jobs be?

An increasing challenge for local government is how to balance policy objectives of a diverse employment market with increasing demand for residential development. As our cities become more connected through transport, planning, and urban renewal decisions and outcomes, it’s a balancing act that’s proving difficult.

The employment and residential nexus

Over the last decade, rising housing demand has seen a significant increase in high-rise apartment developments in Australian cities, resulting in debates regarding overshadowing and the visual impacts and merits of urban densification. In some Melbourne suburbs, for example, the proposed application of new planning regulations could limit higher residential densities in certain areas.

Meanwhile, there’s been a continued shift in employment focus across Australian cities. Melbourne’s manufacturing sector continues to decline, while the much-touted transition to a more “knowledge-based economy” – namely increased opportunities in the health and business services sectors – shows early promise but will take time to translate into major points on the economic scoreboard.

The challenge for inner-city local governments is how to support the growth of these emerging sectors while maintaining and supporting light industry, small business, and retail, all desirable and essential parts of healthy, functional and connected cities.

The problem is that increased demand for residential development has already substantially impacted these activities, forcing them farther out of the city.

The term ‘mixed-use’ is often promoted as a way to address these challenges, but the uncomfortable truth is that few developments successfully achieve their primary objective, resulting in a ‘mixed bag’ of outcomes. Further, the rental expectations for these premises can also be significantly higher when compared to the spaces they have replaced. What tends to be delivered is a residential development with retail or small office provision at the ground floor, an approach that often results in a disconnect with the actual local demand for such spaces. They often lack the physical features that allow them to be attractive work places, and prove difficult to adapt to other uses without creating conflict for the residential portion.

Global lessons learnt

The Greater London Authority’s (GLA) policy objective to deliver mixed-use developments holds lessons for us here in Australia. Its inclusion of active frontages and employment spaces has resulted in ground floor retail space of predominantly residential buildings often being boarded up and unoccupied, creating an unwelcoming and unpleasant urban environment in many middle-ring suburbs.

We can’t allow such outcomes to eventuate here in Australia. Encouragingly, however, a number of approaches can be adopted to address this emerging employment and residential nexus.

Smarter design is a crucial factor at both the precinct and building level. There is often the tendency to deliver a standard product that limits diversity and fails to provide for multiple users. Good mixed-use developments can introduce a level of complexity that not only delivers visual interest, but provides additional market opportunities.

Cross-subsidies between uses and inclusionary zoning mechanisms meanwhile present an interesting layer into the process, but they need to be calibrated at detailed scale and applied to specific areas to be both commercially and socially successful. Such an approach has been used in the planning and development of Hackney Wick in London. While still in its early stages, Hackney Wick has had robust technical support and strong leadership from the GLA, and may present a way forward in providing homes and jobs for a growing population.

Local government must inform and test its structure planning process, and it should be supported in these efforts by an analysis of the market to understand not just existing and future demand, but to recognise the requirements for the job sectors it wishes to support.

This will ensure that local government is able to clearly articulate its ambition and guide development in a way that utilises market forces to deliver short and long-term benefits for our cities and their communities.

If tomorrow’s Sydney and Melbourne are to reach their potential – if “home is where the jobs are” – we need to get cracking; the people – millions of them – are coming, and they’re going to want somewhere to live and somewhere to work.

Adam Williams (adam.williams@aecom.com) leads 91Ӱ��’s Design, Planning and Economics practice in Victoria.

The post Mixed use can be a mixed bag appeared first on Blog.

I gave my best friend, Sarah, the book The Power for Christmas. Yesterday she emailed me saying that “if it only does one thing –��to make me grateful with my lot –��then that’s enough for me.”

If you’ve read The Power, you know it says that “like attracts like” and that “what you give out you receive back.” Some would say it’s about being grateful, and I agree. It’s why I write in my gratitude diary every night.

Last week was a terrible week for cycling in Australia. Last Sunday, a car collided with a bunch of cyclists in Sydney, and an Adelaide woman died from injuries sustained after a collision with a car.

The next day, video footage was released in which a cyclist in Brisbane was hit from behind by a car. On Tuesday, a Melbourne taxi passenger opened a door in the path of a cyclist.

The list goes on, but I’ll stop the negative stories right here and simply ask, is Australia cycling against the Law of Attraction?

I think both cyclist and car drivers are.

I’ve had it with this car driver vs. cyclist war. The more I see, the less I like. It leaves my head spinning and my heart screaming and it’s undoing all the good work that many of us are doing to encourage riding a bicycle as just one step to help cut the Aussie obesity epidemic. As Jamie Oliver says, Australia is now fourth in the list of the unhealthiest places on planet earth.

Right now Australia has two problems.

Firstly, too much negativity. As The Power��says, negativity creates negativity, which creates a vicious cycle of anger and resentment. Take my Facebook friend John. He likes to tell Council exactly what he thinks. But what it really means is that Council is diverted into solving John’s endless dissatisfaction and grievances.

As a nation we’re so angry that we never stop and think about how to solve the actual problems. If we really want things to change – for cyclists and for car drivers – we have to do the slow and difficult work to identify the real problems. Wouldn’t it be great if people like John were part of the solution rather than just shouting about the problems?

Secondly, like it or not, Australia will never be like Copenhagen or Amsterdam. Our land use planning is completely wrong for cycling. The Australian Dream was – and maybe still is – space: a big house, a big backyard, and space for lots of cars. Everyone copied everyone else and so now Australia is full of big houses. Normal is driving through traffic in a car that you are still paying for to get to the job you need to pay for the car, and the house you leave vacant all day so you can afford to live in it. As Brisbane Lord Mayor Graham Quirk said at my Australian Citizenship ceremony last week, “We need to respect each other and we need to leave the hatred behind.”

Now, he wasn’t talking directly about cycling, but he’s right. Cyclists need to respect car drivers and car drivers need to accept that cycling is a valid mode of transport.

So let’s start cycling towards the Law of Attraction.

• Let’s celebrate the positive achievements, however big or small. As Bicycle Network tweeted last Friday, “Despite this week’s media storm, let’s not forget that Kirsty, a year 12 student, rode to school for the first time.”
• Let’s work on the things that we can influence and control, and ignore the ones we can’t. How about cyclists stop jumping red lights and swearing at car drivers and car drivers stop driving whilst talking on their mobile phones, driving too close, and beeping their horns?
• Let’s be grateful for what we have. Australia has some world-class cycling infrastructure; Brisbane’s Bicentennial Bikeway, and Bourke Street Bikeway in Sydney to name but two. Rottnest Island has the largest cycle hire in the southern hemisphere while my mate Jonathan Giles attracts more than 100 people to his “Cycle Chic” bike rides with just a couple of Facebook posts.

We create our reality with our thoughts. Australia may never be a cycling utopia, but different road users can respect each other, and we can leave the hatred behind. And if we all only do one thing, let’s cycle towards the Law of Attraction, not against it. Like my friend Sarah says, “we can start with being grateful with our lot.”

Rachel Smith (rachel.smith@aecom.com) is an internationally-recognized��urban planner and commentator, and principal transport planner with 91Ӱ��’s Brisbane office. Connect with her on����or��, or follow her blog��

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