1. 1 “BUILDING THE FUTURE” NATIONAL CONVENTION AUSTRALIAN NATIONAL UNIVERSITY, CANBERRA APRIL 2000 Presented by: Bill Wright, Domain Director, City of Marion Genesis Management Services Pty Ltd THE DOMAIN - LAUNCHING A COMMUNITY INTO THE NEW MILLENNIUM -

2. 2 AIMS FOR THIS PRESENTATION 1.To describe the Domain Project –in current terms –in future terms as a regional catalyst for creating a new society in the new economy 2. To illustrate the importance of –partnerships and alliances –an integrated asset management approach (physical, virtual, business & human resource assets)

3. 3 CITY OF MARION

4. 4 MARION REGIONAL CENTRE Westfield Shoppingtown 2nd largest centre in Aust 1.3 m shoppers per month $470 m investment site area - 18.5 hectares floor area - 12 hectares 9 major stores 274 specialty shops 30 cinemas 5000 car-parks Adelaide’s premier shopping Market share 21.4% Rundle Mall 17.5%

5. 5 REGIONAL CATCHMENT PERSPECTIVE

6. 6 REGIONAL CATCHMENT POPULATION

7. 7 MARION REGIONAL CENTRE REMAINING DEVELOPMENT SITES Development Areas Domain (5 hectares) Westfield (4 hectares) behind Council off Sturt Rd (1.5 hectares) $The end result is for the Marion Regional Centre to become...… a new city!

8. 8 NEARLY HALF THE SIZE OF ADELAIDE CBD

9. 9 MARION HUB “BUILDING ON STRENGTH” Significant resources in $manufacturing $retailing $science $health $education Marion Regional Centre Mitsubishi Science Park Flinders Medical Centre Flinders University

10. 10 POSSIBLET TELSTRA BROAD BAND FIBRE ROLL-OUT

11. 11 - PROPOSED “TELSTRA” HI-TECH CORRIDOR $ proposed hi-tech corridor loop $ linking Marion, Adelaide, Salisbury $ a multi-media super-corridor for SA

12. 12

13. 13 MASTER PLAN - Sept. ‘99

14. 14 DOMAIN ALLOTMENT PLAN

15. 15 NEW MARION CULTURAL CENTRE

16. 16 SITE PLAN & FLOOR PLAN FOR CULTURAL CENTRE

17. 17 Possibly at a later stage extend the deck a new pedestrian ramp a new street above-deck infill development MASTER PLAN - STAGE 2

18. 18 NOT JUST A PROPERTY DEVELOPMENT BUT A CATALYST FOR ECONOMIC & COMMUNITY DEVELOPMENT $ encouraging the development of $e-commerce $a continual learning culture $a knowledge based economy $home-based businesses, incubation & start-ups $a showcase for all stakeholders of best practice strategies & solutions $a major boost for investment attraction and job creation

20. 20 PRODUCT DEVELOPMENT & COMMUNICATION OBJECTIVES A distinctive place A learning & cultural place A meeting place A market-place A living place A productive place A creative place A competitive place INCORPORATED INTO A “BRAND STATEMENT” USE AT MACRO & MICRO LEVELS ENSURE PHYSICAL & VIRTUAL CONVERGENCE

21. 21 WESTFIELD STRATEGIC ALLIANCE JOINT PHYSICAL MASTER PLANNING JOINT IT STRATEGIES JOINT ENERGY EFFICIENCY STRATEGIES JOINT “MARION CITY CENTRE PROMOTION

22. 22 TELSTRA STRATEGIC ALLIANCE City of Marion and Telstra - Strategic alliance partners since 8 th July 1998

23. 23 TELSTRA / MARION STRATEGIC ALLIANCE AGREED PURPOSES establish a “smart city” establish an information centre based on the Domain to serve as the information hub for the smart city and adjoining region and as potentially the leading E-commerce centre in Australia establish a “world showcase” for IT&T infrastructure and enabled services. stimulate demand in the area and accelerate the “take-up” of enabled services

24. 24 “TIMEDANCE” STRATEGIC ALLIANCE ASPECT COMPUTING IT Strategic Business Consulting, Project Management (IT), System Integration, Applications Development KINSMEN Commercial Identification, Project Management (Physical), Procurement, Operation &/or Transfer Online services role (through “Marion Online”) “To provide a commercially viable community based online services gateway for products & information”

25. 25 The Regional Portal Strategy Marion Online Businesses Cultural Centre Community & Not-for-Profit Organisations Education & Training Government Services Council Services Health Services

26. 26 MARION ONLINE FEATURES $ intranet-based regional portal $ superior user benefits in speed, cost & relevant content $ networked applications and accessibility $ improved customer service understanding & delivery $ E-Commerce development platform $ stimulate stakeholder and community participation $ to help catalyse economic & community development $ provide a base for a regional telecommunications strategy

27. 27 A strategic competitive advantage Latest online shopping research in USA confirms nexus Translate the existing strength of the physical into the virtual Capitalise on:- the ‘Marion’ brand (72% of shopper top of mind recall) regional catchment size 250,000 (total potential reach 1m) monthly “physical” visitation - 1.3 million Implications for Marion Online :- ready brand identification strong links between existing “physical” portal and “virtual” portal opportunity to create a “physical portal” into the online world opportunity for strong community-based networks and promotion stronger potential for identification, trust & loyalty than other portals Other international & national portals don’t (at this stage) have these strengths. THE PHYSICAL/VIRTUAL NEXUS

28. 28 MARION HUB

29. 29 MARION HUB the “engine room” central place for the City of Marion central place for a regional catchment of 250,000 Marion Hub area includes Marion Regional Centre Marion Road Business Precinct Science Park Flinders Medical Centre Flinders University Mitsubishi

30. 30 MARION HUB CLUSTER MEMBERS City of Marion Westfield Flinders University Science Park Land Management Corporation Sir Mark Oliphant Building (Flinders University) Centre for Lifelong Learning Education Cluster Flinders Medical Centre Mitsubishi Telstra Timedance (Kinsmen & Aspect Computing) Citipower

31. 31 MARION HUB CLUSTER stimulating growth and effectiveness for each stakeholder and for the Marion Region as a whole. A cooperative approach to the development of physical assets virtual assets business assets human resource assets for the region To meet the challenges and opportunities in the new global information age.

32. 32 Flinders University  Significant presence in the local community - -employment, residents, etc.  Resource for the community in terms of - research expertise e.g. public health, community attitude surveys, multimedia design and development, sociological and employment studies - contract consulting (across a broad range of areas) - education services (includes lifelong learning) - industry development  commercialisation of research  business incubation - student placements (singly, in teams)

33. Presentation to the Marion Hub Cluster ‘Marion: A Learning City’ Professor Denis Ralph Executive Director March 2000 Centre for Lifelong Learning and Development

34. The Learning Society: A State Government Priority Statement of Economic Directions ‘The State needs to work towards the development of a learning society in which everyone has the opportunity to learn all their lives…..and all people have a desire for Lifelong Learning……’ ‘..Government will design new models for providing lifelong educational services, in partnership with local communities, education providers and business.’ ‘Lifelong Learning in the work place being promoted and achieved through partnerships amongst providers, industry and research organisations, supported by the Centre for Lifelong Learning and Development.’ Professor Denis Ralph Centre for Lifelong Learning and Development

35. Lifelong Learning a reality for all Lifelong Learning as a ‘cradle-to-grave’ process Lifelong Learning for:  personal fulfilment  social development of communities  economic prosperity of our State Pursuit of knowledge about learning and learning for knowledge and skills development Professor Denis Ralph Centre for Lifelong Learning and Development The Learning Society: A State Government Priority The South Australian Government has given the Centre for Lifelong Learning and Development the following Charter:

36.  Learning encouraged  Innovation everywhere  Continuous pursuit of knowledge  Learning achievements celebrated  Strong partnerships  Socially just & cohesive  Economically sustainable  Global/Local perspectives  Quality learning infrastructure  Corporate citizenship  Community conversations  Learning culture  Flexible pathways  Seamless transitions  Learning seen as an investment  Technology infusion  Active civic participation  Barriers to Lifelong Learning addressed  Diversity celebrated  Learner driven  Culture of continuous improvement Attributes of a Learning City 

37. Professor Denis Ralph SA Centre for Lifelong Learning & Development City of Marion’s Learning Landscape Employment Brokers / Enterprises Secondary Schools Douglas Mawson TAFE Flinders University Marion on-line Marion Cultural Centre Sporting Associations Housing & Welfare Agencies Community Clubs Service Groups Childcare Centres / Playgroups Churches Primary Schools / Kindergartens The Home Other Groups, Centres & Organisations Libraries & Museums City of Marion: A Learning City

38. Education Cluster 1. Improving education, training and employment opportunities through increased integration and cooperation between providers 2. Improving the quality of life for all citizens by building a sense of being, belonging and becoming 3. Initiating and supporting appropriate community development projects 4. Coordinating and supporting a collaborative approach to market research, marketing and promotion activities 5. Increasing community awareness and adoption of new technologies The role of the Education Cluster Steering Group is to advance the development of the region’s Human Resource Assets by:

39. 39 NEW STATE GOVERNMENT HUMAN RESOURCE DIRECTIONS LIFELONG LEARNING COMMUNITY DEVELOPMENT AS THE CUTTING EDGE FOR ECONOMIC DEVELOPMENT STRATEGY HPEC - HIGH PERFORMANCE ENTERPRISING COMMUNITIES

40. 40 Land Management Corporation agency of the State Government owns several key land parcels in Science Park supports investment attraction (eg. Call centres)

41. 41 MITSUBISHI corporate goal “to be recognised as a good corporate citizen, acting with integrity and social responsiveness”. delivery to line systems, with good local direct connected suppliers good local infrastructure allowing cost effective communications to all local community of technology aware and capable groups & individuals

42. 42 FLINDERS MEDICAL CENTRE adjacent to Flinders University 430 bed public teaching hospital university school of medicine 100 bed private hospital owned & operated externally operating budget $147m employees - 2,189 full time equivalents telehealth links opportunities for partnership alliances within hub area market research partnerships possible location of services on the Domain

43. 43 Adding Value to The Domain & Marion Hub ”Our consortium will greatly enhance the lifestyle & value for occupants and other stakeholders of The Domain and Marion Hub through:  lower costs  better services  greater convenience and  a wider range of higher quality products.”

44. 44 Citipower - 3 Business Units 1.An Electricity Distributor 2.An Energy Retailer in South Australia 3.An Energy Asset Manager

45. 45 Energy Infrastructure Ownership & Management  Reduced Capital requirements  More energy efficient Design & Operation  Comprehensive maintenance  Improved long-term Asset Values  Single Point of Responsibility  Release of Management Time  Risk Transfer Energy Asset Management

46. 46 Macro Infrastructure Services Provision  Electricity generation  Electricity supply and distribution  Gas supply  Chilled and Heating water  Standby energy systems  Street Lighting  Energy metering and monitoring

47. 47 Micro Infrastructure Services Provision  Air conditioning and ventilation systems  Mechanical services  Power distribution systems  Lighting systems feature and functional  Building automation and energy management  Active and passive systems  Support engineering  Facilities Management  Thermal facade and operational modelling  Energy predictions and performance guarantees  Energy Consulting Activities

48. 48 Energy Management & Control Systems Ongoing Asset Management Continued Auditing Sophisticated Remote Monitoring Centralised Network Alarms Remote Meter Reading of All Utility Services Ability to Check Energy Usage “On Screen” Energy Demand Management Only One Bill for all Utility Services Electronic Bill Payment

49. 49 CITIPOWER SERVICES FOR CULTURAL CENTRE Review Proposed Base Design –Active Systems for HVAC »conformance to energy efficiency design principles in design contract and design brief »energy performance and maintenance recurrent »predict the total life cycle cost –“Passive systems” for building design »building form, orientation, materials, insulation, fenestration and lighting etc) »facility modelling for passive design techniques, embodied energy and lighting Propose and evaluate alternatives (inc. renewables) BOOT proposal Design modifications

50. 50 PRESENTATION SUMMARY to launch a community into the new millennium we need a new wave of strategic thinkers & generalists opportunities to build on strength physical assets business assets human resource assets (social capital) physical / virtual convergence is a must need a quantum leap by 3 tiers of government in strategic thinking at the grass roots level, about service rationalisation and customer relationship management bottom line is empowerment for the individual opportunities for customer-led aggregation revolution