Application of NEW BUTTERWORTH REGENERATION PLAN: EMPOWERING COMMUNITY & PUBLIC SPACES

A. Profile of the Initiative Geographic Region Asia-Pacific Country/Region SEBERANG / MUNICIPAL Name of City/Local Authority COUNCIL Organization SEBERANG PERAI MUNICIPAL COUNCIL Title, Name and Position of Person(s) Leading the Initiative

Basic City Data Population size: 1,062,000 Population Growth Rate(%)1.70 Surface Area (sq.km): 738.000 Population Density (people/sq.km): 1439.000 GDP Per Capita (U.S.$): 11534.000 GINI Index: 0.356 URL/Webpage of Your City: URL/Webpage of Your Initiative: Main source of prosperity (e.g. industry, trade, tourism, creative industry, etc.): TRADE, INDUSTRY, SEAPORT (CONTAINER TERMINAL). TOURISM, AGRICULTURE AND FISHERIES

B. Title and Abstract For a large integrated initiative, please consider submitting up to three initiatives under the same title. For example, you may wish to submit under “Low-Carbon Urban Development for My City” an initiative on public transport, an initiative on energy efficiency in buildings, and an initiative on use of renewable energy. NEW BUTTERWORTH REGENERATION PLAN: Title or Tagline of the Initiative EMPOWERING COMMUNITY & PUBLIC SPACES Sub-title Pekan Lama (Old Town) Regeneration Plan Start date of the initiative 2015-05-01 Tentative End Date of the Initiative (if 2020-12-31 not yet completed) Thematic Areas Governance/Management

Abstract/Short description of the innovative initiative being submitted for Award.(150 words max)

The New Butterworth Regeneration Plan is an initiative programme between Seberang Perai Municipal Council and Think City that sets out a framework to revitalise Butteworth City. Butterworth City flourished gradually since its establishment in the mid-1800s which located within the George Town Conurbation (“GTC”). The site context of the four Regeneration Plans for Butterworth Baharu are Pekan Lama Regeneration Plan, The Harbour Front Regeneration Plan, Bagan Ajam Waterfront Regeneration Plan and Perai River Rehabilitation & Activation. The New Butterworth Regeneration Objectives are:- i. Improvement and activationof Public Spaces ii. Realizing land use potential iii. Making a culturally vibrant and liveable city iv. Embedding a strong sense of community and place identity v. Celebrating historic Butterworth

The four Regeneration Plans combined serve as a long term framework to guide the regeneration of Butterworth Baharu. Together, they foresee both capillary small-scale interventions and major initiatives that can be transformative for the future functioning and perception of Butterworth. The Butterworth Baseline Study focusing on land use and population census provides useful information about the local population, opportunities for the improvement of quality of life and urban planning. The Baseline Study report provides some key highlights about Butterworth has a high residential. The survey shows that Old Town Butterworth has an urban architecture comprising early 20th century shop houses, places of worship and mid- 20th century office building; all underutilized but has high potential for regeneration. In parallel a baseline study was commissioned. The study aims are to; i. Collect, collate, map and analyse baseline population, economic and land use data to inform a Butterworth grants programme and other interventions ii. Use baseline data to monitor change and recalibrate initiatives iii. Use baseline data to measure the impact of interventions and initiatives

The baseline study area is 276 hectare in Butterworth town which is bound Jalan Kampung Paya to the north, Butterworth Outer Ring Road to the east, Jalan New Ferry to the south and Jalan Sungai Nyor /Jalan Raja Uda to the east. Community engagement is key at every stage in order for the local council to provide amenities that will be acceptable to, and fully utilized by, the immediate community within this high density residential area. It is suggested that stakeholder engagements, be conducted to engage with local residents prior to finalization of content and design briefs. Engagement with traders the key at every stage in order for the local council to provide amenities that will be acceptable to, and looked after by the traders. It is suggested that stakeholder engagements, such as surveys and consultations, be conducted to engage with traders prior to finalization of content and design briefs for expert consultants.

C. Background Information Describe the legislative or policy framework under which the initiative is taking place, for example, a public policy document at the central or local government level, a policy statement, a covenant, a compact or internationally recognized agreement including, for example, the Sustainable Development Goals, and/or the New Urban Agenda

The Pekan Lama (Old Town) Regeneration Plan (PLRP) forms the first regeneration plan of the New Butterworth Programme (BBP) initiative carried out jointly by Seberang Perai Municipal Council and Think City (TC) at the local government level.

D. Summary of the Origins of the Initiative

Describe how the initiative came about and what challenges or issues of sustainable development it is meant to address using the following lead questions as your guide. (350 words max)

1. Describe briefly the reason(s) for undertaking the initiative including social, economic, political or cultural challenge(s) or issues confronting the city/region/community. Include where relevant number of people, enterprises or institutions affected. High vacancies and inefficient land use are among the underlying issues in Pekan Lama. The aftermath from various planning and political decisions of past years had left a profoundly negative impact on the old town including the waterfront now separated from the town by the Butterworth Outer Ring Road (BORR), the relocation of local, state, and federal institutions out of Butterworth to newer townships such as Bandar Perda, and Kepala Batas, and the reduction in through traffic after the construction of the PLUS Highway and the BORR. These planning and political decisions have bereft Butterworth of its importance, vibrancy and identity. Leaving in place rows of emptying shophouses and struggling businesses.

New Butterworth Regeneration Plan sets out a framework to revitalise Butterworth by improving the seafront, the Perai river, and the old town. Hence, regeneration plans were prepared to identify action items and to guide the implementation of the programme.

The consists of four Regeneration Plans, namely: 1. Pekan Lama (Old Town) 2. Sentral 3. Sungai Perai 4. Butterworth Waterfront

The development of plan was driven by strategic reasons to: 1) Conceive of a new urban agglomeration comprising George Town and Butterworth to spur economic growth 2) Reduce increasing development pressure on the island 3) Address the issues of neglect and underdervelopment in the mainland 4) Rejuvenate the dusty and almost forgotten historic core of Butterworth in terms of commercial, cultural and recreational activities

The Pekan Lama (Old Town) regeneration plan was developed as one of four action plans to identify, formulate and implement specific actions toward transforming Butterworth into a liveable, sustainable and resilient city.

2. Describe the goals of the initiative in terms of desired change or outcome and timeframe for achieving the change or outcome (for example, change in policy, strategy, business model, technology, means of implementation, financing arrangements, human development and empowerment, measuring and evaluating progress and impact, etc.). The goal of the plan is to help reverse the decline, repopulate affected areas and bring commerce back to the old town through a more efficient land use strategy. The plan looks at ways in which Butterworth can be rebranded to retain existing residents and attract new families and youths to return through repopulation via land use policy, creation of quality public amenities and spaces, greener landscapes, improving connectivity and walkability, celebrating Butterworth through interesting events and activities, encouraging creative industries and returning the lost waterfront to the people.

3. Describe whether the innovation involves any partnership (public-public, public-private, public- community, etc.) and if yes, who is or was the leading partner(s), the role they each played and whether other parties have benefited or are benefiting from your innovation and how? Many partnerships were formed with different stakeholders from governmental organisations to non-governmental organisations and to influential individuals.

For this plan, a key partnership was developed with Think City, a government-linked non- profit organisation with a track record in delivering community-focused urban rejuvenation projects. Think City projects require staff to proactively engage and manage communities and stakeholders in order to achieve the most desirable outcomes. Hence, a Memorandum of Understanding was signed in 2015 between Think City and Seberang Perai Municipal Council to drive the New Butterworth programme underpins our combined efforts in improving the liveability of Butterworth.

Think City’s role in the New Butterworth Regeneration Plan programme is to identify, implement and manage projects with high impact in Butterworth.

Think City’s work on Butterworth focuses on three strategies:

1) Think City Grants Programme (TCGP) Under TCGP the community is encouraged to submit proposals for projects including physical upgrading of buildings, space activation in the form of activities and events, and publications which celebrates and promote awareness of Butterworth

2) Management Initiatives Projects under management initiatives are developed by Think City with endorsement from Seberang Perai Municipal Council when a high-impact item is not addressed through the grants programme or partnership initiative or is in urgent need of intervention.

3) Partnership Initiatives These are identified projects that are developed in partnership with different stakeholders (aside from Seberang Perai Municipal Council) to advance the goals of New Butterworth.

4. Describe the resources used for implementing the initiative, including funding/financing strategy or arrangements and any significant contributions that are not in cash, for example, in human, technical or managerial resources. Seberang Perai Municipal Council has formed a New Butterworth BSpecial Unit that is solely devoted to the resourcing of people and finances, and to expedite governmental processes to implement projects under the programme with Think City.

Think City looked co-funding opportunities to implement larger projects. The organisation also formed its own team in Butterworth to better focus on the implementing and managing of tasks under New Butterworth. Think City also provided technical expertise through internal or external consultants to advise on project implementation.

E. Summary of the Innovative Aspect(s) of the Initiative Describe the innovation for the initiative using the following lead questions as a guide. (350 words max)

1. Describe whether the initiative should be considered evolutionary or revolutionary. Evolutionary would imply that innovation evolved over time based on lessons learned from experience and that the changes or outcomes are cumulative. Revolutionary would imply something quite new or something that has been borrowed from elsewhere but never been tried before in the sector or context in question and therefore bears a certain degree of risk. If it’s borrowed from elsewhere, describe what the linkage with the other preceding experiences is.

A bottom-up strategy through a community grants programme is a revolutionary intiative in Butterworth. The grants programme in Butterworth was adopted from Think City’s George Town Grants Programme (GTGP), Malaysia’s first public grants programme for urban regeneration in a UNESCO World Heritage Site. The GTGP was developed to disburse RM20 million of national funds in George Town through the community over a 4- year period. The grants programme developed a set of requirements to which potential grantees must adhere to including upholding the Outstanding Universal Values (Ouvs) of George Town. In Butterworth, because it is not a UNESCO site, it is able to craft its own version of the grants programme with respect to the local context. Like its predecessor the GTGP, the TCGP was a new way to launch urban regeneration, and with it, the initial steps were taken to create a liveable and sustainable Butterworth.

2. Describe where the innovation is being applied, for example, in policy or strategy; planning, design and implementation; business model or financing arrangement; tools and technology; governance and administration; etc

Think City Grant Programme is applied at the grassroots level. At the grassroots level interested individuals, private entities and other organisations, including other government organisations are encouraged to send a proposal which encourages the following improvements to liveability in Butterworth: promotion of art and culture and/or physical upgrades with public impact (ie, streetscape improvements) to Think City. A bottom-up strategy was the best to reach out to as many stakeholders as possible using public-private partnerships, with public grants acting as an incentive.

3. Describe whether there was or are any obstacles or resistance to the innovation and if so, how were/are they being overcome.

Despite the media annoucement, response to the first round of the grants application media was dismal. Many from Butterworth were unaware of the initiative or did not hear about the announcement. Hence, to raise awareness about the initiative and the grants programme and to gather more participation a series of events for the public at different areas with different parts of the community were done to announce the initiative and to encourage the public to apply.

F. Summary of the Desired Change or Outcome and how it is being Measured

Describe how the initiative, and in particular the innovation, is or will be making a qualitative and/or quantitative change and how that change or outcome is being measured. (350 words max)

1. What change(s) or outcome(s) have you already achieved or hope to achieve? Please describe the nature of the change(s) or outcome(s) in, for example, improved quality of life; new levels of social, economic or environmental sustainability, including new attitudes and behavior; improved efficiency, effectiveness, accountability or transparency, etc. Please describe the scale of the change, for example, primarily local, regional, national or global and where possible, please quantify the change(s) or outcome(s) being achieved.

Since the adoption of the the Pekan Lama Regeneration Plan in 2015; 1. 66 public events have been completed and another 15 are in the pipeline. 2. 6 public realm improvement projects completed, and 11 public realm improvement projects are in the pipeline. 3. 6 public art projects have also been completed, and 1 ongoing public art project.

Significant progress has been made in the Pekan Lama (Old Town) area with establishment of the annual Butterworth Fringe Festival to generative vibrancy and a laneway art prorgramme to draw attention to the place, multiple building resorations and public realm improvements including the creation of two public parks to cater to immediate residents and the greater community.

2. What indicators or metrics are you using to assess the change? Describe who is doing the measuring, and who is using the measurements and how.

Feedback forms are currently used to ascertain public perception of the changes implemented and the activities introduced to Butterworth thus far.

At the end of the five-year period, a multi-method impact assessment to measure the programme’s effectiveness in meeting its strategic goals of catalysing the rejuvenations and transformation of Butterworth will take place. To ensure objectivity, the programme will be assessed by government officials, civil society representatives, subject experts and private sector players. A similar process will be repeated with grant recipients and beneficiaries of the programe. Media monitoring to see how public perception has changed and how effective the outreach has been will be used. Changes in land use, investments in the area through the opening of new offices and businesses will also be used to assess the efficacy of the programme.

3. Describe any specific tools or methods that were developed or applied to improve the chances to attain the desired outcome or change, for example, new working methods, new data and information, new incentives or disincentives, new means of communication and knowledge, new technology, etc.

Engagement with the community is embedded in the work process and it is a critical component in the delivery of BB projects. Engagements and dialogues with the community are used to inform the need of a projects, its content and design, and dictates its outcomes.

Where crucial items are not addressed through the grants programme, Seberang Perai Municipal Council and Think City will proceed with developing initiatives as advised by partners and subject experts to address them.

4. How does the initiative and its intended changes or outcomes contribute to a new image or reputation for your city or community?

Communities that are engaged have a sense of ownership to the place they reside in. They feel that their opinions are sought after and are valued. They are empowered and feel that their contributions in the participatory process can lead to changes. With the successful implementation of projects and events that are attractive, functional and loved by the people, a sense of pride and respect begins to take shape. By empowering communities and fostering civic consciousnesss better decisions can be made for the benefit of the place and its people.

G. Describe what you think other cities can learn from our initiative and what your city/community is prepared to do to further that learning.

Choose any of the above headings or a particular aspect of the initiative that you wish to highlight and that you think best describes the reasons why the innovative aspect(s) of the initiative could be of benefit to improving social, economic and environmental sustainability in cities and regions and, in so doing, to advance the prosperity and quality of life of their citizens. (400 words max)

A bespoke public grants programme is an effective tool in achieving many of our objectives. Importantly, it was the overall programme, rather than individual grant areas or projects, which had the most impact. It is the sum of investing in communities over a number of small projects can kickstart a snowballing effect. When it reaches a sizable mass it has the potential to catalyze transformation in the area.

It is also important to establish a good partnership with Seberang Perai Municipal Counil and Think City, who has the ability to develop strong ties with the community to understand their needs, and from there identify and implement projects that meet the needs of the community to spearhead urban regeneration works with positive outcomes.

The grants programme can be linked to a spatial regeneration framework and replicated in other cities to suit the local context. It is also learnt that when helping communitties that were not well organised, a grants programme can break down complex issues to bite-sized chunks that can be dealt with more efficiency.

H. Relevance of the Initiative to the 2030 Agenda for Sustainable Development, Commonly Referred to as the “Sustainable Development Goals” and to the New Urban Agenda.

Please tick the most appropriate boxes and provide a brief description of the relevance of your initiative in relation to the relevant goal(s). Please also refer to the complete text of the Sustainable Development Goals at: www.un.org/sustainabledevelopment/sustainable-development-goals/

Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable Target 2: Access to safe, affordable, accessible and sustainable transport systems for all Target 3: Participatory, integrated and sustainable human settlement planning and management Target 4: Safeguard cultural and natural heritage Target 6: Improve air quality and manage municipal and other wastes Target 10: Support least developed countries in building sustainable and resilient buildings utilizing local materials

I. Descriptive Materials in Annex to the Document These are materials destined to allow members of the Technical Committee and the Jury to have a better understanding of the context of your initiative which is a very important consideration. Please do not exceed the specifications below; anything that exceeds these specifications may not be availed to the Technical Committee or the Jury. Please provide, where possible and relevant, the following: ◆Up to 5 press clippings or copies of covers and tables of content of reports published on the initiative. ◆Up to 5 photos (with titles) that best illustrate the initiative (.jpeg at 300 dpi, 2000 x 2000 px max). ◆Up to 5 graphics that best illustrate the initiative (300 dpi). These graphics could illustrate for example, trends, ratios or percentages; tools or technologies; etc. ◆1 map that best illustrates the physical context of the initiative (300 dpi) ◆1 chart that best illustrates the initiative (300 dpi) ◆1 technical drawing (300 dpi)

J. Additional material Any additional material such as videos should be submitted on a DVD/CD or by email to the Secretariat at [email protected]. Note: Any additional material should be submitted to the Secretariat via email or mailing. The Guangzhou Award Secretariat Tel: +86-20-66289390 Fax: +86-20-66289391 Email: [email protected] Address: 3901-02, Pearl River International Building, 112 Yuehua Lu, Guangzhou, P.R. China