Case studies of urban regeneration: Christchurch and Palmyra

Case studies of urban regenerationChristchurch and Palmyra

PUBLIC NEXT GENERATION GLOBAL STUDIO

Gavin Kain Georgina Hafteh

The planning and development of regional and urban areas are becoming increasingly important factors in the policy-making of governments. Strong focus is being placed on strategic planning, well before infrastructure development projects are implemented.

In September 2014, Woods Bagot’s Gavin Kain and Georgina Hafteh presented at the 7th International Urban Design Conference in Adelaide, South Australia.

Gavin and Georgina explained the methodology that supported strategic planning for urban development and revitalisation of two unique cities: Christchurch in New Zealand and Palmyra in Syria. This included the nature of data collection, historic and economic research and identification of ‘SWOT’ analysis, culminating in clearly-defined strategies.

Ultimately, the goals of these two design-led master plans were the development of more productive and sustainable futures for both Christchurch and Palmyra.

The need for Christchurch’s strategic plan came about as a result of the loss of the central business district, infrastructure and amenity following a series of devastating earthquakes that started in September 2010.

The strategic plan defines a spatial framework for the central area of the city - not only to recover the city’s positive qualities, but to address the less favourable urban form and function issues that previously existed.

In contrast, Palmyra’s strategic plan arose from the need to provide guidelines for regional economic development and to bring critical added-value to the local economy. The city is justifiably regarded as a major asset in terms of cultural heritage and tourism and is included on the UNESCO World Heritage List.

In this paper, Gavin and Georgina share the case studies of these two cities as presented at the 2014 International Urban Design Conference.

Case studies of urban regeneration Introduction

Case studies of urban regeneration: Christchurch and Palmyra | Page 1

Christchurch Blueprint An urban regeneration case study

Blueprint 100 Consortium

Boffa Miskell, Populous, RCP, Sheppard & Rout, Warren and Mahoney, Woods Bagot

Background

The future of Christchurch changed dramatically on 11 February 2011. The city of approximately 400,000 and New Zealand’s second largest city was struck by its second, very substantial earthquake in six months.

The earthquakes in September 2010 and February 2011 had devastating consequences. The impact was dramatic and the loss of life and injuries unprecedented in the city. What was not anticipated in the days that followed was how extensive the changes would be and how different the city - and living there - would be.

In the two years that followed, there were over 12,000 earthquakes of scale. Several of which significantly undermined the confidence of the residents in the city and its future. The CBD was entirely off limits to all but approved officials. The ‘red zone’, as it was known, was uninhabitable from the day of the 11 February 2011 earthquake. This situation was unprecedented in the western world outside major conflict.

Three and a half years later the CBD was largely reopened however close to 1,000 buildings were demolished and the prevailing scene was open space. The life of the city changed forever.

Christchurch, New Zealand - July 18, 2012: Buildings in the CBD being dismantled by crane after earthquake damage

The emotional challenge has been substantial, the economic consequences unpredictable and the rebuild cost one of the highest in history: NZD 40 billion, 15% of NZ GDP and the third most expensive natural disaster in history.

In the months that followed, the community continued as best it could. Businesses quickly relocated into alternative spaces away from the city centre and people stayed with friends, relatives and even stranger’s homes.

Acting decisively, the New Zealand government implemented the Christchurch Earthquake Recovery Authority (CERA) within days of the disaster. CERA had substantial power for building demolition, land acquisition and any activity relating to the safety and security of the devastated city.

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Between February 2011 and May 2012, valuable work was undertaken to understand what the future of the city might be, including extensive community consultation. However there was a prevailing sense that the city needed a clear plan to move forward with certainty. A broad team of consultants, Boffa Miskell, Warren and Mahoney, RCP, Sheppard & Rout Architects, Populous and Woods Bagot, was engaged to develop a Blueprint for the CBD redevelopment.

The objective of the Blueprint Plan is to assist the recovery of the city’s central civic, commercial, community and social fabric. The Blueprint provides clarity about the key public elements of the city fabric (anchor projects) and, in doing so, provides direct benefits to the people of the city, as well as inspiring confidence in a vision that will attract private investment. A core premise was that the regeneration of the city is in the interests of all New Zealanders.

The brief for the Blueprint Plan stated it was to be both economically viable and deliverable within as short a time as practical.

Through the Christchurch Central Development Unit (CCDU), the New Zealand government is partnering with councils, Ngai Tahu and other stakeholders to make a significant investment in the city. The investment represented in the Blueprint Plan looks beyond simply returning the city to what it was; it aims to make a place that is functionally well-planned, inspiring and beautiful - an international exemplar of a contemporary city.

To this end, the plan has deliberately sought to both catalyse economic opportunities and calibrate the determinants of city form.

The process

As highly experienced as the design team was, the process was not one that any of us had been through before. We had all worked on new city master plans and major urban renewal projects, however Christchurch was somewhere in-between; getting lost in the sheer scale of the situation would be inevitable without establishing a clear process.

Whilst the team did initially fall into the trap of trying to ‘design’ a city, we quickly realised that we needed a very disciplined structure and argument for the Blueprint Plan if it was going to be deliverable.

As outlined in the diagram below, a series of key issues were determined:

– there was too much space

– the extent of damage was varied

– the east was more affected

– the time to fit

– multiple ownership.

These themes were developed through a detailed research approach including investigating the real spatial demands, the economics of development and land values.

In parallel with this research a full historic, cultural and social research process was used to inform the Plan.


1 Too much space 2 Extent of

damage 3 East is more affected 4 Time to

fix 5 Multiple owners

The extent of the central area is significantly larger than the quantum of development that could reasonably be expected to refill it.

The damage is such that there are extensive areas where there is little or no existing fabric from which to reinstate a core.

The loss of city fabric to the east is affected more than in the west. There are large areas of vacant land and the sense of emptiness is exacerbated by unending east-facing streets.

Unless there is intervention, it will be a significant period of time before the city feels repaired and people want to come back.

There are multiple landowners involved in the central area and comprehensive planned development will be difficult to achieve.


In response to the key themes, the team developed a suite of strategies that would inform the Plan:

Compress

– Reduce the size of the centre down to a manageable and demand responsive form

Contain

– In order to redevelop a sustainable (social, economic and environmental) city, land development needs to be contained at least in the early years of redevelopment

Catalyse

– Locate the anchor projects where they can create or support the most social and economic activity

Support

– Intervene to support what has been retained

Replace

– Higher quality or better designed infrastructure/buildings should replace what was lost

Open space

– Build upon the existing open space structure and character


Complete

– Plan to complete the (reduced size CBD) city within a defined time frame

Existing value

– Built upon the existing value (built and cultural)

Attract

– Bring the community and business back to the CBD as soon as possible to grasp the opportunity.

A compact plan for economic activity

Commercial life is fundamental to a successful city, and a key strategy within the Blueprint Plan seeks to stimulate investor attraction by clearly defining the location of anchor projects.

Locations have been carefully selected to generate a ‘catalytic effect’ - both social and economic - that relies upon the close proximity of elements within a compact core.

By concentrating the physical area of the core and by introducing anchor projects within, the Blueprint will provide impetus to the commercial regeneration of the city.

For example, placement of the government and justice precinct and the convention centre will generate activity to stimulate retail, food and beverage and commercial activity not only immediately around them, but also between other core destinations. Initiating the anchor projects quickly will increase regeneration momentum.

Concentration of the core can be achieved in two dimensions: horizontally and vertically.

Horizontally, in plan, the city is compressed by creating new public park spaces, thereby removing commercial land from the market. The parks form a ‘frame’ designed to add amenity and therefore value to degraded and underutilised areas of Christchurch.

Vertical compression will be encouraged through managing building storey numbers to spread the commercial capacity across the full extent of the core. The combined effects of these strategies will energise the city and speed its recovery.

1. Compress 2. Contain 3. Catalyse 4. Support 5. Repair

6. The River 7. Open space 8. Complete 9. Existing value 10. Attract

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“The ‘new’ Christchurch needs to draw upon its past, whilst moving forward to a better place. Its legacy of parks and open spaces, remnant buildings, river and Maori cultural meanings are advanced in the Blueprint in multiple ways.”

Social Energy

The Blueprint strategy focuses on generating an energetic and stimulating city through the development of major civic amenity in the form of anchor projects. All anchor projects are deliberately located within the ‘Four Avenues’ to create a walk-able city that gives easy access to food and beverage venues, public transport and commercial premises.


Increasing the number of inner city residents is also seen as a way to energise the city, particularly east of Manchester Street where amenity is added through the addition of linear park spaces. A combination of facilities and intensification of activity means that residents and visitors to the city will mix in a compact city which is punctuated by beautiful, well-scaled buildings and public open spaces.

The activation of Victoria Square and Cathedral Square public spaces are seen as pivotally important. The convention centre and the performing and visual arts precincts are located to ensure that both of these spaces are provided with adjacent uses that generate high levels of public activity.


Larger format anchor projects are located relatively close to the city centre, but do not occupy prime locations. The new stadium, the metro sports centre and cricket oval are located close enough to create social liveliness but also so that they can be accessible by large numbers of people in event modes. The justice precinct is located at the southern end of the inner core to provide a counterbalance to the convention centre to the north, as well as a population to support the retail precinct of Cashel and Colombo Streets.

The park frame is seen as both a local and regional destination, with world-class play facilities and an adjacency to the city centre that enables ready access and provides a setting for adjacent residential development over time.

Public life requires spaces that are comfortable and safe; are sunny and sheltered; where activities can be seen and experienced; and where people can mix and socialise within easy reach of their homes and places of work.

New block forms are also considered within the plan that hold all street edges but encourage a mixture of laneways and public open space to make each city block more permeable and in the end, more lively and interesting.


In summary

This case study discusses the creation of a future city. The Canterbury earthquakes have provided an unprecedented opportunity to rethink, revitalise and renew central Christchurch. With the right vision the area can be even better than it was before, increasing its value to the wider city, the Canterbury region and New Zealand as a whole.

A compact commercial core will become an active hub for the city. Public spaces will enrich the built environment. Urban living will become an attractive possibility with substantial development of a range of different residential options. The rebuilt city will enhance greater Christchurch and be a focal point of social, economic and cultural capital. It will draw on its rich natural and cultural heritage, and the skills and passion of its people, to embrace opportunities for innovation and growth.

Access

Easy and safe access will be essential within the regeneration of the city. Access to the city core, connectivity between venues and city destinations will be improved.

Cars will still be an important mode of transport to and from the city, and car parking will be provided at high demand locations to supplement on-street car parking.

The bus system is developed to add terminals in a loop around the city core servicing high demand locations and anchor project locations.

The concept reinforces a pedestrian friendly core that is compact enough to walk in safety and comfort. The Blueprint contemplates a hierarchy of streets with different qualities but with an emphasis on ‘slower’ and more heavily landscaped streets closer to the inner city centre.

Distinctiveness

The ‘new’ Christchurch needs to draw upon its past, whilst moving forward to a better place. Its legacy of parks and open spaces, remnant buildings, river and Maori cultural meanings are advanced in the Blueprint in multiple ways.

The framing of the city centre with a new park between Manchester and Madras Streets generates a new destination and structural element in the city form that contributes to the compression of the city footprint.

Otakaro/Avon River Park becomes the distinctive setting for several anchor projects including the convention centre and performing arts centre which will also help to complete a quadrant of the city quickly.

The river is the highest amenity space of the city and its length is planned as a corridor with a character that reflects natural ecology towards the sea and a more urban edge within the centre.

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Convention Centre

The Frame-North, East and South


Cathedral Square

Stadium

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Palmyra Regional Action Strategic Plan An urban regeneration case study

The Palmyra Regional Action Strategic Plan project was a joint venture between the Syrian Government and the European Union (EU) delegation in Syria. It was undertaken as part of an EU program called the Municipal Administration Modernisation (MAM). It was established to assist Syrian authorities in the development of a modern local administration system, enabling the city to play an effective role in development, economic and otherwise.Georgina Hafteh was an urban designer on the team based in Syria. The project commenced in June 2007 and the final report was completed in late 2009.

The Long Street - Palmyra today


About the location

Known as al-Badia, the Syrian Desert is actually an arid steppe that comprises more than half of the country’s total surface. Palmyra is centrally located in al-Badia between a craggy, barren mountain range and plateau to the north, and endless desert plains to the south. The latter forms the northern edge of the Arabian plateau extending into Jordan, Saudi Arabia and Iraq, also known as the al-Hamad desert.

The Palmyra landscape is characterised by a rocky, desolate emptiness like a lunar landscape, bordered by a huge horizon and home to sheep and camel herds and the flat tents of Bedouin nomadic pastoralists scattered all around.

Historical background

In ancient times, Palmyra was an important city on the Silk Road in central Syria, located in an oasis 215 kilometres north-east of Damascus and 120 kilometres south-west of the Euphrates. It has long been a vital caravan city for travellers crossing the Syrian Desert.

As an important centre of trading routes between the east and west, Palmyra’s location led to the construction of many caravanserais, generally square or rectangular buildings with some fortification and a central access portal. These ‘inns’ provided the necessary facilities for merchants, their servants and their animals.

This site is now an open air museum with important archaeological remains from different periods. In 1980 it was acknowledged and registered as a World Heritage Site by UNESCO. Central to the site is the Colonnade - the Long Street - that extends from the east to the west between the Temple of Bal and Damascus Gate, 1,300 metres long and 27 metres wide (pictured)).


An artistic impression - Palmyra Historical City

The Palmyra region is affiliated to the Governorate of Homs, one of Syria’s 14 governorate capitals, and is surrounded by a 30 km buffer zone.

The region includes villages, towns and farms in addition to two main settlements, Palmyra City and al-Sukhna City. Due to the nomadic nature of the Bedouin population, reliable statistics about the location and size of settlements are difficult to obtain.

The al-Badia climate in this area comprises warm, rainy winters and long, dry summers.

Based on the 2004 census, the population of the entire Palmyra region was 76,942 people. This included the urban and rural population, with Palmyra City making up around 67% (51,323) of the population, Al-Sukhna City 21% while the remaining 12% refers to the population of villages.

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Planning the vision

The vision defined in 2008 incorporated the following:

– By 2015, the Palmyra region would be a tourism destination with well-preserved and developed cultural heritage and diversified tourism facilities.

– The creation of added value for the economy, provision of employment and facilitation of socio-economic development of the population in the region of Palmyra.

Taking into consideration a time span of 17 years, the main target set for 2025 was to achieve 250,000 tourist visits per year, a significant threefold increase from 83,000 tourists in 2007. In addition, by 2025 the city of Palmyra population was expected to reach nearly 105,000 inhabitants, up from 60,000 in 2007.

The future population estimate took into account the growth rate over the past 10 years plus the employment generation effect of potential tourism facilities, such as an additional hotel capacity of 2,600 rooms by 2025, on top of the existing 775 rooms in 2007.

Planning the approach

The approach adopted by the Palmyra project team was ‘strategic action planning’. This is a specific type of planning which rapidly proceeds towards implementation, subject to resource constraints of time, money and human capacity.

Determining the priority of problems, threats, opportunities and solutions are the key elements of strategic planning. In Palmyra’s case this was achieved using both qualitative and quantitative methods including:

– Evaluating the findings of earlier studies – Observations of the team in the region – Stakeholder meetings with government, governorate and local council agencies – Consultation with the people of Palmyra – Further collection of original data in the region.

To align with the strategic action planning approach, four levels of intervention were identified within the study area:

Intervention 1

Strategic Regional Plan (whole area within 100 kilometre radius / 1.5 hour drive from the city)

Intervention 2

Strategic Regional Focus Plan (up to 30 kilometre radius from Temple of Bal)

Intervention 3

Strategic Urban Plan (Master Plan Framework for the city of Palmyra and possible expansion area of the city)

Intervention 4

Urban Action Plans dealing with the four proposed transitional areas outlined in Intervention 3.



Methodology

Over a period of almost two years, the project fine-tuned itself in stages depending on the input received from stakeholders and specialists at various meetings.

A decision was made to locate the project office in Palmyra, with key international experts (regional planning, urban planning, transport and cultural heritage) together with two local architects employed in September 2007. Experts and staff made field visits to Palmyra and its region in order to familiarise themselves with the areas specific to their disciplines.

Data collection was a key element during the whole period and included all available demographic and socio-economic data such as:

– Topographical maps at different scales – Social infrastructure: education, religion and health statistics – Workforce by sector

– Cultural and natural preservation areas – Soil formations and geology – Technical infrastructure: transport, power, water, sewage, telecommunications, gas – Settlements and population distribution in the region – Building licences – Agriculture, including livestock.

Tourism in Palmyra

While tourism was a major factor in Palmyra’s economy at the time, it had not been developed to its full potential and hotel occupancy was below capacity (the average annual capacity is around 30%).

The project team identified several initiatives to make better use of what Palmyra and the surrounding region had to offer which would unlock potential for employment growth in the tourism sector.

These were:

– Improving access to the region (for example other methods of transportation in addition to road) – Increasing the current hotel capacity – Offering eco-tourism and nature-tourism activities to attract tourists.

Eco- and nature-tourism activities could include improved presentation of the archaeology and heritage, better access to the desert landscape and Bedouin traditions and unique outdoor activities such as mountain climbing, cultural festivals, hot-air ballooning and trekking activities.

Land use

The city of Palmyra, together with the World Heritage Site (WHS), Palmyra airport and the reserve areas of the master plan cover an area of 3,845 hectares. Figure 1 shows the distribution of main land uses in Palmyra. The master plan for Palmyra has a reserve area of over 300 hectares for future urban expansion.

Figure 1: Land Use in Palmyra City



Intervention 2: Regional Focus Plan (RFP) - 30 kilometre radius

The Regional Focus itself constituted the area with the highest priority of action within the Strategic Regional Plan. This intervention suggested guidelines for all transitional zones that related to the heritage site and major activities such as tourism, commerce, transportation, residential uses, open and recreational areas, nature sites, and potential investment areas - those existing, as well as the ones planned for the future.

The Regional Focus Study Area covered 2,800 square kilometres, defined as the area within an approximate radius of 30 kilometres from the Temple of Bal (Figure 3). This included the daily interaction distance that covered the expansion areas of the town, the ratified buffer zones around the WHS, the oasis and the proposed additional transitional zones defined with consideration of their proximity to the WHS and the visibility of the setting.

Project Area / Action Area

Intervention 1: Regional Development and Preservation Strategy

An initial analysis of the regional issues and opportunities showed areas of regional action all within a 1.5 hour distance from Palmyra city centre. The corridor extending between the Qasr al-Hayr al-Sharki in the north east and Palmyra city via al-Sukhna is given the first priority (Figure 2).

The main issues of planning at this regional level include the following:

– Conservation of cultural and natural assets in the region – Diversification, development and promotion of tourism activities within daily visiting distance – Providing adequate infrastructure (transport, water, energy, telecommunications, prevention of natural hazards) – Developing institutional co-operation and capacity building for sustained preservation and socio-economic development – Defining and providing guidelines for regional action areas.

Qasr Hayr Al Sharki Al-Rusafa City

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Figure 3: Regional Focus Area

Figure 2: Regional Action Areas

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It must be stated that the Regional Focus Plan did not discuss the feasibility of regional or national projects - whether or not they should be built. It mainly addressed the questions of location and design: where should the amenities be located and in what form?

For instance, the Decree 3/A of January 2008, ratified by the Minister of Culture, provided definitions regarding the boundaries of six different protection zones around the WHS as listed following (illustrated in Figure 4).

Zone 1 (red) Any construction within the boundaries of the archaeological area prohibited.

Zone 2 (violet) Minimal infrastructure crossing the area allowed, including drainage, water pipelines and non-asphalt roads.

Zone 3 (green) Includes Sabkhat al-Mouh (Salt Lake) and comprises agricultural land with buildings prohibited by law. Eco-tourism development allowed in conformity with the natural and archaeological site characteristics.

Zone 4 (yellow) Extends from the south-west side of the WHS over Deir Ez Zor road - any form of construction strictly prohibited.

Zone 5 (purple) Located between the road leading to Deir Ez Zor in the Northwest and al-Malki Street in the South - maximum height allowed is 5 metres.

Zone 6 (orange) Located in the north-east of the WHS, it was classified as an area of archaeological importance.

Figure 4: Cultural Heritage Protection Buffer Zones

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Figure 5: Zoning plan of the inner area of regional focus

Figure 6: Future Interventions

During analysis, the Palmyra project team identified the need for a zoning plan over a much larger area than the one defined by Decree 3/A as illustrated in Figure 5.

Another key component of the Regional Focus Plan was transport. The project team recommended that Palmyra’s existing airport be used for a period of three years during which time a new international airport was expected to be constructed. Once the new airport was completed, it was proposed that the existing airport be shut down to avoid further harm and risk to the ruins and the city population.

There were two proposed locations for the new airport: one to be located 25 kilometres south of Palmyra and the other seven kilometres east of the existing airport. The project team proposed that despite which location was selected, the site be analysed in terms of environmental impact before a final decision was made regarding its construction (Figure 6).

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Intervention 3: Strategic Urban Plan

The existing master plan (which was completed by Palmyra municipality) covered the existing built-up area and future expansion areas for Palmyra’s estimated needs until 2015. Through various categories of land use, the master plan provided quite complicated definitions for buildings such as minimum plot size, maximum plot ratio, facade widths and the maximum floors/heights in the form of a large matrix/legend.

However it did not contain provisions for the following:

– Protection measures regarding the transitional areas and landscape surrounding the cultural heritage site

– Areas that may be subject to development in the near future such as tourism villages, hotels, peripheral highways, airport and railways that were all located in close vicinity yet outside the plan’s boundaries – Additional expansion needs of the city until 2025.

The project team, while largely accepting the existing master plan of Palmyra as an external administrative dictate, also suggested guidelines for revisions to the above notes (Figure 7).

Figure 7: Masterplan Framework Recommendation


Figure 8: Urban Action Areas

Figure 9: Action Area 1 components - City / Archaeological site / Oasis

Intervention 3 also included the transition zones between the city, cultural heritage site and natural landscape as defined in the zoning plan. In addition, Intervention 3 is reflected on four Urban Action Plans that deal with priority issues (Figure 8).

Intervention 4: Urban Action Plans

Action Area 1: Inner Transition Zone - City/Cultural Heritage Site

The zone is the transitional area centred on the public square between the tourist souk area and the WHS (Figure 9). It also required upgrading to become a larger public square providing the main entrance to the WHS and creating a better environment for tourists and the inhabitants of Palmyra.

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The project team studied four projects in this area including the tourist terminal, central public square (Figure 10), tourist market (Souk) and tourist trails in WHS (Figure 10A).

Action Area 3: Southern Transition Zone - Cultural Heritage Site / Landscape

The large scale development envisaged in this zone (represented in Figure 1 as the ‘Palaces area’) would require careful planning with strong landscaping between the Damascus and Homs junction and the entrance of the WHS (Figure 12). The project team remained cognisant that this zone was clearly visible from the Temple and possessed a wide view of the salt lake towards the east that must remain unobscured.

Action Area 2: Western Transition Zone - City / Tourism Development

Due to the ongoing major investment of the ‘tourism village’ to the west of the city along the Deir Ez Zor Highway, further growth of the city towards the west was not recommended.

Instead a green zone/recreational area and public service areas were proposed on the eastern side of the highway. This action needed to be taken urgently before further city expansion occurred or any other tourism investment (Figure 11).

Figure 10: Action Area 1, Central Public Square, Entrance to WHS


Figure 10A: Action Area 1, Proposed tourist trails inside WHS

Figure 11: Action Area 2, Western Zone Figure 12: Action Area 3, Southern Zone

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Action Area 4: Eastern and Northern Transition Zone – City Expansion

The priority of dealing with this zone stemmed from:

a. Existing and future land needs of the city for residential as well as non-residential uses such as the wholesale market

b. Proposed railway station and proposed city bus terminal

c. Proposed conversion of the prison (Figure 13).

The project team strongly believed that such coordination efforts would best be managed by an authorised team residing in Palmyra who could effectively devote time and energy solely to the region’s preservation and development matters. Therefore the need was outlined for the establishment of a new institution to ensure successful implementation.

This new agency would focus on officially endorsing the Palmyra Region Strategic Action Plan. It would not be expected to act as an implementing agency but to assist ‘implementing’ agencies such as municipalities and ministries to fulfil their responsibilities in protecting the cultural and natural heritage and developing tourism.

Main stages of development

Following these prerequisite institutional actions and the immediate preservation actions, tourism development was envisaged to take place in a controlled manner in three main phases until 2025:

– Stage 1: Improving the existing tourism offer - 2009-2011 (Figure 14)

– Stage 2: Expansion into the regional focus area - 2010-2013 (Figure 15)

– Stage 3: Development in the region at large through the Tourism Destination Development - 2012-2025 (Figure 16).

In summary

In brief, the Palmyra Regional Strategic Action Plan has been prepared by the MAM program in collaboration with an excellent team of international and national experts, funded by the EU delegation in Syria. This strategy is a crucial step in increasing development opportunities in the region. With modern approaches to regional development, the plan takes into account Palmyra’s social and cultural uniqueness, and seeks to sustain its historical heritage. It provides guidelines for regional economic development and will bring critical added value to the national economy. At its core this study demonstrates that real development comes through preservation and gives us all a sustainable future.


Abu Mingal Protection Area (Bald Ibis)

Regional Palmyra

Regional Palmyra

Implementation Strategy

The need for local institute / mandate

Despite well-stated intentions, it is believed that the failure of previous projects before the Municipal Administration Modernisation (MAM) project were unavoidable. This was in part due to lack of local organisational ownership of local problems with a clear agenda to cope with the multi-level and multi-disciplinary issues of the preservation and development in Palmyra.

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Figure 13: Action Area 4, Eastern Zone

Figure 14: Stage 1 Implementation Strategy


MAIN STAGE OF REGIONAL DEVELOPMENT

2008

2009

2010

2011

2012

2013

2014

2015

2015

-25

Component Stage/ Main Action 2 1 2 1 2

Prerequisite MEET INSTITUTIONAL PREREQUISITE

DEVELOPMENT STAGE 1

Tourism Development

Improve existing tourism offer and build capacity – Implementing the projects proposed under Action Plan 1. – Developing the nature and eco-tourism Stage 1 (desert ballooning, oasis, Salt Lake, al Talila, camel trekking)

– Complete protection (fencing) of WHS allowing restricted vehicular access

Preservation Urgent preservation of WHS

Urban Development

Beautify the modern city and control urban development

Other Regional Development

Study and Research the Region and Non-tourism sectors – Data collection on settlements – Research on social and cultural issues for the Bedouin population

Infrastructure Development

Optimise Utilisation of and Upgrade the Existing infrastructure includingtransportation, water, waste-water and solid waste

DEVELOPMENT STAGE 2

Tourism Development

Expand Tourism into Regional Focus – Implement policy of moderate increase in hotel capacities – Develop Nature and Eco-Tourism Stage 2 (Arak, Jezel, Birds, Abu Mingel- Abu Rigimin, Hamad Desert/Bedouins)

Preservation Implement Preservation Actions Prior to tourism development in the Regional FocusDevelop and implement plans for excavation, restoration and maintenance of heritage assets in the regional focus

Urban Development

Finalize implementation of action plans and provide support Economic and Social Development in Palmyra


Incorporate Sukhna, Improve other Sectors and upgrade social infrastructure in the large regionImplement projects to meet the needs of the Bedouin population, preserve the steppe and socio-cultural heritage


Major Investment in Infrastructure Design and build new international airport, Redevelop existing airport for tourism-related aviation

DEVELOPMENT STAGE 3

Tourism Development

Tourism Destination Development – Implement a policy of higher increase in hotel capacities – Organise extended Inner Steppe Tour Stage 2 (Palmyra – Qasr Hair Al Sharki (Al Kom) – Al Rusafa – Ithryiah – Jazal – Palmyra)

Preservation Long-Term preservation in the large Region – Register the additional cultural and natural assets – Develop and implement excavation, restoration & maintenance of heritage assets

Urban Development

Further Economic and Social Development in Palmyra City


Development of Sukhna City and Further Economic and Social Development in Region


Completion and Opening of New infrastructure Facilities Sustainable Utilisa-tion – Construction of the proposed railway lines between al-Sharkieh & Palmyra and Palmyra & Deir Ez Zor

– Rehabilitation of the Old Palmyra - Aleppo Road.

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Georgina HaftehUrban Designer, Woods Bagot

Georgina has broad design experience from involvement with large-scale and finer grain urban development projects for both the private and public sectors around the world.

Holding a Master of Architecture (Urban Planning focus), and Masters in Landscape Architecture, Georgina approaches each project with a strong foundation of research and the application of urban design principles.

At Woods Bagot she has been involved in the delivery of urban design and master planning projects such as Adelaide Riverbank Precinct Masterplan and Sydney Western Waterfront Precinct Urban Design Guidelines. She was also involved with the European Union Delegation in the sustainable development and strategic action planning of Palmyra city in Syria.

Case studies of urban regeneration About the authors

Gavin KainPrincipal, Woods Bagot

Gavin heads Woods Bagot’s Global Lifestyle Sector and has 20 years experience in the design and delivery of major mixed-use and civic projects.

With a strong interest in regionalism and sustainability, Gavin is currently leading the AUD 350 million Adelaide Convention Centre Redevelopment.

He has also advised the NSW government on the 1B Sydney Convention Centre redevelopment and Darling Harbour and is lead consultant to the New Zealand government in the development of the Auckland and Christchurch Convention Centres.

Gavin has national and international experience as a designer and urban planner in Adelaide, Brisbane, Sydney, Darwin, Dubai, Vancouver and London.

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May 2015

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Case studies of urban regeneration: Christchurch and Palmyra

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