TANJONG PAGAR CONSERVATION AREA - A PROMOTION STRATEGY

Abstract

Conservation of historic areas has been a part of urban renewal and planning in Singapore. As a nation develops and matures, the need to relate to its heritage grows. How to preserve the traditional ambience within the framework of Singapore's economic growth has been a challenge for this generation. The preservation of traditional ambience is often sacrificed when economic usage is introduced into the area. Thus conservation guidelines and legislative restrictions would help to achieve this preservation objective of retaining the traditional ambience. These measures, however, have limited the economic alternatives in conservation areas. In Singapore, some conservation areas are expected to sustain their existence economically. Tanjong Pagar Conservation Area (TPCA) is a forerunner of this conservation policy and principle. While the government provides the basic infrastructure and indicates its vision for the conservation area, the private sector is expected to bear its own risk in investing in the area. The presence of inharmonious use resulting from a lack in coordination in tenant mix has caused harmful damage to the image of TPCA. On the other hand, a lack of use may cause physical obsolescence with a disincentive to invest. Therefore, it takes both planning and proper organisation eg. a cooperative management, to ensure that the two folded conservation objectives are met. The findings reveal that TPCA has suffered both locational and site disadvantages as a retail centre. It has benefited little from its proximity to the bustling Chinatown and Kreta Ayer. Besides offices use, food and leisure establishments have been viable in TPCA. The area is basically supported by professional and managerial personnel from the commercial areas. Being perceived as an up-market spot and tourist attraction, it is rarely patronised by the nearby residents. Existing retail shops and restaurants survived through diversification into wholesaling, trading and catering businesses. The promotion strategy suggests a promotional theme and activities to attract more people to the area. This strategy is suggested to be supported by enhancing on the existing tenant mix. In examining the possibility of introducing promotion fund, merchant associations, cooperative association and government assistance, the nature of ownership and tenants' interest were addressed. The findings show that shop tenants have joint their promotion efforts through merchant association. However, a high turnover rate and diverse interests of shop tenants have made their efforts in vain. Indeed, a centralised organisation and management is needed to assemble the multiple owners or tenants in TGCA in promoting the area as a retail theme centre, through a more coordinated tenant mix and organised promotional programme.