HOW PRIVATE KEY STAKEHOLDERS COLLABORATE WITH THE GOVERNMENT IN THE URBAN REJUVENATION OF THE ORCHARD ROAD SHOPPING BELT

Abstract

In the urban rejuvenation programme of Orchard Road, a public-private partnership was observed between the public and private sectors. This is the nature of collaborative planning, where both public and private sectors share their views and this provides opportunities for both sectors to express their concerns and constraints. As a result, decision-making processes and policy-making outcomes are formed, so as to benefit both sectors optimally in the place-making of a revitalized Orchard Road. A review of literature is first conducted as part of the study. The theory of collaborative planning is based on the notion of consensus building and the broad stakeholder involvement in comprehensive planning. The foundation of collaborative planning was used in place-making in Britain and Scotland. Furthermore, some examples of public-private partnership schemes were explored in both countries. An overview of the current rejuvenation works of Orchard Road was elaborated in terms of its ‘hard’ and ‘soft’ infrastructural enhancement works, as well as an analysis of collaborative partnership in this context. It was observed that collaborative partnership between the public and private sectors lacked the voice of the end users – the locals, tourists and visitors. An interview was conducted with the Orchard Road Business Association and surveys were conducted among various groups of private stakeholders, which consist of the locals, tourists and visitors, retailers, F&B operators and entertainment establishments, building owners and developers. It was found that the locals, tourists and visitors are satisfied with the rejuvenation works so far and private businesses provide positive feedback about the rejuvenation works. Building owners are generally excited about the increased vibrancy along Orchard Road. It is recommended that collaborative planning could be enhanced based on the soft infrastructure of social collaboration and invention and the hard infrastructure of social structuring. The soft infrastructure consists of two frameworks, namely Entrepreneurial Consensus and Inclusionary Argumentation. On the other hand, the hard infrastructure comprises of a new institutional design of the Singapore planning system that could encourage collaborative partnership. In conclusion, new forms of collaborative partnership processes enhance effectiveness, efficiency in the Singapore planning system. This leads to greater transparency and accountability to the public. As a result, collaborative partnerships will be useful when the people and stakeholders feel that they have some influence or power to change policies and government initiatives.