Planning for Tourism: Creating a Vibrant Singapore A common misconception is that tourism policy primarily focuses on promotion and marketing campaigns. While these activities are essential, another important but sometimes overlooked aspect is how creative city planning can support tourism promotion, and consequently, how the needs and goals of tourism policy can influence development and planning decisions. In Singapore, tourism has shaped the built environment, influenced conservation and heritage policies, and enhanced quality of life for Singapore’s residents. The industry has also helped to anchor Singapore’s global reputation and attractiveness as a place to conduct business, study and live. URBAN SYSTEMS STUDIES This book will examine how Singapore’s tourism strategies and city planning support each other. It should be noted that even though the Singapore Tourism Board does not typically own the tourism assets in Singapore, it nonetheless plays an integral part in aligning government agencies, private firms and civil society to Singapore’s long-term tourism plans. millions of tourists. Yet, we made it happen. “No one ever dreamed tiny Singapore could accommodate We did not build castles in the sky. Based on calibrated decisions, made hand in hand with the urban planners with inputs from private sector developers, we built what we needed. The pages of this book share how it Planning for Tourism: Creating a Vibrant Singapore all happened.” Pamelia Lee, Former Senior Consultant to the Singapore Tourism Board 9 789810 968953 Planning for Tourism: Creating a Vibrant Singapore Planning for Tourism: Creating a Vibrant Singapore Planning for Tourism: Creating a Vibrant Singapore CHAPTER 3 Seeking Distinction as a City (From the 1990s) Planning for Tourism: Creating a Vibrant Singapore 192 Will Singapore be part of this new world, or will we be bypassed and left behind? We seek to be a global city, attracting talent from around the world, lively, vibrant, and fun to live and work in. We want Singapore to have the X factor—that buzz that you get in London, Paris or New York …. We cannot stand still … if we become a backwater, just one of many ordinary cities in Asia, instead of being a cosmopolitan hub of the region, then many good jobs will be lost, and all Singaporeans will suffer. We cannot afford that. Lee Hsien Loong, Prime Minister of Singapore BECOMING A GLOBAL CITY Chapter 3 68 By the early 2000s, tourism had become a highly visible industry. Landmark attractions like the Singapore River, Clarke Quay and the Esplanade had come to define Singapore’s city centre and skyline for both locals and tourists. However, the tourism sector did not fare well, relative to the rest of Singapore’s economy in the 1990s and early 2000s. From 1993 to 2002, visitor arrivals stagnated at between 6.5 to 7.5 million a year, while tourism receipts tumbled 17% from S$11.3 billion to S$9.4 billion.193 In the face of growing regional competition from destinations such as Malaysia and Thailand, visitors were also staying in Singapore for shorter periods—just over three days. Minister for Trade and Industry at the time, Mr Lim Hng Kiang, revealed that tourism’s contribution to Singapore’s GDP (gross domestic product) had fallen by half, from 6.1% in 1993 to 3% in 2002.194 With Singapore’s scarce land and limited labour force, the tourism sector was also facing increased competition for talent and resources from other growing industries. To make matters worse, Singapore had been significantly affected by global developments: the Asian Financial Crisis of 1997-1998, the September 11 terrorist attacks in New York in 2001, and the United States dot-com bust of 2000-2002 shook global confidence and hit Singapore’s export-dependent economy hard. Soon after, a regional outbreak of Severe Acute Respiratory Syndrome (SARS) diverted tourism away from East Asia. Overall, business arrivals fell to six million in 2003, and average hotel occupancy rates fell to around 20% to 30%, compared to normal levels of 70% and above; retail sales declined between 10% to 50%. Some restaurants’ revenues were halved and taxi drivers’ incomes were significantly reduced. During the worst months, hotel occupancy fell below 10% in April and May, and inbound visitor arrivals fell by 15% in March and 61% in the first 13 days of April.195 The outbreak was arrested by May 2003, through rigorous and concerted efforts by the government, private enterprises, civil society and the public, but economic sentiments remained sluggish. 69 Planning for Tourism: Creating a Vibrant Singapore In the face of these various setbacks, the government saw the need to coordinate and facilitate the periodic intensification and renewal of the tourism industry. Mr Lim stressed the importance of sustained commitment to, and investment in the tourism industry. He explained that “the more attractive we are as a tourism destination, the easier it is for us to develop our convention and exhibition industry, and grow as an aviation hub… Apart from a number of sizeable investments in cultural attractions such as the Esplanade and the museums, we have not made major investments in tourism attractions over the past decade. The last significant investment in a tourist attraction was really the Night Safari in 1994. Moreover, several tourism investments made in the early 1990s turned out unsuccessful, like the Haw Par Villa, Tang Dynasty City, Asian Village and Fantasy Island.”196 In the 2000s, familiar tourism attractions such as Orchard Road were spruced up, while newly-built, iconic attractions reshaped the Singapore skyline and waterfront to a far greater extent than in previous decades. The government also made a concerted effort to draw top quality global sporting and cultural events such as the Formula One race and Broadway musicals to Singapore for the benefit of both residents and visitors. These initiatives required constant collaboration with the private sector. For instance, through the Sale of Sites programme using a fixed land price, a “Request for Concept” tender was called to build two integrated resorts, tapping on private sector networks reaching beyond Singapore. Government efforts at place-making and rejuvenation of historical areas displayed more sensitivity and sophistication than in previous decades, reflecting the more discerning preferences of both Singaporeans and tourists for authenticity and local flavour. Chapter 3 70 GROWING ECONOMIC VOLATILITY AND THE REVITALISATION OF THE TOURISM INDUSTRY In response to the economic downturns in the late 1990s and early 2000s, an Economic Review Committee (ERC) comprising representatives from the private sector, public sector and academia was set up in December 2001 to review current policies and advise on future economic strategies. The ERC recommended that Singapore become a fully globalised economy and a key node in the global network of major economies; seek new growth prospects as a “creative and entrepreneurial nation” encouraging new ventures and innovation; and diversify its economy by encouraging dynamic local start-ups and companies to complement multi-national corporations (MNCs).197 A Tourism Working Group (TWG) under the ERC Sub-Committee on Service Industries was formed to examine challenges faced by the tourism industry, and recommend measures to boost tourism’s economic contributions. The TWG recommended that Singapore proactively engage key and emerging markets, and focus on lucrative market segments with good potential such as education and medical tourism; encourage regional tourism; create distinctive tourism products and experiences; and establish a conducive environment for enterprises to thrive in a tourism ecosystem. Through these proposals, the Subcommittee assessed that Singapore could double both its visitor arrivals and tourism receipts, to 15 million visitors and S$20 billion a year respectively, by 2012.198 Shortly after the end of the SARS outbreak, visitor arrivals began to increase. In 2004, STB launched a “Tourism 2015” roadmap in consultation with industry partners in a bid to revitalise the sector. A more ambitious target of doubling visitor arrivals to 17 million, tripling tourism receipts to S$30 billion and creating 100,000 new jobs was set. Tourism 2015’s three focus areas closely matched the ERC’s recommendations: to strengthen Singapore as a leading convention and exhibition city in Asia with a strong and dynamic business environment; to develop Singapore as a leading Asian leisure destination with engaging experiences that were “Uniquely Singapore”; and to establish Singapore as a top Asian destination for high-end services such as healthcare and education. This roadmap complemented URA’s own plans to rejuvenate the new downtown area to meet the expanding needs of businesses, and to extend the tourist and commercial centres beyond the Orchard Road and Shenton Way belts.199 URA further sought to create activity corridors for leisure and entertainment along Orchard Road, Bugis and Selegie, and from the Civic District to the new Downtown Core. 71 EXHIBIT 3 Significant Tourism Developments and Total Visitor Arrivals from 2000-2012 *Excludes Malaysian Citizens arriving by land 8,943,029 2005 10,284,545 2007 • SARS • Economic Review Committee Report 8,328,720 • Orchard Road Rejuvenation Taskforce Vision • Orchard Road Development Commission Set Up • IR Debate & Decision • Tourism 2015 • Uniquely Singapore • Dot-com Bust • Low Cost Carriers Gain Popularity • Economic Review Committee .c om 2004 6,127,291 2003 7,522,163 2001 6,000,001 – 8,000,000 14,000,001 – 16,000,000 8,000,001 – 10,000,000 • ION Orchard 2010 14,496,091 2012 • Your Singapore • Integrated Resorts 11,641,701 • Gardens by the Bay 10,000,001 – 12,000,000 2009 9,682,690 • Master Plan 2008 Leisure Plan • Formula 1 Grand Prix 10,116,054 • Orchard Mall Enhancement Initiative 2008 Gardens by the Bay. Image courtesy of Jannick Timm. Orchard Road is Singapore’s largest and most famous shopping and entertainment corridor. The development of Orchard Road and the growth of the tourism industry in Singapore are closely linked. Planning for Tourism: Creating a Vibrant Singapore REJUVENATION OF A SHOPPING CORRIDOR: ORCHARD ROAD venues such as Lido Cinema, Orchard Theatre The former began as a stretch of nutmeg plantations and fruit orchards until the early 1900s. CK Tang department store, the first large retail centre along Orchard Road, opened in 1958.200 Subsequently, entertainment and Jackie’s Bowl opened in the 1960s and 1970s, along with hotels such as Ming Court, Mandarin, Hilton and Singapura, to serve the bustling tourist trade. In the 1970s, it replaced High Street as the city’s main shopping street after a devastating fire broke out at Robinson’s Department Store in 1972.201 By the 1980s, with three Mass Rapid Transit (MRT) subway stations—Orchard, Somerset and Dhoby Ghaut—located along the corridor, Orchard Road had become Singapore’s “most accessible, intensive, and specialised shopping street” and the largest concentration of office space outside the Golden Shoe central business district.202 Chapter 3 76 In contrast with many other attractions and districts in Singapore, Orchard Road was not originally conceived as a coherent shopping and entertainment street, but grew “piecemeal over time” through private entrepreneurial efforts.203 Much of the area is already fully developed. Land is scarce and planners must build upon what is already there. Constant innovation and rejuvenation is therefore essential to maintain the area’s appeal. The 2.5-kilometre road runs along a valley, and is naturally prone to flooding. Stamford Canal, which drains a catchment area of more than 600 hectares into Marina Bay, was built in the 1960s to alleviate the floods. From the 1970s, the Ministry of National Development (MND) and the Public Works Department (PWD) covered the canal to provide wide walkways or “pedestrian malls” on both sides of the street,204 and to improve its aesthetic qualities. Prior to that, in the words of Professor Menon, former Chief Transportation Engineer of PWD, the canal had simply been a “big unattractive longkang [drain].”205 Under the Tourism 21 plan, Orchard Road was identified as an opportunity area, as part of the “Mall of Singapore,” which stretches from Orchard Road to Marina Square, with extensions to the ethnic districts. A facelift for Orchard Road was explicitly mentioned.206 STB worked closely with various development and planning agencies. The segmentation of Orchard Road into different zones targeting different consumer groups required URA’s assistance with zoning and implementation, while LTA was closely involved due to the high traffic volume along Orchard Road, and NParks had been constantly maintaining the lush avenue of Angsana trees207 planted in the 1970s to provide shade for pedestrians.208 These agencies also collaborated with private stakeholders, such as the Orchard Road Business Association (ORBA), to ensure that the improvement measures addressed the needs of the businesses operating in the area. 77 to avoid utilities like cables and pipes, the underground canal, subway tunnels and the basements of other buildings. Ensuring ventilation to the tunnels was expensive, but building owners could only expect moderate rental yields for underground space. Furthermore, different stakeholders disagreed over the location of linkways, fearing a loss of human traffic from their premises. Undaunted, URA doubled the 78 Over the years, there have been various programmes and promotions to encourage more vibrant street life and attract more visitors, including the introduction of street busking and performances, temporary pedestrianisation and road closures on Chapter 3 one Sunday per month between 1989 to 1992, and the annual Great Singapore Sale organised by STB in conjunction with the Singapore Retailers Association.209 Planning for Tourism: Creating a Vibrant Singapore REJUVENATION OF A SHOPPING CORRIDOR: ORCHARD ROAD Continued... To encourage greater private sector participation in the redevelopment of Orchard Road, the Orchard Road Development Commission (ORDEC) was set up in 2005. Based on ORDEC’s recommendation, proposals that are innovative and constructive were supported with development incentives and allowed some flexibility for deviations from existing planning parameters.212 grant in 2012 but to no avail. With increasing pedestrian volumes, the authorities repaved the street-level walkways, installed street furniture, and closed one lane on the road to widen the pavements in front of Ion Orchard, Wisma Atria and Ngee Ann City shopping centres.210 The underground linkways that exist today are largely due to pre-emptive planning and establishing conditions for planning approval, since such linkways are important to prepare for future increases in pedestrian traffic.211 The government has also used various incentives to achieve desired design and planning objectives. In the 1990s, mall developers were encouraged to build “urban verandas” which were really alfresco dining spaces on the second storeys of malls to provide vantage points of the street and serve as sheltered walkways for pedestrians. From 2004, developers were also offered extra gross floor area if they designed and constructed visually One significant use of planning instruments to rejuvenate Orchard Road was the designation of the land above Orchard MRT station as a landmark site, due to its location as the gateway to the shopping belt. This designation as a landmark site allowed for the development, Ion Orchard, to go beyond the 30-storey height limit of the surrounding appealing building façades. However, not all efforts to motivate the private sector to take on beneficial projects were successful. In 2004, URA offered buildings, as stipulated in the Master Plan 2003, providing opportunities for a prominent landmark to revitalise Orchard Road.213 This led to the construction of the iconic Ion Orchard complex with cultural and civic spaces—an observation deck, an art exhibition space, space for public events, provisions for the surrounding tree-scape, as well as new or expanded underground links to Wheelock Place, Orchard MRT station grants for malls to construct underground pedestrian linkways beneath Orchard Road, but there was little interest. Underground construction was at least four times more expensive, and complex due to the need and Wisma Atria.214 79 Planning for Tourism: Creating a Vibrant Singapore To accelerate the growth of the tourism sector, to back the Tourism 2015 initiative launched by Minister Lim Hng Kiang in January 2015, the government set up a S$2 billion Tourism Development Fund (TDF) to support initiatives in four areas—developing critical infrastructure to support tourism growth, encouraging Singapore-based tourism capability development, anchoring iconic and major events in Singapore, and developing strategic tourism products.215 Mr Lim Neo Chian, former Chief Executive of STB, explained that “the whole idea of this S$2 billion fund is to use the resources to build the necessary infrastructure and capabilities, and catalyse the developments of new products and events, in partnership with the private sector.”216 By the early 2000s, Singapore had gained some ground as a tourist destination, but it was still largely considered a business city. Weekend occupancy at hotels was lower than weekday occupancy, as many visitors came for business rather than leisure travel. The business travel sector was important, but Singapore could gain further market share as a leisure and services centre of the region, offering travel opportunities for those seeking high quality healthcare, banking and education. Mr Lim noted that these areas were mutually dependent. For instance, organisers of Meetings, Incentives, Conferences, and Exhibitions (MICE) events would want to locate their business events in destinations with exciting leisure options for their participants and delegates. Singapore needed to reinvent herself—it was not enough to be clean, efficient and safe; it had to be fun and vibrant as well.217 Mr Lim stressed the importance of STB’s role in capability building, planning and coordination. This was to ensure that “when we market, when we push for new products, we’re in a position to handle the increased number of visitors.” For instance, under the Tourism 2015 Roadmap, Singapore had to manage an incremental capacity of some 100,000 tourists per day and “what it means is that you need to create a destination… in order to accommodate them, to service them, to entertain them and find new things to do for [them].” Even business and services visitors would require additional recreational and leisure offerings, as “businessmen [do] not only visit Singapore for business; they want to enjoy themselves as well.”218 THE INTEGRATED RESORTS Chapter 3 80 Of all the strategic tourism products that Singapore has developed since independence, it is arguable that the two Integrated Resorts (IRs) built in the 2000s are the largest and most visible, as well as the most obvious indication that the government was prepared to explore new frontiers in reinventing Singapore as a global city for tourism, business and leisure. Each IR—Marina Bay Sands (MBS) and Resorts World Sentosa (RWS)— comprises a variety of lifestyle, leisure and tourism attractions such as entertainment and concerts, hotels, restaurants, convention and exhibition spaces, shopping, public spaces and gardens, and a museum or an amusement park. Each IR also houses a casino, the first and only two of their kind in Singapore. Prime Minister (PM) Lee Hsien Loong emphasised in 2004 that Singapore’s concept of an IR went beyond just a casino. Addressing Parliament, he explained that “three major developments caused us to re-examine our position [on gaming]: we are losing ground in tourism. Cities all round the world are reinventing themselves. [And] we are not considering a casino, but an IR—an integrated resort. The IRs will have all kinds of amenities…. The great majority will not be there to gamble…. But within this large development and slew of activities, there is one small but essential part which offers gaming and which helps make the entire project financially feasible. And as a result, there is no need for government grants or subsidies to the Integrated Resort. The investors will put in the money, and take the commercial risk.”219 The following year, PM Lee explained again that cities around the world were reinventing themselves—New York, London, Paris, Shanghai, Hong Kong, Kuala Lumpur. He explained that Singapore needed “to do many things to become a global city. A casino itself is not essential to this vision. But an IR is not just a casino. An IR is a significant idea we must consider, that will help us reinvent Singapore.”220 Beyond the direct economic benefits of the IR, it would broadly stimulate growth in various service sectors, and potentially revive the sluggish construction industry in the early 2000s. The increased activity and visitor arrivals due to these mega-projects would spin-off a host of benefits for the entire tourism industry and the Singapore economy in general. Hotels would be upgraded, stimulating the property sector, and new businesses would compete for a share of the growing tourism market. The higher passenger volumes would likewise bolster Singapore’s position as an aviation hub and a centre for conventions and meetings. 81 Planning for Tourism: Creating a Vibrant Singapore Detailed planning and study went into the conception of the IR. The pros and cons of various gaming models, including London’s private gambling clubs restricted to the wealthy as well as huge casinos in Las Vegas and Macau, were studied. Multiple venues, including the Southern Islands and Sentosa, were considered. A Request for Concept (RFC) was initiated in late 2004 to solicit proposals from interested bidders. The RFC defined clear government objectives as well as the regulations that would be imposed on the successful bidder. Nineteen proposals were received, many from world-class resort operators. This exercise allowed the government to evaluate the project’s financial feasibility.221 Simultaneously, a public consultation exercise was launched to weigh in public sentiments on the establishment of casinos. Although there were calls for a national referendum on the issue, they were rejected. PM Lee explained that a referendum was not necessary because there were already “many forms of legal gambling in Singapore. […] It is a policy matter: whether to allow an additional outlet for gambling, and to weigh the pros and cons to decide whether the economic benefit to Singapore of doing so outweighs the social costs.”222 During this research and consultation phase, the Ministry of Trade and Industry (MTI) suggested building two IRs instead of one, to which PM Lee responded, “I was not convinced because I thought one is already a big investment. Two... your problems will be in two places instead of one place.”223 Despite PM Lee’s initial reservations, further research and market testing was done, and it revealed the soundness of MTI’s recommendation. A Straits Times newspaper article titled From an Outright ‘No’ to a Reluctant ‘Two’ announced the government’s decision to build two IRs, and then to observe and learn from any problems faced over the next five to seven years.224 It was argued that the two projects would complement each other, providing market competition and establishing a critical mass to draw new visitors. The government gave its assurance that a concerted effort would be made to control and minimise adverse social consequences that could arise. Chapter 3 82 While the two IRs—MBS and RWS—are often jointly referred to, they are positioned differently. The IR at Marina Bay seeks to create a “compelling MICE precinct in the heart of the city”. Its prime location in the city centre would allow it to take advantage of existing infrastructure and facilities and enjoy excellent visibility and accessibility. The IR would double MICE space to 200,000 square metres and double the number of hotel rooms in the area to 10,000, all within walking distance. This would offer logistical convenience, and attract major MICE events with thousands of delegates each. Planners understood that MBS should be an iconic development that enhanced the city skyline, given its prime location by the sea in the New Downtown. MBS was seen as an attractive way to achieve quick and coordinated development of the Bayfront. “Without the IR, it might take us 15 years or more to tender out the land in individual parcels, and to develop the area on the same scale. But if we build an IR, within four years the Bayfront will be developed. This will complement other major developments such as the Esplanade, the new Sports Hub in Kallang and the Marina Barrage, to bring new life and excitement to the new Downtown and our city.”225 In contrast, the IR on Sentosa was conceived as a “large-scale family resort with its host of world class family leisure attractions.”226 The IR would transform a huge 47-hectare area—as large as the Singapore Zoological Gardens and Singapore Bird Park combined—by bringing to Sentosa “a large scale, high quality anchor attraction which it has so far lacked.”227 The consensus among Singapore’s hoteliers is that the IRs are a positive force in the tourism industry, accounting for a major share of the surge in tourism receipts by attracting “incremental visitors”—people who would not have come to Singapore without the lure of the theme parks, conventions, entertainment options or casinos. The situation is best described by Mrs Tan-Wee Wei Ling, Executive Director (Asset Management) of Pan Pacific Hotels Group Limited, who observed that “domestic competition is constructive. For example, the IRs have not taken away our customers but have created a bigger customer pool for all as evident in the surge of arrivals when they opened.”228 83 The Marina Bay Sands (MBS) Integrated Resort is built on reclaimed land bordering a freshwater reservoir, in the heart of the new Downtown Core. In addition to the IR, the Marina Bay area now houses a new Planning for Tourism: Creating a Vibrant Singapore A MICE HUB AND IN THE CITY CENTRE: RESORT MARINA BAY SANDS banking and financial district, an expansion of the existing Central Business District. How was Singapore—one of the most densely populated countries in the world—able to locate a large, new Integrated Resort and a new business district in its crowded city centre, and how did the government decide on the best way to allocate the land? In 1971, Singapore’s first Concept Plan foresaw the need to build an adequate road network ahead of time, to prepare for the inevitable growth of the city centre. One part of this network consisted of a coastal highway on reclaimed land to the south. This would connect the east and west of Singapore, discourage urban sprawl, and relieve some of the traffic flow through the city. Large-scale land reclamation was also undertaken to create space for the Chapter 3 84 the new “Downtown Core” conceptualised Marina Bay as a focal point of nation branding, a national symbol and gathering place, the “face” and “showpiece” of Singapore. 85 Planning decisions shaped the Marina Bay area in other ways—the government decided not to completely reclaim the entire bay, leaving an attractive waterfront with a larger catchment area, which controlled flooding and enhanced the value of the existing land. Starting from a clean slate also permitted coordinated planning with sustainability in mind. Areas were zoned for mixed-use developments to create a vibrant live-workplay district even after office hours and on weekends, a comprehensive pedestrian network was built, and a new underground Common Services Tunnel was installed to house water, electricity, telecommunications, district cooling and other utility connections. Former Minister for National Development Mr Mah Bow Tan commented that “if we had [sic] not started many years ago and put in this infrastructure, it would have been difficult to sell the sites around Marina Bay in the way we had.”230 When the decision to proceed with the IRs was made with STB as the main liaising agency, it was decided that, for the first time in the history of government land sales in Singapore, a fixed-price method would be used to allocate the land. The price of the land at Marina Bay was fixed at S$1.2 billion, so that bidders could compete solely on the strength of the design and concept of their proposals. involved extensive coordination between multiple public agencies. The process from conception to completion took about six years, and future expansion of the city.229 By the 1990s, these far-sighted decisions had paid off— urbanisation had become a global trend, but few major cities enjoyed Singapore’s competitive advantage of a large parcel of undeveloped, prime waterfront land adjacent to the city centre, available for planning and leasing by the state. In 1993, This was done because the IR was not a normal development—there were no precedents in the country, and it was a mega-project of strategic significance for Singapore, with multiple uncertainties and commercial risks. The government was concerned that if it used the normal land tender process of awarding the land to the highest bidder, the winner of the tender might overbid for the land, and this would affect the subsequent quality of the design, construction and programming of the IR. URA’s Development Guide Plan (DGP) for Planning for Tourism: Creating a Vibrant Singapore EVOLUTION OF A LEISURE ISLAND: SENTOSA Sentosa is an offshore island of Singapore accessible by a road link, cable car, and a light railway line, and is about ten minutes’ drive from the city centre. It has been designated for recreation and tourism purposes since the 1970s. The establishment of Singapore’s second IR— Resorts World Sentosa (RWS)—can be seen as a move to qualitatively transform Sentosa into a world-class tourist destination, while enhancing its recreational and leisure options for tourists and locals.231 Over the decades, the Sentosa Development Corporation (SDC)232 has undertaken many planning efforts and projects to improve the convenience and attractiveness of visiting Sentosa. More transportation options were provided in the 1970s and early 1980s, and greater private sector involvement and investment was encouraged from the late 1980s. Mr Alan Choe, chairman of SDC then, recalled, “It’s a question of [an] island. Everybody knows it’s so inaccessible; nobody goes there, how to make money? [So] I talked to the business community.” From these discussions, a new formula for public-private collaboration was established. Investors were not keen on making a lump sum upfront payment for a long land lease on Sentosa. The Sentosa Causeway was critical in ensuring easy access for locals and tourists to visit the island. Image courtesy of superjoseph. Chapter 3 86 Instead, SDC would provide the land and construct essential utilities and infrastructure, and private firms would develop and run the attractions on these sites according to SDC’s designated themes. Payments to SDC were structured as a percentage of the firms’ gross revenue.233 This unique Sale of Sites programme reduced the market risk and capital outlay, resulting in 12 major commercial projects, which include the presently active and accomplished Underwater World, being launched between 1987 and 1993.234 This increased and diversified Sentosa’s recreational options. Meanwhile, infrastructure improvements continued. The opening of the Sentosa Causeway in 1992 was effective in generating a critical mass of visitors to improve the viability of Sentosa’s attractions, while lowering the associated business costs.235 The Tourism 21 Master Plan proposed further steps to increase the number of night visitors and lengthen their visits to Sentosa. With the limited ability of theme attractions to sustain a regular flow of repeat visitors, other event programming, involving large parties and events was taken up. As such, hotel facilities on Sentosa were upgraded to meet demand from the corporate and MICE sectors. The establishment of RWS, with its cluster of family entertainment, restaurants and attractions such as a Marine Life Park and the Universal Studios Singapore amusement park, provided Sentosa with an anchor tenant that could attract new groups of visitors and generate spinoff benefits for existing businesses on Sentosa. Today, Sentosa been transformed from a “rundown flop to booming pleasure isle.”236 In spite of this, the subsequent challenges keep the development sustainable, to prevent the IR from overshadowing other attractions, and to preserve the character of Sentosa as a leisure island. 87 Planning for Tourism: Creating a Vibrant Singapore The decision to introduce casinos in Singapore was not a straightforward nor easy one. The government conducted extensive research and consultation, including public engagement and feedback sessions.237 When the decision to proceed was made, strong regulatory measures and safeguards were implemented to mitigate the social costs. Two new organisations, a Casino Regulatory Authority and a National Council for Problem Gambling, were established; the latter comprised of experts in areas such as psychology, rehabilitation, social services, counselling and religious services. Public education and community partnerships were strengthened to identify chronic gamblers and protect vulnerable segments of the population, and provide avenues for gambling addiction treatment and counselling. Key elements of the regulatory regime include strict licensing and licence renewal conditions for the casino operators; a casino entry levy on all Singapore Citizens and Permanent Residents to discourage impulse gambling; empowerment of spouses and family members to exclude persons with gambling problems from entry to the casinos; automatic exclusion of persons on public social assistance programmes, who are insolvent, or with poor credit records; self-exclusion measures; and prohibition of advertisements that promote gambling.238 THE FORMULA ONE SINGAPORE GRAND PRIX Chapter 3 88 Singapore’s annual Formula One (F1) Night Race, which first flagged off in 2008, is a premier branding exercise that aimed—in the words of Mr Lim Neo Chian—to change the image of Singapore as strait-laced and “boring”, and to show that “we’re always prepared to try new ideas and to change things.”239 Such anchor events have an important role in tourism development and marketing that is distinct from, but yet complement the recreational attractions, business facilities and infrastructure such as the IRs. Once a year, in September, the world’s attention is focussed on Singapore, with the beautiful night city skyline of Singapore as the backdrop for the F1 event. The F1 race is also an example of sports event tourism, along with the 2010 Youth Olympics and the Volvo Ocean Race, which help to boost the Singapore brand.240 The Singapore F1 Night Race in 2013. Image courtesy of CaterhamF1. 89 Car races were popular in Singapore in the 1960s. These races, jointly organised by the Singapore Motor Club and the Ministry of Social Affairs, were discontinued in 1973 due to government concern that they would encourage reckless driving. Moreover, there had been seven deaths Planning for Tourism: Creating a Vibrant Singapore THE LONG ROAD TO THE SINGAPORE FORMULA ONE RACE over 11 years from the races along public roads.241 Dr Ahmad Mattar, then Acting Minister for Social Affairs, explained that “motor racing up to April 1973 was held at Upper Thomson Road. The Grand Prix was cancelled as the Thomson Road Circuit was proving to be a great danger to spectators and participants. It was also a great inconvenience to residents of the area as it required the closure of roads leading into it.” The 1973 oil crisis also contributed to the government’s decision not to continue with motor racing on public roads. It explained that the organisation of motor racing under controlled conditions would require the provision of a proper motor racing circuit. Considerable expenditure would be entailed in acquiring a sizable acreage of land and building costs. It was also estimated that recurrent expenditure would be high.242 Chapter 3 90 Race cars at the 1966 Singapore Grand Prix, rounding the infamous “Circus Hairpin” . Image from Ministry of Information and the Arts Collection, courtesy of National Archives of Singapore. Singapore’s founding Prime Minister Lee Kuan Yew initially believed that car races were for the masses, and did not help Singapore become a culturally refined city.243 However, in 2005, Lee mentioned that he regretted the decision to discontinue motor-racing, because it could have “made Singapore richer and more established” as a host country. He added that the Singapore government had come to consider popular culture, including F1 racing, as big business today.244 91 Planning for Tourism: Creating a Vibrant Singapore In 2006, a multi-agency task force was set up to seriously explore organising an F1 race, after STB had funded a study with URA Chapter 3 92 Police Force on security issues. STB also works closely with private organisers and engages commercial stakeholders to innovate and test ideas, increasing the benefits for the tourism industry and local communities. Finally, STB curates a range of lifestyle events including the lighting and visibility conditions would not affect the safety and performance of the drivers, the enjoyment of the spectators, and the visibility of the advertisers.247 Another key objective was to have the race within the city centre instead of a stadium or racetrack, against the backdrop of the Singapore cityscape, with its architectural icons and landmarks beautifully lit. This would yield the biggest global branding impact for Singapore. However, it was also technically more challenging. No country had organised an F1 night race before, and it was critical to ensure that savvy” when working with the private sector in order to reach reasonable agreements on the sharing of responsibilities and costs, Useful lessons were also learnt: even governments have to be “business The F1 race was a game-changer for Singapore as it “caught the attention of everybody around the world.”249 Following the inaugural race in 2008, major newspapers around the world carried the Singapore F1 race on their front pages, quoting Mr Ecclestone’s remark that the Singapore Grand Prix was the “crown jewel of F1.”250 The Singapore Grand Prix has achieved other major objectives. It has helped shape global perceptions of Singapore as a fun and exciting place, increased concerts, dance parties, and entertainment and dining promotions, to be held in conjunction with the race.248 STB and URA worked together to identify the best routes for the city since such events provide lucrative opportunities for some firms to earn additional profits. Conversely, other private stakeholders may be negatively affected by the Grand Prix, such as businesses that lose customers during the F1 period due to road closures. There is a need to assistance to define a possible city circuit around Marina Bay.245 Leveraging on private sector networks, Mr Ong Beng Seng, founder of Singapore-based Hotel Properties Limited, was asked to negotiate a deal with F1 President and Chief Executive Mr Bernie Ecclestone. This proved successful, and agreements were signed to host the first F1 race in Singapore. race circuit. Apart from the branding advantages, a temporary circuit was deemed preferable to the alternative of a permanent F1 track at the Laguna National Golf and Country Club. A permanent track would require downstream efforts to ensure its sustainability by hosting other understand and address their concerns as much as possible. Ultimately, the sustained success of the Singapore Grand Prix also relies on public support from Singaporeans. The organisers have therefore taken steps to involve the community and make the race event more inclusive, such as providing school excursion opportunities, a diversity of side events The idea of a night race originated from a passing remark by Mr Ecclestone, and gained traction as the timing would allow viewership by European audiences, where the majority of F1 fans were based.246 events throughout the year. To defray some of the cost of organising the Grand Prix, an F1 cessation tax was levied on gazetted hotels, with slightly higher rates for hotels nearer to the circuit, in recognition of the additional profits earned by these hotels over the F1 period. for various audience groups, and allowing public access to exclusive areas such as the Paddock and the Pit Building where feasible. incremental visitor arrivals by the global community of F1 fans, offered business and networking opportunities through industry partner events, given local firms the opportunity to learn the ropes of organising world class events by working with international experts, and catalysed the motor and tourism industries.251 STB is the government’s lead agency and facilitator for the Singapore Grand Prix, and handles planning and execution in coordination with other agencies. For instance, STB works with the Singapore Land Authority to ensure land availability for the race buildings and marquee venues; the Land Transport Authority to facilitate road closures, road infrastructure and public transport requirements; and the Singapore 93 Planning for Tourism: Creating a Vibrant Singapore LESSONS AND FUTURE DIRECTIONS Today, Singapore’s tourism sector contributes some 4% of GDP and supports some 160,000 jobs, but it could play an even bigger role as Singapore’s economy matures.252 Tourism as an economic sector has some unique characteristics—it bolsters Singapore’s image as a vibrant global city that is a magnet for capital, talent and recreation, enhances the quality and diversity of leisure options for residents, and it provides further justification for projects that beautify and improve the living environment through the generation of economic spin-offs and tourism receipts. Four key learning points can be distilled from the success of tourism development in Singapore. First, there is a need for long-term plans with clear targets. This makes desired outcomes and policy directions transparent, and aligns the various stakeholders and agencies. A consistent long-term plan improves investor confidence, given the high upfront capital investment and lengthy payback periods that are characteristic of large tourist attractions. Flexible allocation mechanisms, for instance through the Sale of Second, better outcomes have been achieved through working with markets. The mission of the government has evolved from being “first class regulators” to “efficient facilitators” of business activity.253 Sites programme, enable the government to respond to the private sector’s demand for land. There are often market failures in tourism development due to coordination problems and information asymmetry, which private firms are often unable to resolve by themselves. Properly targeted and implemented, government intervention can be effective to allocate scarce resources properly, align the incentives of private stakeholders, and harness zoning and other administrative tools to guide and organise tourism development. Third, while Singapore has sought to harness the strengths of private initiative and investment, the government also has an important role to play. Over the decades, sound urban and development planning has given a much-needed boost to tourism development. Planning improves the siting of investments and the timely provision of infrastructure that can anticipate changing needs, and minimise overcrowding and Chapter 3 94 friction between different user groups. It has allowed Singapore to make the best use of its very limited land to cater to both tourists and locals. Coordinated planning also minimises failures due to lack of coordination, such as when one tourism attraction (e.g. a resort) cannot perform well in the absence of supplementary infrastructure such as a cruise terminal, or other complementary attractions such as good quality malls and restaurants. Software such as activity programming can also be better coordinated with hardware investments through government facilitation and incentives, and close collaboration with industry partners.254 Given the diversity and number of initiatives and developments, future challenges include better coordination between agencies for events, to avoid overlaps and situations where multiple events fight for a share of the same visitor pie. This will enable Singapore to better navigate the global tourism market as it grows more sophisticated, and better understand the complexity of the tourism industry and its relationship with various stakeholders. Fourth, tourism development strategies must display sensitivity and address concerns from stakeholders and the public in order to win support and approval. This is especially important where emotive aspects of heritage, community identity and lifestyle are concerned. Public support and patronage, as demonstrated in cases such as Sentosa, is necessary for the long-term sustainability and financial viability of tourism attractions. Above all, public attractions and recreational sites are shared spaces for both tourists and locals. Given its relatively small resident population, tourism development has enabled Singapore’s citizens to enjoy a wider range of entertainment and leisure options than would otherwise be commercially viable. In the words of former STPB chairman, Mr Tan I Tong, in 1984, “Without tourism… you won’t have the [Jurong] Bird Park, Sentosa would not have been developed as it is today. When you don’t have three million tourists, you wouldn’t need a big airport, you won’t need so many good hotels and restaurants, and you won’t have so many shopping centres. There are many things we cannot have without tourism.”255 This insight remains valid today as Singapore continues to pursue the successful management and innovative development of its tourism industry, in a manner that suits its unique national characteristics as an urbanised, global city-state. 95 Planning for Tourism: Creating a Vibrant Singapore Planning for Tourism: Creating a Vibrant Singapore 1959 Designation of the Department of Tourism under the purview of the Ministry of Finance instead of the Minister for Culture in the State of Singapore Government Gazette Supplement of 1959. Before 1960 1960 Chapter 3 96 97 Singapore Tourist Association formed on 20 February. 1960 Tourist Promotion Bill presented by Dr Goh Keng Swee (Minister for Finance); Tourist Promotion Board Act passed on 20 December. Design of the Merlion gazetted in the Singapore Tourism Act of 1963 with the Merlion subsequently serving as the STPB’s promotional emblem from 1964 to 1997. 1964 Singapore Tourism Promotion Board (STPB) set up on 1 January. 1967 Singapore named “The Garden City” by then Prime Minister Lee Kuan Yew. Start of the Garden City campaign. 1960 1970 Planning for Tourism: Creating a Vibrant Singapore Closure of the Singapore Tourist Association. Formation of Special Committee for Conversion of Selective Historic Sites into Tourist Attractions in December. Introduction of daily “Instant Asia” Cultural Show. Opening of Jurong Bird Park on 3 January. 1971 Opening of Sentosa. 1972 Official opening ceremony of Raffles Landing Site on 3 February. Merlion Project completed and installed at the mouth of the Singapore River, inaugurated by then Prime Minister, Mr Lee Kuan Yew on 15 September. 1973 Opening of Singapore Zoological Gardens on 27 June. 1970 1974 Formation of Singapore Convention Bureau in April. 1976 Opening of Singapore Handicraft Centre by Prime Minister Lee Kuan Yew on 25 September. 1979 STPB came under the purview of the newly created Ministry of Trade & Industry in March. Official opening of Singapore Cultural Theatre by Mr Goh Chok Tong, then Minister for Trade & Industry, in March. 1981 Singapore’s new Changi Airport opened for commercial operations on 1 July. 1984 Tourism Task Force was formed by Dr Tony Tan, then Minister for Trade and Industry, in August. The Product Development Division was established to coordinate the development of tourism infrastructure on 1 September. Introduction of Festival Light-Up with “Christmas at the Equator” on Orchard Road in December. 1985 Haw Par Villa acquired by the government. Introduction of Light-Up for Lunar New Year, Hari Raya and Deepavali. 1980 1986 Chapter 3 98 Redevelopment of Haw Par Villa into a Chinese mythological theme park awarded to International Theme Parks (S) Pte Ltd, a consortium formed between two local companies: Fraser & Neave (S) Pte Ltd and Times Publishing Berhad, in April. 99 One billion dollars allocated by government to fund the Tourism Product Development Plan aimed at revitalising Singapore’s existing attractions and building new ones. 1987 Rebirth of the Singapore River as a cultural and entertainment centre. Traditional bumboats were reintroduced to provide regular cruises, Singapore River Cruises, on 14 November. 1991 Planning for Tourism: Creating a Vibrant Singapore Development of a new strategic plan to identify mid-term to long-term goals of Singapore’s tourism industry (1992-1995). Raffles Hotel re-opened after its restoration on 16 September. Opening of a 710-metre land link to Sentosa. 1992 1993 Official opening of Boat Quay in August. Official opening of Clarke Quay by Dr Richard Hu, then Minister for Finance, in December. 1990 1994 Initiated Tourism Unlimited strategy with expansion of the STPB’s role in tourism business development, in addition to destination promotion role. 1995 New destination position branding, “New Asia-Singapore”, was formulated. 1996 Launch of the industry’s National Tourism Plan, “Tourism 21”, in July. 1997 Singapore Tourist Promotion Board renamed Singapore Tourism Board (STB). 1998 The Chinatown Experience Guide Plan first mooted. 2003 Bridging Loan Programme for SARSaffected, tourism-related sectors. Programme administered by SPRING Singapore in consultation with STB, from 1 May to 31 December. 2005 Tourism Master Plan—Tourism 2015 launched on 11 January. 2008 First ever night circuit Formula One race launched. 2000 Chapter 3 100 Opening of integrated resorts. 2010 2010 101 Planning for Tourism: Creating a Vibrant Singapore Endnotes 102 103 Singapore Parliament Reports (Hansard). (1958, December 17) Budget, Ministry of Commerce and Industry, Vol. 8, Col. 1450. Retrieved 9 June 2015 from the Parliament of Singapore web site: http://sprs.parl.gov.sg/search/topic.jsp?currentTopicID=00049202-ZZ¤tPubID=00068946ZZ&topicKey=00068946-ZZ.00049202-ZZ_1+id003_19581217_S0003_T00141-budget+ Ibid. Tan Chin Nam, Pamelia Lee, Lim Neo Chian and Lok Lik Peng. (2013, August 27). CLC Lecture Series: Tourism & Singapore’s Development. (Unpublished transcript). Accession number CLC/017/2013/002. Centre for Liveable Cities, Ministry of National Development, Singapore. 20-year hitch. (1957, February 25). The Straits Times, p. 6. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article aspx?articleid=straitstimes 19570225-1.2.69 Ibid. Ibid. Tourist expert for Singapore Government. (1956, September 17). The Straits Times, p. 5. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx? articleid=straitstimes19560917-1.2.69 Tourism hopes. (1956, November 13). The Straits Times, p. 4. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=straitstimes19561113-1.2.37 ‘Take the road to S’pore’ drive. (1955, November 10). The Straits Times, p. 7. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19551110-1.2.96 Bid to attract American tourists to Colony. (1957, April 15). The Straits Times, p. 5. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid =straitstimes19570415-1.2.46 Tourist men to hold talks in Singapore. (1957, February 11). The Straits Times, p. 7. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19570211-1.2.95 Govt. to take a hand in tourism. (1957, May 3). The Straits Times, p. 5. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=freepress 19570503-1.2.27 Tourist bureau. (1957, June 21). The Straits Times, p. 6. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=straitstimes19570621-1.2.59 The tourist board gets a new motto. (1957, August 17). The Straits Times, p. 7. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19570817-1.2.105 Fiji man gets top tourist job. (1958, April 20). The Straits Times, p. 1. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=straitstimes 19580420-1.2.9 Seeking the tourist. (1958, September 17). The Straits Times, p. 8. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=straitstimes 19580917-1.2.103.1 The VIP treatment for 260. (1959, January 25). The Straits Times, p. 4. Retrieved 21 July 2015 from National Library Board web site: http://eresources.nlb.gov.sg/newspapers/Digitised/Article.aspx? articleid=straitstimes19590125-1.2.27 Tourist Dept. closure ‘economy measure’. (1959, June 19). The Straits Times, p. 5. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19590619-1.2.57 400 firms from all sectors back the association. (1970, January 15). The Straits Times, p. 12. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx? articleid=straitstimes19700115-1.2.70.3 Goh, K. S. (2013). The Economics of Modernization, pp. 19-20. Singapore: Marshall Cavendish International Asia Pte Ltd. Chan, C. B. (2002). The Birth of EDB. In Heart Work, p. 15. Singapore: Singapore Economic Development Board and EDB Society. ENDNOTES 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 Planning for Tourism: Creating a Vibrant Singapore Chiang, L. C. (1999). Strategies for sustainable visitor growth: A case study. The Journal of Tourism Studies Vol. 10, No. 1, pp. 18-24. Goh, K. S. (1964, January 31). Address by Dr. Goh Keng Swee at the luncheon given by the Singapore Tourist Association. Retrieved on 9 June 2015 from the National Archives of Singapore web site: http://www.nas.gov.sg/archivesonline/data/pdfdoc/PressR19640131c.pdf Ibid. Finance Ministry to handle tourism. (1963, January 23). The Straits Times, p. 6. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article/straitstimes 19630123.2.53.aspx Big boost for tourism as govt steps in. (1964, May 20). The Straits Times, p. 12. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article/straitstimes 19640520.2.147.1.4.aspx Goh, Keng Swee. (1964, January 31). Address by Dr. Goh Keng Swee at the luncheon given by the Singapore Tourist Association. Retrieved 9 June 2015 from the National Archives of Singapore web site: http://www.nas.gov.sg/archivesonline/data/pdfdoc/PressR19640131c.pdf Singapore Parliament Reports. (Hansard). (7 March 1972). Tourist Promotion (Cess Collection) Bill, Vol. 31, Col. 548. Retrieved 9 June 2015 from the Parliament of Singapore web site: http://sprs.parl.gov.sg/ search/topic.jsp?currentTopicID=00054950-ZZ¤tPubID=00069252-ZZ&topicKey=00069252ZZ.00054950-ZZ_1%2Bid046_19720307_S0003_T00211-bill%2B Getting set for the million. (1970, January 29). The Straits Times, p. 10. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=straitstimes 19700129-1.2.78 Singapore Parliament Reports. (Hansard). (27 January 1970). Tourist Promotion Board (Amendment) Bill, Vol. 29, Col. 395. Retrieved 9 June 2015 from the Parliament of Singapore web site: http://sprs. parl.gov.sg/search/topic.jsp?currentTopicID=00054084-ZZ¤tPubID=00069214-ZZ&topicKey= 00069214-ZZ.00054084-ZZ_1%2Bid017_19700127_S0003_T00111-bill%2B Goh, K. S. (1964, January 31). Address by Dr. Goh Keng Swee at the luncheon given by the Singapore Tourist Association. Retrieved 9 June 2015 from the National Archives of Singapore web site: http:// www.nas.gov.sg/archivesonline/data/pdfdoc/PressR19640131c.pdf Ibid. Ibid. Ibid. Who says we get fewer visitors than Taiwan? (1971, November 22). The Straits Times, p. 20. Retrieved 9 June 2015 from the National Library Board web site: http://eresources.nlb.gov.sg/newspapers/ Digitised/Article.aspx?articleid=straitstimes19711122-1.2.131.4 U.N. men to study industrial potential. (1960, October 5). The Straits Times, p. 16. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid =straitstimes19601005-1.2.103 Lee, K. Y. (2000). Surviving without a Hinterland. In From third world to first: The Singapore story: 1965-2000, Volume 2, p.66. Singapore: Singapore Press Holdings. Winsemius, Albert. (1982, August 31). Oral History Interview by Tan Kay Chee, Economic Development of Singapore (Transcript), Accession number 00246/18 Reel 2, p. 16. Oral History Centre, National Archives of Singapore. Han, J. & Lim, T. S. (n.d.) Industrial Relations (Amendment) Act. Singapore Infopedia. Singapore: National Library Board. Retrieved 10 June 2015 from the National Library Board web site: http:// eresources.nlb.gov.sg/infopedia/articles/SIP_2014-07-07_133856.html Goh tells of Govt plans to speed up economic growth. (1968, April 17). The Straits Times, p. 8. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/ Article.aspx?articleid=straitstimes19680417-1.2.72 Ibid. Plan for growth. (1968, April 18). The Straits Times, p. 8. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=straitstimes19680418-1.2.53.1 Conversion of bases: S’pore sets up new department. (1968, February 18). The Straits Times, p. 2. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/ Article.aspx?articleid=straitstimes19680218-1.2.12 Campbell, W. (1967, August 1). A new life planned for an old fortress. The Straits Times, p. 10. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article. aspx?articleid=straitstimes19670801-1.2.71 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 Endnotes 104 105 ‘Blakang Mati can handle the largest ships’. (1966, August 25). The Straits Times, p. 4. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article. aspx?articleid=straitstimes19660825-1.2.22 Chandran, R. (1966, August 6). Blakang Mati as industrial depot planned. The Straits Times, p. 5. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/ Article.aspx?articleid=straitstimes19660806-1.2.28 A new life planned for an old fortress. (1967, 1 August), The Straits Times, pg. 10, http://newspapers. nl.sg/Digitised/Article.aspx?articleid=straitstimes19670801-1.2.71 Alan Choe was then head of the Urban Renewal Department (URD), under the Housing and Development Board (HDB). Winsemius, Albert. (1982, August 31). Oral History Interview by Tan Kay Chee, Economic Development of Singapore (Transcript), Accession number 000246/18, Reel 10, pp. 119-120. Oral History Centre, National Archives of Singapore. A $900 million plan to beat the slump threat. (1968, March 31). The Straits Times, p. 1. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article. aspx?articleid=straitstimes19680331-1.2.10 Ibid. The Master Plan (MP) is the statutory plan which guides Singapore’s land use and development in the medium term, for the next 10 to 15 years. It provides a comprehensive and integrated planning framework for urban development. It has evolved from a plan which simply reflected preceding land use amendments, to a focus on planning ahead for future developments. Retrieved 9 June 2015 from Urban Redevelopment Authority web site: http://www.ura.gov.sg/uol/master-plan.aspx?p1=ViewMaster-Plan Abrams, C., Kobe, S. & Koenigsberger, O. (1980). Growth and Urban Renewal in Singapore, Part I – Action Planning. Habitat International, Vol. 5, Nos. 1/2, pp. 85-127. Jurong gets ready to grow three times. (1968, October 26). The Straits Times, p. 10. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid =straitstimes19681026-1.2.58 Singapore Parliament Reports. (Hansard). (1970, March 17). Budget, loans and general, Vol. 29, Col. 591. Retrieved 9 June 2015 from the Parliament of Singapore web site: http://sprs.parl.gov.sg/search/topic. jsp?currentTopicID=00054145-ZZ¤tPubID=00069216-ZZ&topicKey=00069216-ZZ.00054145ZZ_1%2Bid017_19700317_S0003_T00061-budget%2B Goh tells why the bird park was built. (1971, January 4). The Straits Times, p. 15. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19710104-1.2.90 Singapore Parliament Reports. (Hansard). (1968, December 12). Debate on Annual Budget Statement, Vol. 28, Col. 152-153. Retrieved 9 June 2015 from the Parliament of Singapore web site: http://sprs.parl. gov.sg/search/topic.jsp?currentTopicID=00053623-ZZ¤tPubID=00069197-ZZ&topicKey= 00069197-ZZ.00053623-ZZ_1%2Bid017_19681212_S0002_T00021-budget%2B# Ibid. The men behind the project. (1973, January 29). The Straits Times, p. 14. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19730129-1.2.60 Out of the Box (2008) Challenge Magazine, May-June, pp. 26-27. Singapore: SPH Magazines. Retrieved from: http://www.challenge.gov.sg/archives/2008_05/ideas.html Ibid. Harrison, Bernard. (2014, April 8). Interview with Centre Liveable for Cities (Unpublished transcript). Accession number, CLC/017/2014/009. Centre for Liveable Cities, Ministry of National Development, Singapore. Ho, L. H. (2004/2005). Flight into Fantasy: Singapore’s journey into Aviation. Air Line Pilots Association Singapore (ALPA-S) web site. Retrieved from: https://archive.is/ejNq Lee, K. Y. (2006, July 1). Speech by Mr Lee Kuan Yew, Minister Mentor, at Changi Airport 25th Anniversary Dinner, 1 July 2006, 8.00 pm at the Raffles Ballroom, Swissotel the Stamford. Retrieved 10 June 2015 from the National Archives of Singapore web site: http://www.nas.gov.sg/archivesonline/ speeches/view-html?filename=20060701991.htm Lee, K. Y. (2006, July 1). Speech by Mr Lee Kuan Yew, Minister Mentor, at Changi Airport 25th Anniversary Dinner, 1 July 2006, 8.00 pm at the Raffles Ballroom, Swissotel the Stamford. Retrieved 10 June 2015 from the National Archives of Singapore web site: http://www.nas.gov.sg/archivesonline/ speeches/view-html?filename=20060701991.htm 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 Planning for Tourism: Creating a Vibrant Singapore Lee, K. Y. (2000). Conductor of an orchestra. From third world to first: The Singapore story: 1965-2000, Volume 2, pp. 230-231. Singapore: Singapore Press Holdings. Choe, A. (1968, August 31). The Role of Government in Tourist Promotion, Symposium on Tourism at Cultural Centre on 31st August 1968 by Mr Alan Choe. Background behind that great take-off.... (1981, July 3). The Straits Times, p. 8. Retrieved 10 June 2015 from the National Library Board web site: http://eresources.nlb.gov.sg/newspapers/Digitised/Article. aspx?articleid=straitstimes19810703-1.2.24 Pek, Hock Thiam. (2015, January 19). Interview with Centre for Liveable Cities (Unpublished transcript). Accession Number CLC/017/2015/013. Centre for Liveable Cities, Ministry of National Development, Singapore. Ibid. The airport challenge. (1989, March 4). The Straits Times, p. 34. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid=straitstimes 19890304-1.2.54.1 Singapore Tourist Promotion Board. (1993). Strategic Plan for growth, 1993-1995. New high in air travel this year. (1967, December 29). The Straits Times, p. 2. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19671229-1.2.15.9 ‘More hotels’ forecast for Singapore (1967, June 1). The Straits Times, p. 5. Retrieved 9 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19670601-1.2.33 Chang, K., & Lim, C. (1990). Fifty Years in Singapore, p. 66. Singapore: Knight Frank Cheong Hock Chye & Baillieu (Property Consultants) Pte Ltd. Choe, Alan. (1997, 20 May) Oral History Interview by Soh Eng Khim on The Public Service – A Retrospection (Transcript), Accession number 001891/18 Reel 14, p. 1. Oral History Centre, National Archives of Singapore. Retrieved 20 July 2015 from the National Archives of Singapore web site: http://archivesonline.nas.sg/viewer?uuid=ea127c26-115f-11e3-83d5-0050568939ad-OHC001891_014 Wardlaw, Henry. (2013, October 18). Interview with Centre for Liveable Cities (Unpublished transcript). Accession Number CLC/025/2013/001. Centre for Liveable Cities, Ministry of National Development, Singapore. Goh, K.S. (1968, August 2). Speech By Dr. Goh Keng Swee, Minister For Finance, at Opening Of Lion City Hotel Ltd. Retrieved 10 June 2015 from the National Archives of Singapore web site: http://drm. a2o.nas.sg/DJVUServer/PdfStampServlet?app=stars&filepath=pdfdoc/PressR19680802e.pdf Housing and Development Board. (1963). Annual Report, p. 2. Choe: Slums in city centre block progress. (1967, April 18). The Straits Times, p. 6. Retrieved 10 June 2015 from the National Library Board web site: http://eresources.nlb.gov.sg/newspapers/Digitised/ Article.aspx?articleid=straitstimes19670418-1.2.43 Land Acquisition Act (Chapter 152). (1967, June 17). Attorney-General’s Chambers, Singapore. Retrieved form: http://statutes.agc.gov.sg/aol/search/display/view.w3p;ident=3a5063ba-7501-48d3-b99c-ba5c9a 085f10;page=0;query=CompId%3A3a5063ba-7501-48d3-b99c-ba5c9a085f10;rec=0 Choe, Alan. (2013, July 31). Alan Choe’s interview with CLC on Urban Renewal (Unpublished transcript). Accession Number CLC/015/2013/003. Centre for Liveable Cities, Ministry of National Development, Singapore. Urban Redevelopment Authority. (1983). Chronicle of Sale Sites. Advertisements Column. (1967, June 16). The Straits Times, p. 17. Retrieved 10 June 2015 from the National Library Board web site: http://eresources.nlb.gov.sg/newspapers/Digitised/Article.aspx? articleid=straitstimes19670616-1.2.140.7 Chiang, L. C. (1999). Strategies for sustainable visitor growth: A case study. The Journal of Tourism Studies, Vol. 10, No. 1, pp. 18-24. Ministry of National Development. (1967, April 24). Property Tax Concessions For Approved Building Projects. Singapore Government Press Statement. Retrieved from the National Archives of Singapore web site: http://www.nas.gov.sg/archivesonline/data/pdfdoc/PressR19670424.pdf Offer opens today for 14 more urban renewal sites. (1968, November 16). The Straits Times, p. 10. Retrieved 10 June 2015 from the National Library Board web site: http://eresources.nlb.gov.sg/ newspapers/Digitised/Article.aspx?articleid=straitstimes19681116-1.2.76 Development charges are levies imposed on the change of use of a building to something of a higher value development or use. 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 Endnotes 106 107 Offer opens today for 14 more urban renewal sites. (1968, November 16). The Straits Times, p. 10. Retrieved 10 June 2015 from the National Library Board web site: http://eresources.nlb.gov.sg/ newspapers/Digitised/Article.aspx?articleid=straitstimes19681116-1.2.76 No more special deal for hotels. (1969, December 18). The Straits Times, p. 1. Retrieved 10 June 2015 from the National Library Board web site: http://newspapers.nl.sg/Digitised/Article.aspx?articleid= straitstimes19691218-1.2.12 Choe, Alan. 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Retrieved 11 June 2015 from the National Library Board web site: http://eresources.nlb.gov.sg/history/events/1abeafea77bc-4efa-ac84-865a08814645 Kwek, Mean Luck. (2014, April 7). Civil Service College interview with Kwek Mean Luck, Dean, CSC on 7 Apr 2014 conducted by Toh Bo...
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