7 . Outdated Private and Public Investment : Obsolete private and public investments can hinder placemaking efforts . Updating private investment through innovative financing models and encouraging public investment in infrastructure upgrades and amenities are essential for successful post-pandemic placemaking .
8 . Regulatory Considerations : Adapting regulations to facilitate innovative placemaking projects , streamlining approval processes , and providing regulatory support can encourage private investment and assist placemaking visions .
9 . Commercialisation of Beach : Placemaking should balance commercialisation of beach areas with environmental preservation , sustainable tourism , and local communities ’ access , and local business competition .
10 . Local Pride / Identity and Future Vision : Involving local communities , valuing their input , and fostering a sense of ownership ensures placemaking aligns with local values , identity , and future vision .
Conceptual framework : The above discussion suggests a hierarchal model . The hierarchal model is composed of 3 levels as depicted in Figure 1 . The first level is objective of the study . Level 2 consists of 4 different main categories of challenges . Level 3 comprises of a list of 10 different factors , have been discussed as the significant challenges in the existing surveys , reports , and other literature .
This study conducted a targeted industry engagement survey to gather insights from local businesses in the visitor economy sector , aiming to identify key problems and challenges they face . The Analytic Hierarchy Process ( AHP ) technique was used to ensure objectivity in prioritising these issues and proposing solutions . The AHP technique allows for the collection of individual preferences , thereby minimising subjectivity and providing a comprehensive assessment of each challenge . The following section provides a brief overview of the AHP technique , methodology , analysis , and study conclusions .
ANALYTICAL HIERARCHY PROCESS ( AHP ) The Analytical Hierarchy Process ( AHP ) is a popular method used in multi-criteria decision making ( MCDM ) situations . The AHP technique involves structuring the decision problem in a hierarchical manner , where criteria are organised into different levels . The top level defines the overarching goal or objective , representing the aim of the decisionmaker . The next level consists of main challenge categories , which are criteria for evaluation . These categories represent the key factors or dimensions to consider in the decision-making process . Within each main category , there are sub-criteria that break down the challenges into specific aspects related to the overall evaluation . The hierarchical structure allows for a systematic and organised decision-making approach .
In the AHP technique , numerical values or weights are assigned to each level and element of the hierarchy , reflecting their relative importance . Decision-makers compare alternatives against each criterion , considering their significance . By synthesising the evaluations and priorities , the AHP provides a comprehensive assessment , generating rankings to determine the most suitable alternative .
Overall , the AHP technique offers a structured and systematic approach to decision making , assisting decisionmakers make informed choices in complex situations .
RESULTS AND CONCLUSION The responses obtained from the industry expert respondents regarding the pairwise comparisons of different factors and sub-factors were aggregated using the geometric mean method . This method allowed for the calculation of group judgments for each entry in the comparison matrices . By considering the opinions and preferences of multiple experts , a collective assessment was achieved .
MS Excel was used to analyse the collected data and derive meaningful insights . The comparison matrices , weights ( or priority vectors ), and consistency tests for all the main factors of the hierarchical model were documented and presented in a table . This table served as a visual representation of the experts ’ assessments and the resulting outcomes of the AHP analysis .
Objective : Prioritising challenges influencing business
Competition and Demand ( domestic & international visitors ) |
Social and Pandemic |
Capacity and infrastructure |
City reputation and future vision |
Domestic visitors : visitor expenditure has plateaued resulting in less viable businesses |
International visitors : High dependence on the international visitor market has left the precinct exposed to border restrictions |
Business competition : More competitive environment due to multiple entertainment precincts |
Social , safety and security concerns : Social issues are causing safety and security concerns for visitors and staff |
COVID-19 restrictions : COVID- 19 restrictions ( borders and limited operation ) |
Underutilisation of capacity : Existing commercial infrastructure is underutilised as shown by a high retail vacancy rate |
Outdated private infrastructure : Outdated private infrastructure and lack of new attractions and experiences |
Outdated public infrastructure : Outdated public infrastructure ( e . g ., public realm , streetscape , parks ) |
City reputation : City reputational challenges ( i . e ., locals prefer other precincts , safety and unruly behaviour , homelessness , etc ) |
Lack of future vision : No clear and relevant future vision for a precinct adopted by government , businesses , and residents |
Figure 1 : A Conceptual Framework of Placemaking Challenges
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