Evolving Singapore’s urban planning for a world of change
In today’s multi-polar world with shifting economies, the planning system that served us well in the industrial era needs to transform
[SINGAPORE] As Singapore marks 60 years of independence, much of the country’s transformation from a slum-filled city to a modern global metropolis has been underpinned by its urban planning regime. Planning gave the Republic the tools to build efficiently and equitably.
The power of eminent domain enabled the government to clear slums and redevelop land for public good. The land sales programme created opportunities for the private sector to participate in urban renewal. Without such policies, Singapore could have easily faced the same urban issues that plague other major cities: unregulated sprawl, chronic traffic, and uncoordinated urbanisation.
Today, the Republic finds itself at another crossroads. Global trade has slowed, geopolitical tensions are rising, and regional economies will face greater uncertainties.
We now live in a multi-polar world, with a new generation that is more value-driven, vocal, and connected than ever before. Singapore’s economy, too, has changed – it is less about manufacturing and more about services, ideas, and innovation.
The planning system that served us well in the industrial era was centralised and top-down, and now needs to evolve.
Legacy of foresight
Singapore’s modern urban planning journey began in 1958 with its first statutory Master Plan that laid out clear zones for housing, industry, and green spaces. This highly prescriptive document laid the groundwork for tackling the pressing urban issues of the time – overcrowding, poor housing, and weak infrastructure.
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Singapore inherited this system after independence in 1965, but infused it with new ambition. By 1971, a two-tier planning approach was introduced: the long-term Concept Plan providing a 40 to 50-year vision, complemented by the more detailed five to 10-year Master Plan. This approach has been the country’s North Star, balancing long-term foresight with short-term flexibility.
Singapore’s planning regime has been more than just about efficient land use; it has also been a powerful tool for nation-building. As the city-state industrialised in the 1980s, the planning evolved to manage congestion and decentralise employment.
The birth of regional centres such as Tampines and Jurong eased pressure on the Central Business District. By the early 2000s, the focus expanded to include quality of life, sustainability, and urban vibrancy, giving rise to iconic developments such as Marina Bay.
“The next Master Plan won’t just shape buildings. It will shape relationships between people and place, between government and community, between past ambition and future possibility.”
A new era, a new approach
Developers are now required to consult neighbours before new developments on government land sale sites are approved. Business Improvement Districts are taking ownership of their neighbourhoods and driving place-making efforts. Public engagement sessions are becoming more common during policy consultations.
These steps point towards a more communicative approach to planning, one where we not only project a vision but also listen, adapt, and co-create with communities. While this evolution is promising, it also brings to light three critical challenges that must be addressed to ensure Singapore’s continued success in urban planning.
Breathing new life into existing spaces
As a maturing city with an ageing population and slowing growth, we must make better use of our existing spaces. Take Changi Business Park, for instance. Built in the 1990s to attract high-tech firms and financial backroom operations, it’s now dealing with rising vacancies as it no longer meets the needs of the modern economy.
Rather than demolish it, we should explore adaptive reuse. Could the spaces host educational institutions or community hubs? Could they be linked more closely to adjacent industries such as aerospace? The key is having flexibility.
One idea is to change how we regulate land use in these areas so that, instead of prescribing what is allowed, we could simply state what is not allowed. This gives the market the space to experiment, and lets it learn from what emerges.
For private investors to commit to adaptive reuse, they need longer lease terms. Retrofitting old buildings is expensive, and without enough time to recoup costs, many potential projects will never get off the ground. A longer runway could unlock new ideas and new value.
Unlocking value in underutilised assets
Another challenge lies with government-owned historic buildings. These are often tightly controlled due to their cultural or strategic value, with adaptive reuse typically limited to short or medium-term leases.
But in our mature city-state, we can afford to take a more patient approach. Why not allow these buildings to be incubators for creative, social, or community projects on much longer leases with a break clause?
These temporary uses can be productive, while still preserving the buildings for future needs. Planning should be about managing change, not avoiding it.
Empowering communities
As we step into the future, one of the biggest shifts we must make is cultural. While our centralised planning approach has delivered results, the next phase of our growth requires deeper community involvement by giving local stakeholders a real say.
We should consider giving mayors more influence over how their towns develop. Let them shape development plans, participate in zoning conversations, and reflect their community’s priorities. National planners can still guide the big picture, but the local context matters too.
The good news is that we’re already taking steps in this direction. New planning exhibitions encourage dialogue, but we can go further. Community input shouldn’t be a formality; it should be part of how we plan.
Co-creating Singapore’s future
Singapore’s success has always been rooted in discipline, foresight, and execution. Our planning system reflects this: clear, decisive, and efficient. But as the world becomes more uncertain and fragmented, we must also become more flexible, creative, and collaborative.
We’ve mastered the mechanics of planning – processes, zoning, density. Now we must cultivate the soft skills: listening, co-creating, and allowing space for experimentation. The next Master Plan won’t just shape buildings. It will shape relationships between people and place, between government and community, between past ambition and future possibility.
As we embark on this new chapter of urban planning, it will become a journey for all Singaporeans to participate in. The Republic’s future is not just in the hands of planners and policymakers but also of its people. This will result in the creation of a future city that’s not only efficient and beautiful but also inclusive, innovative, and truly reflective of its people’s aspirations.
The writer is head of research and consultancy, South-east Asia, at JLL
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