Quotes from the 1991 13-volume Report on MFP-Adelaide. Peter Myers, July 27, 2001; my comments {thus}.

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You are at http://mailstar.net/mfp-reports.html.

The National Library in Canberra holds 12 volumes of this report, each spiral-bound and with a black cover, at NLq 711.450994 M617; the volumes are identified by name, not number. I have not seen the 13th, and cannot be sure that it was even issued.

PEOPLE, TECHNOLOGY AND THE ENVIRONMENT {this Report was sent to community groups who had made submissions; it contains little of importance} MFP-ADELAIDE MANAGEMENT BOARD REPORT ON THE FEASIBILITY OF MFP-ADELAIDE - AN OVERVIEW ... May 1991

{p. 21} The Domestic Committee for MFP Study, Japan, which represents over eighty Japanese companies, has continued to play a significant role in the identification of potential business opportunities. The working groups set up by the Domestic Committee for MFP Study, Japan, have each visited Australia during the course of the study and established a working relationship with the equivalent working group of the Management Board.

... International Advisory Board members represent Australia, Japan, the United States of America, the United Kingdom, Korea, France, Sweden, Germany, Thailand and Taiwan.

MFP-ADELAIDE Preliminary Social Impact Assessment April 1991

{p. 4-2} ... predicting the extent of immigration is even more unclear due to the MFP. Initial predictions of population increase now appear optimistic. Forecasts of population increase of 100,000 people over 30 years have now given way to scenarios of between 20,000 and 40,000 permanent residents on the core site ...


5. 1 ... It should be noted that the MFP will not in any significant way change the ethnic diversity which already exists in South Australia ... it is difficult to imagine an urban development of such significance as the MFP becoming an exclusive and elite housing estate.

5.2 ... permanent migration to the MFP will involve persons coming from all over the world, and will not be limited to one or a few countries, although there will undoubtedly be a greater proportion from the 'Pacific Rim'.

{p. 5-4} 5.6 ... The concerns expressed by some sections of the Adelaide community about the integration of the MFP international population is related to the uncertainty that: ¥ the population attracted to the MFP will be culturally and socially different from the existing communities, ¥ the ethnically distinct skilled foreign workers may form an elitist enclave, ¥ the new communities may enjoy quality services denied to the local people. ... The concern for a possible foreign enclave at the MFP expressed by some sections of the community reflects a fear of an exclusive settlement based on ethnicity and class ...

{p. 5-9} ... The polis metaphor conveys the image of a self-centred, closed society, in conflict with the world. This is the very antithesis of the MFP concept developed by South Australia.

{p. 5-10} ... The need to prepare children to re-enter the Japanese education system is a crucial consideration for Japanese parents. ... It is almost certain that some Japanese parents posted to MFP-Adelaide would ensure that their children have the benefits of Australian (western) education, by enroling them in Australian private schools with after school Japanese language and cultural education. ... In Sydney and Melbourne where large Japanese communities exist, the common practice is for parents to send children to Australian primary schools (and kindergarten) who, once reaching secondary level, are transferred to Japanese Schools in order to prepare them for entry to universities at home.

{p. 5-11} Asian workers would tend to expect strict scholarly education for their children ... Long term Asian workers settling in Australia would usually be accompanied by elderly parents. Housing should therefore include provisions for the aged.

{p. 5-12} Though the numbers of transient or temporary overseas workers in the MFP will be relatively small at any one time (projected at 6,000 out of a total MFP population of 60,000), the total through-put in one year may be substantially higher and it will be both sound social and economic policy to provide services to these immigrants ...

{p. 6-5} ... O'Neill and Colebatch, in a recent study for Hawkesbury City Council in Sydney, posited that participation is generally believed to be 'real' when participants are able to determine the outcome and therefore 'bogus' when the outcome is determined elsewhere (1989). ... It is critical to differentiate between community participation and public relations and marketing. ... While public relations may not have 'selling' as its primary objective, it is often perceived as 'marketing'..

{p. 7-6} In looking at policy for the MFP it would be useful to compare Australian and international attitudes to the following: child rearing, caring for older people, respect for older people, racial integration, roles of women, treatment of less fortunate people in society. ... From the start, the MFP-Adelaide should communicate a clear message that it is 'rich in facilities', provides benefits for the surrounding communities and acknowledges that in order to achieve the vision, may be perceived as being 'elite'.

MFP-ADELAIDE DESIGN CONCEPT DEVELOPMENT AND CORE SITE ASSESSMENT VOLUME 1 - REPORT ... Prepared by Kinhill Delfin Joint Venture ... May 1991 {the Kinhill Delfin Report}

{p. 4-1} 4.1 ... The MFP-Adelaide concept proposes that Adelaide as a whole would be a multifunction polis.


If direct employment generated by MFP-Adelaide were to approach approximately 20,000, the generation of a similar short-stay or transient population associated with MFP-Adelaide industries (particularly education, training, health and research) could be assumed. This group would include tourists. and its members could be expected to have widely varying household sizes, places of origin (both Australia and other countries) and durations of stay. Adding this transient population to the estimated

{p. 4-6} direct MFP-Adelaide employment and allowing for support service employees and non-working family members results in an estimated total population for MFP-Adelaide of approximately 100,000, which could be reached within a 20-30 year development period.


{p. 49} In early March 1991 members of the Japan Domestic Committee (JDC) Working Group on World Communication Centre visited Adelaide to be briefed on procress with the development of MFP concepts. ... In a briefing session the visitors suggested that there is a market opportunity for an executive health centre ... located in close proximity to the planned World University Residential Executive Training Centre ...


4. 1 ... Create or retain an international advisory council and a community advisory council ...


{p. 1-4} 1.2 THE PROCESS

... The original idea envisaged a 'city of the future' with themes of people, technology and environment and an underlying ideal of achieving a 5th sphere of living {such Newspeak gave the MFP a bad name} in which functions such as working, learning and recreation would be integrated.


An International Advisory Board (IAB) was established to advise on the MFP's overall development as an international project and to assist in the creation of links with institutions and investors in other parts of the world.


The common concerns that have been expressed by the community during consultations are summarized as follows:

¥ concerns regarding the amount and nature of the information made available on MFP-Adelaide, the timing and structure of the consultation process, the extent of community involvement in consultation and development of MFP-Adelaide proposals, the lack of clarity concerning the purpose of the consultation process and its relationship to the decision-making process, the need for community participation in governance structures, and the absence of support provided to community groups to participate in the debate on MFP-Adelaide;

{p. 5-2} MFP-Adelaide will be the first of many projects to be undertaken throughout Australia as a result of the MFP process, and will involve a wide variety of institutions, companies and organizations. As such, it represents a national project with many prospective commercial opportunities.


The proposed structure for the MFP University is:

¥ A Board of Management will be appointed, consisting of approximately fifteen local, national and international members with expertise in management, law, business and research. The board will have the task of setting the goals, objectives, strategies and plans of the MFP University and will be responsible for attracting funding.

¥ An International Board of Trustees will be established, comprising scholars of international standing and eminent persons from industry, business and public affairs. The role of the trustees will be to give stature to the MFP University, enhance its reputation in the region and internationally, and advise on the operations and priorities of the MFP University. ...


{a diagram on p.5 shows the Board of Trustees as the top level of management of MFP University}

COLLABORATIVE RESEARCH IN SOUTH AUSTRALIA {a paper included in the report, with separate page numbering}

{p. 2} ... there has been concerted debate about the name for the new tertiary education institution which is to be part of the Multi-Function Polis. The working group which has generated this paper discussed calling it the International Institute (or Academy) for Advanced Studies. For the purposes of this paper however, it is referred to as the Multi-Function Polis University (MFP-University). ...

{a paper on an International Management Centre is included, with separate page numbering}

{p. 2} The establishment of an International Management Centre (I.M.C.) has been proposed as one of a number of key areas within the so-called "World University" component of the Multifunction Polis (M.F.P.). ... The Working Party considered a number of possible titles for the Centre However, until the concept of the "World University" is further developed, it decided to continue to refer to the Centre as the I.M.C.

{p. 9} The Japanese Government and many multinational Japanese companies have recognized the major need to educate their managers for the demanding managerial roles of the 21st Century. ... As part of its investigation into the proposed I.M.C.. the World Communication Centre Working Group in Japan is undertaking a survey of the management education needs of major Japanese corporates. Preliminary results indicate a rapidly growing demand for external programrnes, and a positive attitude towards overseas ones. ... Japanese oraanizalions may well be the most enthusiastic supporters of the I.M.C. and the M.B.A. programme ...


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