Piacenza Potenzial - Boosting Innovation in Heritage Context

Piacenza Piacenza Piacenza Piacenza Potenzial Potenzial Potenzial Potenzial

Boosting innovation in heritage contexts A Thesis Project By: Federico Varela Person Code: 886334 Politecnico Di Milano Polo Territoriale Di Mantova Master Architectural Design And History Academic Year: 2018/2019 Supervision: Dr. Guillermo Aranda-Mena

INDEX INDEX INDEX 01 02

Abstract

03 04

Hypothesys

05

What is an Innovation District?

7

Introduction

Smart City - Utopian City

9 16

What Smart City means?

Definitions Resilience Strategic Axes Typologies of Smart Cities Definitions and Assets Benefits Gentrification The Seek of Develpment

Industrial Districts Research Parks Innovation Districts

Who Delivers Innovation Districts?

Theoretical Frame Diagram

18 21 22 24 30 34 36 38 40 42 44 46

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Study Cases

Introduction to the Region Historical Review Land Use Analysis Development Analysis Economic Districts Project Results Technological Districts What is it?

How it started?

Whare is it?

How to Get There?

Benefits Target Results

51 52 54 60 62 64 68 70 72 72 73 74 76 77 78

Introduction to the Region Historical Review Demographic Analysis Understanding the Area Boston South Waterfront The Mayor's Vision Actions Results

81 82 84 88 92 94 96 100 104

Buenos Aires

Boston

Melbourne

106 108 110 114 116 117 118 120 122 124 126 130 132 133 134 136 138 140

Lessons Learned

142

Introduction to the Region Historical Review Understanding the Economy Understanding the City Urban Sprawl Infrastructure Melbourne and Geelong Expectations Plan Melbourne 2017-2050 Urban Realm MID City North About History MID Partnership Melbourne Rail Projects Actions Results

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08

Piacenza

The Po River Introduction to the Region The Geography Historical Review Transport Infrastructure Landuse Map City Center New City External City Agricultural City Industrial City Military City

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Urban Fragmentation Current Situation

Piacenza Potenzial

Existing Policies and Projects Current SWOT Analysis Planning the Project Masterplan Vision Transport Masterplan

(AID) Agricultural Innovation District Understanding the Area Action Plan Walls Study Case Walls Action Plan - Zoning Plan Study Case Zoninig Plan Conceptual Renders Stakeholders and Phases System Development Project SWOT Analysis

Decoding The Potenzial Project

10 11

148 150 152 154 156 158 160 162 164 166 168 170 178 190 192 194 196 198 200 204 206 208 210 212 214 216 218 220 224 228 230 232 234

Final Conclusions

238

References

240

Bibliography Webliography Images index

abs abs abs tract tract tract

Abstract

Italian Version Al giorno d'oggi, le città più cosmopolite e popolate del mondo cercano lo sviluppo della tecnologia come risposta a problemi come la crescita economica, le questioni ambientali, i trasporti e persino la sovrappopolazione.

Negli ultimi decenni, il concetto di Smart City è stato concepito come una risposta per continuare lo sviluppo e per risolvere i problemi precedentemente menzionati.

Per capire cosa significhi Smart City, questa tesi ha esaminato i diversi aspetti che coinvolgono questo concetto concependo Distretti dell'innovazione come i primi passi per diventare una città in Smart.

Oggi, le grandi città hanno iniziato a implementaregli aspetti dell'innovazione in modo "improvvisato", poiché non esiste un modello specifico per la sua attuazione.

Comprendiamo che non tutte le città hanno gli stessi bisogni e problemi; ma la maggior parte dei casi di studio analizzati (Buenos Aires, Boston e Melbourne) non prende in considerazione il valore di Heritage nonostante le loro azioni fossero essenziali per lo sviluppo del modello.

La maggior parte delle città europee è profondamente radicata nella tradizione e nel valore artistico che le il loro patrimonio artitettonico possiede. Ecco perché questa ricerca si colloca in uno dei paesi più ricchi in questi termini, l'Italia.

Con la ricerca precedentemente effettuata con la collaborazione di R. Mujahed, T. Loprevite ed E. Spiazzi e la supervisione della tesi del Dr. Guillermo Aranda-Mena, comprendiamo che Piacenza è una situazione unica, quindi stimolante. Strettamente legata allle sue tradizioni, ma con il desiderio di sviluppo.

Questa tesi mira a stabilire un modello per lo sviluppo di una Smart City in un contesto storico. Essere consapevoli delle tradizioni e portare i siti storici nel ventunesimo secolo oltre la conservazione, ma stabilendo nuovi standard per l'innovazione e lo sviluppo economico attivo.

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abstrac

English Version Nowadays, the most cosmopolitan and populated cities in the world search for technology development as an answer to problems such as economic growth, environmental issues, transportation, and even overpopulation.

During the last decades, the concept of Smart City was conceived as an answer to continue development as well as to solve the issues previously mentioned.

In order to understand what Smart City means, this thesis looked into the different aspects that involve this concept conceiving Innovation Districts as the first steps to become a city into Smart.

Today, big cities had started implementing innovation districts in an “improvised� way, since there was no specified model for the implementation of it.

We understand that not every city have the same needs and problems; but, most of the study cases analyzed ( Buenos Aires, Boston, and Melbourne) do not take into consideration the value of Heritage despite that their actions were essential for the development of the model.

Most of the European cities are deeply rooted in tradition and the artistic value that their architectonic constructions have. That is why this research stands into one of the most riches countries in these terms, Italy.

The previous research with the collaboration of R. Mujahed Fadi, T. Loprevite, and E. Spiazzi and the thesis supervision of Dr. Guillermo Aranda-Mena, we understand that Piacenza is unique, thus challenging location. Deeply rooted in traditions, but with the eager of development.

This thesis aims to set a model for the development of a Smart City in a historical context. Being conscious about traditions and bringing historical sites into the twenty-first century beyond preservation but setting new standards for innovation and active economic development.

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Image 1: Sabionetta Principal Square

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Introduction

Smart City - Utopian City For Millenia, city builders have dreamt that with the right combination of streets and structures, they can create a place that brings humanity to a higher plane.

In a sense, all city planners share this dream. However, when planners envision a city that is radically different from every current location, perhaps even a city that cannot be built, given current technologies or legal infrastructure, then it is called that city a Utopia.

Utopia is a term conceived by Thomas More in 1516, and it literally means “no place.” (More, 2011) Some have called Sabbioneta a Renaissance ideal city. The UNESCO World Heritage describes the city as ‘a single-period city’ representing ‘the implementation of the period’s theories about planning the ideal city.’ (Centre, 2019) According to UNESCO “Sabbioneta was the capital of one of the smallest states in Italy, created when Mantova was divided into several parts in 1478. Different branches of the Gonzaga family still ruled these parts. It has been known since Roman times as a locality along the Vitelliana road but, even though it has a long history, it can be considered a new foundation. Sabbioneta is the creation of one man, the ruler of the small state Vespasiano Gonzaga Colonna (1531-1591).

He had studied the writings and theories of ideal city planning, but he aimed to build an impregnable fortress and to function as the capital of the state with all modern amenities such as a permanent theatre. It is believed that he designed the plan and the fortifications with the help of military expertise. The work began sometime between 1554 and 1556.”

After having initiated the project, Vespasiano was called away to war, and when he returned, he found that his wife had been unfaithful. Some say he killed her lover and locked her up in a room with the corpse where she was served a glass of poisoned wine a day with the word “bevi.”

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After three days she drank from the cup and died.

The ducal palace in Sabbioneta is still standing, but it is necessary to know the story beforehand to see the drama of this failed Utopia. The most striking reminder of Vespasiano Gonzaga are some frescos and wall panels and the wooden statues of the four surviving horsemen of the Gonzaga family including himself.

While Sabbioneta never became a major metropolis, it is a world heritage site. Also, it remains a remarkably beautiful, if somewhat sleepy, town. ("Some History Behind Sabbioneta: Ideal City of the Renaissance - Italian Notes", 2019)

The horrors of the Industrial Revolution called for social utopias such as Robert Owen, who tried to create the perfect mill community in New Lanark in Scotland. Owen leader founded New Harmony in Indiana, one of the many short-lived utopian communities in 19th century America.

Owen Imagined a rectangular structure for his ideal town with houses surrounding towers. New harmony failed, but the dream of a better city persisted among the smokestacks of 19th century England. Ebenezer Howard was born in London, moved to Nebraska to farm, and then relocated to Chicago before finally returning to London to work as a court reporter. Almost entirely self-thought, Howard produced his masterwork, “Tomorrow: A Peaceful Path to Social Reform” in 1898. The book was republished four years later as “Garden Cities of Tomorrow,” and it remains the north star of English town and country planning.

Howard saw the failings of both town and country life and imagined a community that could include the best of both worlds. He designed a circular city of 1000 acres (404.686 hectares) and 32000 inhabitants surrounded by 5000 acres (2023.428 hectares) of agricultural land.

Howard envisioned 37 meters wide boulevard and 10

gardens, a place that replaced smoke stacks with trees.

Garden city bears some resemblance to modern suburbs.

However, for Howard of course, walking, not driving, would be there primary mode of transport.

Howard’s idea inspired the Letchworth in Welwyn garden cities in England and Forest Hill Gardens in New York.

After World War II, Howard also inspired the new towns that were built to re-house neighborhoods that had been bombed out during the Blitz.

Charles-Edouard Jeanneret, Le Corbusier, was another largely self-taught utopian that began his remarkable architectural career building houses in Switzerland and moved to Paris in 1917. There Corbusier became as connected to the burgeoning Modernist movement as Piccolomini and Roussolineau were to Renaissance Humanism.

Image 2: (Garden city, 2019)

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Image 3: Le Corbusier Plan for Buenos Aires

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Le Corbusier co-founded a journal, L’espirit Nouveau, and would become almost as well known for his writing as for his building.

In 1925, Paris held and International exposition of modern, decorative, and industrial arts which gave the term art deco, and L’Espirit Nouveau had a pavilion. Le Corbusier used the pavilion to highlight his Plan Voisin for Paris, a utopian dream for rebuilding the central city.

The plan Voisin imagines tearing down two squares miles of central Paris and replacing its crowded, dirty streets with 18 widely spaced crystal towers which soar higher than any pinnacle on earth, in Corbusier’s own words. Less than 10% of the space would be built up. The rest of it would be green, but enormous density would be achieved by soaring to the sky. Le Corbusier thought that New York City skyscrapers were far too short.

Le Corbusier was not given a chance to rebuild Paris.

However, after World War II, the Indian Prime Minister Jawaharlal Nehru allowed him to build Chandigarh near the Iraqi foothills of the Himalayas. The old capital of the Punjab, Lahore, had been ceded to Pakistan. To plan a new capital Nehru first turned to Albert Mayer, a US architect who had been inspired by America’s City Beautiful Movement.

Mayer’s plan, which Corbusier adopted and adapted, was a grid with gardens. Corbusier designed a bold palace of assembly with a striking hyperbolic swoop. Chandigarh has weathered well. It is a particularly lovely Indian city and is remarkably reach, clean, and happy. Perhaps some of this prosperity reflects the fact that the city was not designed to house the poorest of Indians. Nonetheless, if not a utopia, Chandigarh must be counted as one of the world’s more successful attempts to build a city from scratch. ("Fondation Le Corbusier", 2019)

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Brasilia may be the world most famous utopian city.

Rio de Janeiro served as Brazil’s capital for almost 200 years. However, as early as 1827, plans were made to move the capital to the country’s interior. Supposedly, St. Jhon Basco envisioned the futuristic city. More prosaically, the wealthy coffee magnates of Sao Paolo did not like the disproportionate power and influenced widely by the residents of Rio de Janeiro. In 1956, Brazil’s newly elected President Kubitschek, began the process of constructing a new capital.

The team of Lucio Costa and Oscar Niemeyer planned the city and designed its most striking buildings. The core of Brasilia is an arc mimicking wing of a bird. Niemeyer designed a cathedral that resembles a spaceship and a magnificent national congress building that echoes Le Corbusier. ("Niemeyer", 2019) Not everyone loves Brasilia, the city’s lack of street names can be confusing, and its scale feels not suitable for pedestrians. More troublingly, the designers failed to make room for the thousands of poor Brazilians who would come to the capital and who now live in favelas on the outskirts of the city.

Image 4: ("South Korea Conceptualizes the Ultimate Smart City - NewCities", 2019) Image 5: ("South Korea Conceptualizes the Ultimate Smart City - NewCities", 2019)

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Globally, utopian cities are much alive. However, this term has been changed. Nowadays, these ideal cities where the advance of technology and infrastructure help the inhabitants to have a better lifestyle, and a functional interrelationship between different areas of economic productivity is called smart cities.

South Korea’s Songdo was built on landfill by a private developer with dreams of ubiquitous technology and environmental sensitivity. Masdar City is an attempt to create a green utopian in Abu Dhabi.

Most cities accrete over time and are built around the human needs to their residents. Urban utopias are built quickly, based on the dreams of their architects. Sometimes those architects get it right. However, in other cases, the result is architectural splendor but not structures that would serve their residents.

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Is it feasible to apply the model of a smart city in Italy?

How should be applied to a country with strong traditions and a vast amount of heritage the modern utopian concept of an ideal city?

Is it possible to merge new high technologies to cities that are deeply rooted in the past and have high respect for their heritage?

This thesis will focus on proving that the model proposed for the development of smart cities will encourage innovation, and hence the development of cities in Italy and abroad, taking as a challenge the inclusion of the high respect of heritage and its restrictions to the Smart city concept.

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HY HY HY PO PO PO THE THE THE SYS SYS SYS

What smart cities means?

Definitions

There are different opinions about the actual definition of what a smart city is. Despite that R.G Hollands, professor of the Newcastle University and author of “Will the real smart city please stand up? Intelligent, progressive or entrepreneurial?” points that despite numerous examples of this “Urban Labelling” phenomenon, we know surprisingly little about so-called smart cities. (Hollands, 2008) In order to try to understand how different terms have emerged over time and also to understand their similarities and differences, this board shows a selection of definitions or key terms that emerged during the last years.

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"A wired city is one where information highways wold provide all kindsof information and communication services to businesses and households " (Dutton, Blummer & Kramer, 1987) "The informational city is the spatial expression of a new form of social organization that is made up of the interaction of new information technology ad social and cultural information ". (Castells, 1989) "A concentration of individuals, househods, companies and public agencies, interactively interconnected to one another via remote services." (Fathy, 1991) "The concept of Digital City is to build an arena in which people in regional communities con interact and share knowledge, experiences, and mutual interests. Digital City integrates urban information (both achievable and real time) and create public spaces in the internet for people living/ visiting the city." (Ishida, 2005, p 185) “U-City� is a 21st century futurist city which enables the service such as one-stop administration service, automatic traffic, crime prevention, fire prevention system and home-networking of residential places which fused high-tech infrastructure and ubiquitous information service into the urban area." (Jang & Suh, 2010, p 263) "Effectively, a Smart City is made up of IT decvices, industry and bussiness, governance and urban services, neighbourhoods, housing and people, education, buildings lifestyle, transport and the enviroment... In the main, most smart initiatives... come from either corporations or urban goverments, not from actual people who lived and worked in cities." (Hollands, 2014) "Smart Urbanism is projected, often following normative or teleological approaches, as solution brought to present to deal with a series of urban maladies, such as issues of transportation congestion, resource limitation, climate change and even need to expand democratic access." (Marvin, Luque-Ayala & Mcfarlane, 2016, p.2)

Wired city Informational city Telecity

Digital City

Ubiquitous City

Smart City

Smart Urbanism

(Campbell, 2013)

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As a conclusion, when the latest technological innovations are used in city infrastructure to support the needs of public entities, companies, and citizens to work into a common functional organism, we are talking about smart cities. In order to be developed efficiently, this organization must work in different fields of city life. Such as Operational (transport infrastructure), economic, cultural, and environmental.

Taking into account the global-social character that these cities have, it is essential to consider that the concept of smart cities not only refers to the efficiency in the management of urban spaces and the services. Urban technological innovations should focus on citizens needs. In this sense, the role that technology has to develop in societies to satisfy and cope with the individual needs of the people.

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What smart cities means?

Resilience

Amanda Coe (2001) from the center of governance at the University of Ottawa criticize through the idea that Smart Communities as being too technologically oriented.

In their understanding, the achievement potential of the city does not depend only on the availability of a determined infrastructure and the implementation of technical solutions. They suggest a more strongly governance-oriented approach and emphasize the role of social capital and relations in urban development. In this sense, the adaptability and the will of innovation of societies in order to improve makes a city “smart.�

According to Coe this definition is known as

resilience.

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What Does "smart cities" means?

Strategic Axes

A definition provided by an inter-university project also defines Smart Cities as those cities that “pursue improving their performance on six strategic axes: smart economy, smart mobility, smart environments, smart people, smart living, smart governance.” ("european smart cities", 2019) These strategic axes help to improve the sustainability in the society in order to develop a better lifestyle and as a consequence, business.

Smart People denotes the social and human capital with its various facets, including educational attainment, lifelong learning, openness towards what is “new” and integration into public life.

Smart Governance comprises aspects of political participation, accessible city governance, and a functioning administration, as well as the provision of public services for residents.

Smart Mobility comprehends the local and international accessibility, sustainable and innovative transport systems, and the availability of ICT infrastructure.

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Diagram 1: Smart city Strategic Assets

Smart Economy covers innovation and entrepreneurship and also, for example, the economic competitiveness of a city and a flexible, productive labor market.

Smart Environment includes aspects of environmental protection, sustainable resource management, and the preservation of the natural environment.

Smart Living covers various location factors that affect the quality of life within the city, such as cultural and healthcare institutions, security aspects, and social cohesion.

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What smart cities means?

Typologies of smart cities:

It is impossible to compare different Smart city projects. As said, some concepts vary widely concerning approach, objectives, size of the investment, and forms of cooperation. Smart cities approaches can be divided into two categories:

“Greenfield” projects (new cities).

“Retrofitting” of existing cities.

Greenfields comprises Smart city projects where cities are conceived from zero. The design of this project allows, conceive and create a complete vision of a Smart City into reality. These concepts have some common features. First, they emphasize ecological sustainability through the installation of intelligently networked infrastructure systems, the use of renewable energy sources, and energy-efficient architectures. Secondly, the primarily occupy a strategically convenient location near existing airports or metropolis. As a common thing, this is a typical approach from Arab and Asian Countries, due to the recent development of the economy in this area of the world. The most famous examples of this type of cities are Masdar City in the United Arab Emirate and New Songdo City in South Korea. However, there is in Europe an example of building an entirely new intelligent city. The government of Portugal developed the Plan IT Valley project in Paredes.

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Image 6: ("PlanIT Valley: la smart city capace di pensare | Rinnovabili", 2019)

Steve Lewis (former marketing manager at Microsoft) and Malcolm Hutchinson took the steep road, which definitely would not lead to fast money. In their view, the feasibility of a sustainability claim depends on an integrated citywide approach. In their start-up Living PlanIT, they conceptualized a modular software-platform, called Urban Operating System (UOS). The UOS would gather information from billions of sensors placed throughout a city, in order to feed applications that monitor and control the city’s systems for lightning, surveillance, heating, cooling, waste disposal, and air-control, to be built by other companies.

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Steve Lewis traveled the world to explain his ideas and to find support, and eventually, he landed in Portugal.

Here he met Celso Ferreiro, the ambitious mayor of Parades, who lived with the idea to open a factory to produce electric cars. In Lewis’ boundless imagination, this idea soon became an automotive city like Wolfsburg or even better a Portuguese Silicon Valley. The idea of a new city with 250.000 inhabitants, called PlanIT Valley, was born. The mayor of Parades was very cooperative and offered wasteland at extremely favorable conditions. In their book Building the future, Amy Edmondson and Susan Salter Reynolds give a readable account of the development of PlanIT Valley.

Image 7:("Smart City Strategy: PlanlT Valley (Portugal)", 2019)

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Unfortunately, this project did not succeed due to the lack of interest in investments. However, the dream of constructing a smart city in Europe was already implanted. Due to the consolidation of European cities, the idea of constructing a city from the ground sounds less feasible that working in a preexisting traditional city and smoothly convert it in a smart one. ("Smart City Strategy: PlanlT Valley (Portugal)", 2019)

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Image 8:(Amsterdam view)

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The idea of interventions in existing cities is a common goal in most of the cities in Europe. This term is going to be called “Retrofitting.� Most of the European cities have the characteristic that their economic, social-educational levels are stable and high enough in order to start thinking of how to improve the lifetime of all of their inhabitants.

Cities like Luxembourg, Amsterdam, Friedrichshafen have started their process of developing technologies that make inhabitants lives more accessible and attract business investors for the development of business sustainable in time. (Hatzelhoffer, Humboldt, Lobeck & Wiegandt, 2012) This resilient process requires a different approach to the application of this new concept due to the limitations of each city, for this is necessary to bring up the concept of

innovation districts.

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What is an innovation district?

Definitions

Innovation districts are areas in the city where the “leading-edge anchor institutions” and “companies clusters” make a bundle with start-ups, business incubator, and accelerators. They have a compact size and because their location in the urban fabric, they are easily accessible and they offer a mixed-use with housing, offices, and retail.

The potential for innovation districts to drive innovative, inclusive, and sustainable growth requires to understand what drives them and makes them productive and prosperous. Unlike segregated business or residential districts that have for decades populated most cities and suburbs, innovation districts uniquely contain three categories of assets: economic assets, physical assets, and networking assets.

Economic assets

are the firms, institutions, and organizations that drive, cultivate, or support an innovation-rich environment.

Physical assets are the public and privately-owned spa-

ces—buildings, open spaces, streets, and other infrastructure—designed and organized to stimulate new and higher levels of connectivity, collaboration, and innovation.

Networking assets are the relationships between ac-

tors—such as between individuals, firms, and institutions— that have the potential to generate, sharpen, and accelerate the advancement of ideas.

(Katz & Wagner, 2019)

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NET WORKING ASSETS ID

Physical ASSETS

economic ASSETS Diagram 2: Innovation district assets diagram

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risk taking culture

NET WORKING ASSETS

ID economic ASSETS

32

Physical ASSETS

Diagram 3: Innovation ecosystem diagram

ecosystem tion ova nn

i

The relative strength of these assets in different communities varies considerably. In some places, districts are emerging from a cluster of secure economic assets but lack essential physical assets and are initiating a planning process to redesign the physical realm comprehensively. In other cases, districts possess a robust set of physical assets with only a handful of economic assets and networks to build upon.

Innovation districts reach their potential when all three types of assets, combined with a supportive, risk-taking culture, are fully developed, creating an innovation ecosystem.

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What is an innovation district?

Benefits:

The idea of “collaboration in order to compete� makes a great development of local economies in a much organic way than other type of districts and organisations.

According to Katz and Wagner allow to advance in a critical objective:

First, innovation districts further the ability of cities and metropolitan areas to grow jobs in ways that both align with disruptive forces in the economy and leverage their distinct economic position. Second, innovation districts can specifically empower entrepreneurs as a key vehicle for economic growth and job creation.Third, innovation districts can grow better and more accessible jobs at a time of rising poverty and social inequality. Fourth, innovation districts can reduce carbon emissions and drive denser residential and employment patterns at a time of growing concern with environmentally unsustainable development. Finally, innovation districts can help cities and metropolitan areas raise revenues and repair their balance sheets at a time when federal resources are diminishing and many state governments are adrift. 2

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(Katz & Wagner, 2019)

Innovation districts allow companies, entrepreneurs, investigators, and investors to work in different sectors and institutions to share ideas, commercialize them, and co-produce the discoveries for the market. This bundle allows companies to be much more competitive with lower costs and higher quality products. At the same time, these companies offer employees better quality jobs that encourage the expansion of job opportunities in supportive professional and commercial service sectors.

The rise of collaborative facilities and spaces can reduce overhead costs by offering below rate, low-risk, and providing technical spaces where exorbitantly expensive technologies are shared. At the same time, original programming and networking can support idea generation and efficiently link young firms to mentors, advisors with specialized expertise, and potential investors.

These districts are emerging in areas with low-moderate income. Areas that used to be industrial districts and nowadays found themselves in an abandoned state. Nowadays, Leaders in these kind districts are focused on investing resources in housing, education, infrastructure, and also internet connectivity. In this way, Innovation districts allow occupying areas that were no longer in use to revert their state of decay. This helps them to recover but also to expand this tendency to the surrounding neighborhoods.

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What is an innovation district?

Gentrification

The organisation of the urban nets in cities all over the world have been changing. According to recent studies of the Center of Demografical studies of the university of the University of Barcelona 54,5% of the world population live in cities, reaching a 75% in Europe and 82% in USA. This process in which cities testify a grow of their propulation that move from the periferical parts of the country to their city center is so-called

GENTRIFICATION.

GLOBAL CITY POPULATION 46.0% Rural

23.2% Other Urban Fewer than 300,000

3.6% Smallest cities 300,000 to 500,000

5.1% Small cities 500,000 to 1m

11.6% Medium cities 1m to 5m

4.2% Large cities 5m to 10m

6.4% Megacities 10m or more

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1950

1960

1970

Gentifrication has its reasons. Cities have always offered the best commercial and industrial opportunities merged with the always growing of better life style. However, this process passed thorgh sveral steps until the actual situation. ("Smart cities must pay more attention to the people who live in them", 2019)

Diagram 4: Global City Population

1980

1990

2000

2010

2020

2030 37

What is an innovation district?

The Seek of Development

We can make a distinction of 3 stages of the process of developement.

Industrial Districts: With the industrial revolution most of the biggest cities started to develop multiple areas for the production of different type of products, methods of production, labor force composition and power sources. Most of these industrial centers where located in the center of the city, very much in contact with massive transport conections for the deliver of goods produced. This type of clustering facilitate the supply of materials and parts from one firm to another.

This also attracted large quantities of supply work force. The benefits of this micro-cities in the urban fabric was the high provision of high density of employement opportunities , essential neighbourhood services and social amenities.

Due to the development of environmental regulations in cities and the constrain of space for expansion inside the urban net, these kind of districts were forced to moved themselves to what is called Industrial Parks. Areas that are designated by the local authorities to encourage the growing of factories thanks to the low imposition of taxes but with the condition of reducing the pollution emissions.

(Katz & Wagner, 2019)

Image 9: Zollverein Coal Mine, Essen

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What is an innovation district?

The Seek of Development

Research parks: This model starts with the Stanford Research Park, which now is called Silicon Valley. Then was expanded to include the research triangle park in Raleigh Durham, and later the innovation corridors outside Boston, Philadelphia and Washington D.C. Different from the industrial districts, research parks worked as suburban areas, formed as corporate campuses.

The accessibility is limited since these campuses are mostly accessible by cars, and no public transportation. These areas suffer a kind of isolation from the current dynamic of the city.

Image 10: ("Animated timeline shows how Silicon Valley became a $2.8 trillion neighborhood", 2019)

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This typology works, at least for now. This research parks with a research culture and patenting policies encourage secrecy. The interchange of information became almost null, and therefore, the innovation becomes a closed system in which firms and scientist guard their ideas.

(Katz & Wagner, 2019)

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What is an innovation district?

The Seek of Development

INNOVATION DISTRICTS Innovation districts, as a result, is the merge between Industrial Districts and Research Parks. Due to the evolution of the cities, the areas where the Industrial Districts were located remained, in most of the time, as residual spaces with low income and disgregated from the fabric.

Research companies that tend to locate themselves in this residual areas change the way that looks, but also expand the possibility of the interrelation of high technology research companies with startup and new investments not considered before.

“Innovation districts constitute the ultimate mash-up of entrepreneurs and educational institutions, start-ups and schools, mixed-use development and medical innovations, bike-sharing and bankable investments – all connected by transit, powered by clean energy, wired for digital technology, and fuelled by caffeine. “ (Katz & Wagner, 2019)

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In contrast to what Le Corbusier vision was about the future of the urban development with zoning and concentration of areas with substantial residential blocks (see LC project of Buenos Aires). The innovation districts allow a deep and homogenized interrelation between residential, commercial, technological, and cultural spaces. The main reason is that Innovation districts always tend to have small and concentrated dimensions that allow to locate them in the consolidated urban fabric.

Image 11: ("Eco Innovation District Summary", 2019)

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What is an innovation district?

Who Delivers Innovation Districts?

The list of institutions and individuals that are driving the growth of innovation districts is as varied as the economic composition of the districts themselves. The followinglist provides a sample of the leaders at the vanguard of this trend:

• Mayors and Local Governments, such as former Mayor Tom Menino of Boston, and Former Mayor of Buenos Aires Mauricio Macri.

• Major Real Estate Developers and Major Land Owners, such as Vulcan Real Estate in Seattle's South Lake Union and the Brooklyn Navy Yard.

• Managers of Research Campuses, such as the Research Triangle Park Foundation in Research Triangle Park and the Texas Medical Center in Huston.

• Anchor Companies, such as Fan Pier Foundation in Boston.

• Advance Research Institutions, such as MIT in Boston, RMIT and Melbourne University in Melbourne.

• Advance Medical Campuses, such as the Henry Ford Health System in Detroit and the University of Pittsburgh Medical Center in Pittsburgh.

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• Philantropic Investors, such as the New Economy Initiative and the Kresge Foundation in Detroit.

• Incubators, accelerators and ther economic cultivators, such as Barcelona Activa in Barcelona, the Metropolitan Center of Design in Buenos Aires and the City Hall in Melbourne.

• Social Networking programmers, such as Venture Café Foundation in Boston and Cambridge High Tech Campus in Eindhoven.

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What is an innovation district?

Theoretical Frame Diagram

UTOPIA RESILIENCE GENTRIFICATION innovation high technology

IDEAL CITY

SMART CITY

In order to clarify, it is necessary to synthesize in one board all the concepts that were mentioned and to explain how these concepts are interrelated.

In this case, and as a conclusion, innovation districts are one of the possible steps to transform a traditional city into a smart one. Other possibilities are not excluded. However, since the process of converting cities could be extended in time, very expensive and with a significant impact in the city behavior, Innovation districts could work as a proved study-case to complete the development sustainably.

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S NF IEL D EE GR

Y CI T AR ITY Y C SD E DO ALL MA V NG SO N IT

A PL

INDUSTRIAL CITY RESEARCH PARKS

RETROFITTING

INNOVATION DISTRICTS Diagram 5: Theoretical frame diagrame

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STUDY STUDY STUDY CASES CASES CASES

49

Bs Bs as as 51

BUENOS AIRES

Introduction to the region Buenos Aires City is the capital city of Argentina.

Since 1996 this city has a particular status, being completely independent from the rest of the provinces of the country.

Therefore, it has its own government, parlament, constitution and justice. It is consider the the 24th autonomous state of the Country.

Buenos Aires City is in the middle-east side region called “llanura pampeana” ( the pampa plains), surrounded by the province of Buenos Aires, named after Buenos Aires city.

Due its geographic location on the shore of La Plata River, the widest river in the world, Buenos Aires became since its foundations in one of the most important ports of the entire American Continent and an economic power of the region. This economic development made the city an attractive opportunity for business and therefore for living.

Despite that the amount of inhabitants registered is 2.9 Million, the metropolitan area of Buenos Aires (AMBA) holds 15 Million people. Meaning that 50% of the population of the country is concentrated in a small area. (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

Diagram 6: Buenos Aires location

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BUENOS AIRES city 1st ring 2nd ring

3rd ring 53

BUENOS AIRES

Historical Review The first Spanish expedition that arrived in the area was lead by Juan Diaz Solis in January 1516. However, it was not until the 2nd of October of 1536 that the first foundation by Pedro de Mendoza occurred. He named the place as Puerto de Nuestra Señora Santa María del Buen Aire. The idea of this foundation was not to develop a city but to use it as a fortress because of its strategic position. This means that the first constructions were poorly done and not really protective. Despite that, the fort was able to resist the attack of the natives for five years until all their resources were finished and the population was forced to abandon the site and relocate them in Asuncion.

After the discovery of gold and silver in the Alto Peru viceroyalty, the Spanish empire needed to create a new port where to export the goods extracted. The pampa plains were the perfect location since it was not colonised by the Portuguese empire and it was the closest access to the ocean.

An expedition led by Juan de Garay coming from Asuncion established in the area for a second time by the year 1580. Naming the new city as “Ciudad de La Santísima Trinidad y Puerto de Santa María del Buen Ayre”. In this case, the natives were absolutely exterminated in order to not suffer constant attacks like the first foundation.

At the beginning of the XVII century, the city was already armed with a good fortification. The construction of 3 convents and the development of business around the port give the sense of a safe location to live. Hence, housing need started to appear and the population grew. The system that Spain opted for the construction of the city was the typical block shape of 100 meters long by side as the Indians treaty said. An easy way for future expansions.

With the interest of new products like leathers, the 54

economy of the area developed making Buenos Aires an important city in the region.

In 1776 Buenos Aires was established as the viceroyalty of La Plata River due to the constant contraband of goods and the threatening presence of England and Portugal in the area. This new hierarchy allowed the city to have permits for much free commerce with other ports with no need for authorisation from the Spanish crown.

The amount of failed attempts to conquer the city by France, Portugal and lastly by England give to Buenos Aires the confidence to start thinking in a more autonomous way from Spain. Finally, the conquest by Napoleon of the entire Iberic Peninsula, give Buenos Aires the chance to claim autonomy from Spanish control in May 25th 1810.

With this situation, the Viceroyalty of Rio de la Plata disappeared and instead, the regions passed through a process of unification that lasts more than 40 years to form the United Provinces of Rio de la Plata and later Argentina.

This internal conflict did not prevent the growth of the population of Buenos Aires that already in 1852 had grown to 85.000 inhabitants and its surface was about 350 blocks built. The city was considered the capital of the entire province that was also going to be called later Buenos Aires.

Most of the elite families established in the south part of the city decided to move to the north after the construction of the new passenger port. This helped the massive immigration coming from Europe to establish in the abandoned palaces and to create a new way of leaving that it will be called “Conventillos�. Entire families used to live in minimum spaces with bad ventilation and terrible hygienic conditions.

Unfortunately, this situation caused a terrible epidemic that killed almost half of the population of the city.

In order to revert this situation the newly unified govern55

Diagram 7: Buenos Aires historical growth

56

ment of the country decided to establish the city as the new capital of the country and to give its municipal recognition and proper government. This change of jurisdiction helped Buenos Aires to get organised and to start a process of development of infrastructure. Trains, sewers and municipal institutions were created making the city to grow back after the epidemic.

In 1867 the provincial authorities of Buenos Aires authorised the city to expand itself and take the under its control the municipalities of Belgrano and Flores.

Despite that the country was already unified after several decades of internal fighting, there was a conflict with the federalisation of Buenos Aires city. The province did not want to give its autonomy due to political and economic reasons.

The situation was particular, since the Executive power was in the city, but had no control over its jurisdiction. After an armed conflict, in 1880 the city became an independent federal state from the province and Its limits were marked and respected until these days. Buenos Aires City became the official capital of Argentina.

Due to its autonomy, and the political, economic and geographical importance that the city acquired, a process of transformation started. Having a growth from 337.617 inhabitants in 1880 to 650.000 in 1895 made necessary to create better infrastructure. It is in this period where the construction of Puerto Madero, The Mayo Square and Mayo Avenue were done. These projects changed forever the look of the city and created a new urban organisation looking towards the western part in order to keep growing.

From 1895 to 1914 a new wave of immigrants came from Europe growing the population from 1.600.000 inhabitants making it the twelfth biggest city in the world.

In this period the economic boom that the city had allowed 57

the creation of important institutional buildings such as The Palace of Congress, The Pink House, where the president leads the country, and the Colon Theatre number one in Symphonic acoustics in the world until nowadays.

In 1941 the construction of General Paz Avenue helped to identify until nowadays the limits of the city.

The reform of the constitution of 1994 helped the city of Buenos Aires to declare its own constitution and to give the possibility of the citizens to elect their own governor and not to be elected by the president of the country.

(“Historia de Buenos Aires - Pasado, presente y futuro de la ciudad�, 2019)

58

Current Situation.

Despite the political and economic crisis that Argentina has been suffering for the last 40 years, Buenos Aires remains as one of the biggest and wealthiest cities in the world. The development of technology, business and tourism are in continuous growth making it an attractive economic centre and one of the cities with the highest quality of life in the entire region.

Image 12: (“Population Density of Buenos Aires, Argentina�, 2019)

59

BUENOS AIRES

Land use analysis

60

23%

50%

9%

8%

3%

2%

1% 1% 0,7% 0,3%

2%

Residential Area - Low Density Residential Area - Medium Density Residential Area - High Density Residential Area - Informal Commercial Areas Industrial Use Area Only Industrial Use Area Mixed Used Offices Residential Area - Low Density Residential Area - Medium Density Residential Area - High Density Residential Area - Informal Diagram 8: (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

61

BUENOS AIRES

Developement analysis HIGH

1991

medium

low

2010

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As mentioned above, at the beginning of the 19th century, the wealthiest areas of the city were located in the south-east of the parts.

Due to the creation of the port, and the appearance of yellow fever. The most influential families that used to live in the south decided to move to what is now the Northern area.

The southern area of Buenos Aires now is characterized as an area where large industries have been installed for years generating considerable pollution and therefore degrading the area for housing use.

Therefore, the southern zone of Buenos Aires was always considered a low resources area.

The last three censuses that were taken at the national level by the Argentine government, show development towards the homogenization of classes in the city of Buenos Aires. An evolution of the areas of low economic resources towards middle classes is observed. However, until 2010, the difference between the northern areas of the city in contrast with the southern areas is still very noticeable.

On the other hand, the northern and central areas of the city are highly densified, causing severe problems not only of traffic but also of infrastructure (mainly the downtown area of the city.)

Diagram 9: Buenos Aires wealth distribution/ source (Fachelli, Goicoechea & Lรณpez-Roldรกn, 2012)

63

BUENOS AIRES

Economic Districts project

AUDIO VISUAL DISTRICT

arts DISTRICT Tecnological DISTRICT

Sport DISTRICT

design DISTRICT

Diagram 10: Maps elaborated according to -Gobierno de la Ciudad Autรณnoma de Buenos Aires- Economic Districts

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As a solution for the eterogenic situation in the urban net, The Goverment of Buenos Aires proposed in 2008 a new Urban Masterplan. The project consisted on transfering the goverment entities to low income neighbourhoods and concentrating establishments of the same sector, in a delimited geographic space, dedicated to the development of similar activities, incentivized with tax and promotion benefits. These are strategic sectors for the City because they have a great impact on the economy: they generate high-value-added employment and exportations by nature.

This areas were called

INNOVATION DISTRICTS.

With thse action the Government searchs to distribute in a more homogenic way the land use and econoic wealth of the city.

65

BUENOS AIRES

Economic Districts project

TECNOLOgical DISTRICT: Created in December 2008

through Law 2972 “Promocion De Las Empresas De Tecnologias De La Informacion Y Las Comunicaciones En La Ciudad Autonoma De Buenos Aires”. (Promotion Of Companies Of Information Technologies And Communications In The Autonomous City Of Buenos Aires).

The district was projected as a center for the promotion, development, innovation and knowledge that hold companies of Information and communication technologies (“ICT”), software and professionals with high added value.

audiovisual DISTRICT: Was created in September 2011,

through the Law 3876 “Régimen De Promoción De La Actividad Audiovisual.” (Regime Of Promotion Of Audiovisual Activity).

The aim of this project was the promotion center for the audiovisual industry of the City. The companies in the sector obtain tax benefits at the local level, among which are the exemption to the Tax on the Gross Revenue, the ABL, the Stamp Tax on all types of audiovisual contract and property transactions.

In addition, preferential credit lines of the City Bank were offered for the purchase of real estate, civil works, constructions and conditioning; purchase of new capital assets; and working capital.

art DISTRICT:

It was created on November 2012. Through Law No. 4,353 “Distrito de las Artes.” (Art District) The project promotes the investment in visual, literary, musical, and scenic arts of the City. Also promotes the development of spaces of creation, production and cultural diffusion.

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Design DISTRICT:

It was created in November 2013 through the Law No. 4,761 “Distrito del Diseño.” (Design District) The project proposes to develop an area of the city of Buenos Aires, such as Barracas Oeste from sectors linked to design, as a factor of competitiveness in the economy.

The objective was to form a cluster and position the city as a competitive regional center. For this, it sought to promote favorable conditions that allow to enhance and export local design.

sport DISTRICT:

Created in December 2014 through the Law N ° 5235. “Promoción de las Actividades de la Producción e Industria Deportiva.” (Promotion of the Activities of the Production and Sports Industry). The Olympic Village of the City of Buenos Aires, headquarters of the Youth Olympic Games, will be located in Commune 8, according to the plan that as Annex III forms an integral part of this law.

The project focused on the revalorization of the area through the promotion of sports activities. To do that, the government encourage sports industries to locate them in the area through tax benefits and the renovation of the entire infrastructure of the area.

(“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

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BUENOS AIRES Results

Table 1: Evolution of price in U$S/m2 at the South area of Buenos Aires.

Comparison between the whole city with the south and the districts areas.

Data obtained through the Ministry of Urban Development of Buenos Aires City. (2002-2017).

1900 1800 1700 1600 1500 1400 1300 1200 1100 1000 900 800 700 600 500 400 Creation of the sport Dist.

300

Creation of the Design Dist.

200 100 Creation of the Tec. Dist.

Creation of the ART Dist.

0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 BS.AS.

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Tecn. DIST.

Dsg. DIST.

Art DIST.

Sport DIST.

South area

The creation of the innovation districts in the city of Buenos Aires shows a significant improvement in the development of business and the economy of the targeted areas.

According to the data obtained from the Ministry of Urban Development of Buenos Aires City, the creation of the innovation districts were one of the main reasons for the rise of the prices in U$S/m2 in those areas.

Table 2: Price comparison between south and north areas. Data obtained through the Ministry of Urban Development of Buenos Aires City. (20022017).

4000 3500 3000 2500 2000 1500 1000 500 0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 NORTH

SOUTH

DIFFERENCE BTW N/S

Rising the price of the square meter in the city was not the only result obtained. Price rise is the reflection of development in different fields, such as infrastructure, job opportunities, quality of life, accessibility to services in terms of transportation, etcetera.

As a conclusion, these projects helped to get a better distribution of the population. They have also helped to reduce the inequality present in the city.

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TECHNOLOGICAL DISTRICT

A center for the promotion and development of technology, innovation, and knowledge of the city.

Image 13: (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

BUENOS AIRES

Tecnological District

WHAT IS IT?

The Technological District is the center of the promotion and development of knowledge, the companies of information and communication technologies (ICTs), and the beneficial benefits and financial incentives.

How Did it start?

Image 14: (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

The project was conceived from the creation of what was formerly the future headquarters of the Bank of the city of Buenos Aires, in October 2014 the Headquarters of Mauricio Macri decided to settle in the Foster + Partners project as a gesture of support to the south of the City, one of the flagship policies of Macri’s management. On this change, the English architect said in an interview: “we were interested in making a flexible building, which could respond to change, which is the only constant in this world. In view 72

of how this process ended, I would say that we fulfilled the objective.” (Frearson, 2019) In this way, the need of a trendmark institution in the area was fullfilled. The economical growth of the area was expected. Also, an apropiation of the public space by the neighbours and the gentrification of an unused area. As a concequence, Buenos Aires Down Town was benefited with the removal of institutions that only genereate a massive traffic of people.

WHere IS IT?

As mentioned before, the Technological District is strategically located in the South Zone of the City of Buenos Aires. It is located in Parque Patricios and covers 328 hectares that extend to the neighborhoods of Boedo, to the north, and Nueva Pompeya, to the south. The perimeter is marked by Sáenz, Boedo, Chiclana, Sánchez de Loria and Brasil avenues, Alberti and Manuel García streets, and Avenida Amancio Alcorta, on both sidewalks.

Saenz

Ch

sil Bra

na a l c i

arcia G l e Manu

Diagram 11: Innovation District Limit

io nc

rta o c l

A

a

Am

73

BUENOS AIRES

Tecnological District

How to get there?

The Government of the city was conscious of the limited accessibility of the area. For that, there was a significant investment in public transportation. With this plan was created a new metro line for the city, the implementation of Metrobus, a thriving transportation system already implemented in other neighborhoods, and the installation of the public bicycle system in the area.

These actions were in coordination with the idea of innovation, since massive and alternative systems of transportation would help to reduce the impact of the new entities and companies in terms of pollution.

Image 15: ("Avanza el subte H que unirĂĄ Recoleta con Pompeya", 2019)

74

Image 16/17/18 (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

75

BUENOS AIRES

Tecnological District

Which are the benefits?

The city town hall encouraged the registration of companies in the area applying a series of benefits, such as: • • • •

• • • • •

Exemption or deferral in gross income tax payment.

Exemption from stamp tax.

Exemption Real estate tax payment, Remuneration rate of lighting, sweeping and cleaning, territorial and pavements and sidewalks (ABL).

Exemption from payment Real estate taxes, Remuneration fee for urban mantainance for the properties within the TD that are owned or rented by employees of the companies registered and that are used as a single dwelling and family of those employees.

Exemption from payment of Delineation and Construction Rights, CCT, CCA, Work verification rate, Urban solid waste generation.

Preferential credit lines of the City of Buenos Aires Bank for financing the purchase of buildings and constructions, and for the acquisition of homes.

The educational, academic, and training institutions that are established in the Technological District will enjoy the same benefits.

Program “Innovation Scholarships” for students who attend educational institutions based in the DT. Educational and research programs together with universities based on the DT applied to ICT activities.

(“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

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Who are the target?

The target were companies related with the development of technology. In this sense, the area would become an innovative ecosystem.

The fields that would recieve these benefits are:

ROBOTIC

3d print

EDUCATION

hardware

BPO

software

ENGiNEERING

E-commerce

incubator

nano-tec

Domotic

bio - tec 77

BUENOS AIRES

Tecnological District

According to the data of the Ministry of Economy and Finance, the property prices increased by 500% in the last ten years and there was an investment of US $ 354,511,794. By day more than 13,000 employees arrive at the Technological District. (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019)

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304 companies registered

Image 19:("Clusters Inmobiliarios: la nueva cara de Buenos Aires", 2019)

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BOS BOs TON TON 81

BOSTON

Introduction

FRANKLIN

BERKSHIRE

hampshire

worcester

hampden

The region of New England, in the north east side of the United States, is composed by the states of Maine, Vermont, New Hampshire, Connecticut, Rhode Island and Massachussets.

Boston the capital city of Massachusetts has an important value for the region due to the amount of population living in there and the economic importance gained by the strategic location of its port. Nowadays is consider unofficially the capital of the entire region.

Being such an important city, Boston has expanded through the years in a much more extended area known as the Greater Boston. Reaching a population of 4,5 million inhabitants. Due this, Grater Boston has become a business opportunities and therefore encourage the people of the surrounding states to commute everyday. Making the combined area number fifth in the entire country.

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essex

BOSTON

middlesex Suffolk

norfolk

bristol

plymouth

barnstable

dukes nantucket Diagram 12: Boston location

83

BOSTON

Historcal Review Boston was founded in September 7th of 1630 by religious English Puritan colonists in the peninsula of Shawmut, named liked that by the amerindians that had inhabited the area from 5000 BC. This peninsula was connected to the continent by a little istmo surrounded by the Massachusetts bay and the Back Bay. In 1770, due to the excessive tax pressure that the United Kingdom imposed over the colonies the city was witness of several battles that ended with the independence of the United States. After this process, the city became one of the most wealthiest ports in the world due to the slave trading.

During the embargo of 1807 due to the napoleonic wars and the conflict with England on 1812 its activity got reduced severely. Making the merchants to start looking at manufacturing investments that were much more appealing. Being surrounded by important rivers that connect the port to the central part of the country and with the development of and extensive rail road net, Boston’s economy and industry got developed making it in one of the wealthiest cities in the region.

The immigration waves that started in 1820, due to its attractive economic situation, caused a massive grow of the city size. Immigrants from Germany, Lebanon, Syria, French-Canada, Russia, Poland and specially Ireland stablished in Boston making it one of the most densified cities in USA. From 1830 an expansion plan for the city by land filling the coast lines started until a big fire in 1872. The remains of the destruction where used to give the final shape of the coast lines. This did not prevent the annexation of the surrounding towns until the point of increasing its surface by 84

Diagram 13: Boston historical evolution

85

BOSTON

Historcal Review three times its original size.

In 1929 the big crisis affected the productivity of manufacture companies whom had to move to other locations where the hand-working costs were much cheaper. Leaving degraded areas in several part of the urban net. However in the 70’s with the foundation of several universities and the development of research health centres gave opportunities for the development and attraction of new kind of businesses giving prosperity to the city and changing the skyline of the city as hone of the highest after Chicago and New York.

Current Situation.

Due to the establishment of several headquarters of important companies and the creation of new job opportunities the city has experienced gentrification. With housing prices increasing sharply since 1990’s, living expenses have risen. As a result, Boston has one of the highest cost of living in the United States. Despite that, the quality of life is of the best in the entire country. (“City of Boston”, 2019)

86

87

BOSTON

Demographic Analysis Table 3: Boston Demographic development up to 2010

800k 750k 700k 650k 600k 550k

1940

1950

1960

1970

1980

1990

2000

2010

Self-Production according (“City of Boston�, 2019)

As mentioned Before, Boston went into a decline of population from 1950 until 1980 due to the closure of most of its industries since they became obsolete and less competitive compared with other US Cities.

In order to prevent an even more significant reduction, the City Town Hall started a process of development of infrastructure in order to get its bright back. Several hospitals and Universities were established in the area. As a result, from 1980, there was a smooth gentrification that would produce several opportunities for business, and the development of a better lifestyle.

Nowadays Boston is known as a hub for colleges.

This attract a lager student population and has seen large numbers of young people moving into the city premanently.

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Due to this, there has been a noticeable shift in the population composition from larger family households to non-family households. In 2008, 40 percent of households were single-person households. Additionally, Boston boasts the fifth most educated population among 30 of the largest cities in the U.S.A. In 2008, 41.3 percent of the adult population held at least a bachelor’s degree.

Image 20: Maps of Universities in Boston (Rankin, 2019)

89

BOSTON

Understanding the area This supply of young talent was appealing to the city and the private sector. However, there was a lack of space to hold new residents and the development of new businesses.

Taking this into account, the Mayor, Thomas Menino, proposed a new area to continue the development.

Commonly known as the or Seaport District, the Boston Innovation District spans approximately 4,05 square kilometers and has a rich history that dates back to the 19th century.

In 1804 this wetland peninsula was annexed to Boston, and it was developed as an industrial district. Since several manufacturing companies established there, the area worked as a complement of Boston’s port.

Due to the development of vital infrastructure such as elevated highways, the District ended up isolated being hard to access even by foot.

In 1995, the project of the Massachusetts Turnpike connection to Logan airport and Ted Williams Tunnel opening made the area accessible. Hence, opportunities for development showed up.

In order to encourage the development even more, and to make the area much more accessible, in 2004 was designed the circuit of the silver line of busses that connects the city center of Boston to the Logan Airport passing through the WaterFront District.

Waterfront

90

South Boston

On the left, Image 21: the map of the bus silver line (SL1/SL2/ SL3, 2019) Below, Diagram 14: Self production the implementation of the 90 interstate Massachusetts Turnpike and the Ted William Tunnel

LOGAN AIRPORT

TED WILLIAMS CHANNEL M a s s a chu s e t t s

Turnpike

91

BOSTON

Understanding the area In 2005 The Fallon Company purchased 85000sqm of property in the District to develop a project known as the Fan Pier Development. With the expectation of a $3 Billion worth, the project consisted of the relocation of the Institute of Contemporary Art and to become this property in the cultural cornerstone and centerpiece of Boston’s waterfront.

The global crisis of 2008 disrupted the area rebirth.

Despite that affordable rents helped the neighborhood to keep growing, large scale projects slowed during this period.

In 2010, the District presented a mixed landscape. New premium quality office buildings and high-end apartments and condominiums next to empty factories and artist studios and trendy bars next to large open parking lots. (“City of Boston”, 2019)

Image 22: (“East & West First Street Planning and Rezoning | Boston Planning & Development Agency”, 2019)

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93

BOSTON SOUTH WATER FRONT

A hub of commercial activity, venture capital, tech and science companies, creative agencies, retail and new residences, with the District Hall innovation center at the heart of it

Image 23: (“WS Development - Boston Seaport�, 2019)

BOSTON

The Mayor’s Vision In January 2010, during his fifth inaugural address, Mayor Thomas Menino officially declared his vision to redevelop the Seaport District into the “Innovation District”:

“A new approach is called for on the waterfront – one that is both more deliberate and more experimental. Together, we should develop these thousand acres into a hub for knowledge workers and creative jobs. We’ll define innovation clusters – in green, biotech and health care, web development, and other industries. And there, we’ll experiment with alternative housing models. We will test new ideas that provide live/work opportunities for entrepreneurs and affordable co-housing for researchers. ...Years of financial engineering left us with a sub-prime crisis in housing.

It’s time to get back to “engineering.” We’ll give architects and developers the challenge to experiment with new designs, new floor plans, and new materials.

Our mandate to all will be to invent a 21st century District that meets the needs of the innovators who live and work in Boston –to create a job magnet, an urban lab on our shore, and to harvest its lessons for the city.

(Cohen, 2014)

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TOP 3 1.

2.

3.

Creating a 21st- century sustainable district with 2 million square meters of planned new buildings.

Developing sufficient new, affordable residential units to create a community.

Building a compatible economic development strategy.

TOP 3 1.

2.

3.

Neigborhood priorities:

Neigborhood challenges:

Integrating and adapting late 19th and early 20th century buildings.

Adressing climate change adaptation and sea-level rise Funding public infrastructure improvements.

(Cohen, 2014)

97

BOSTON

The Mayor’s Vision The Mayor’s vision for the District had four main features, which set the tone for how development took shape.

Industry-Agnostic One of the main features of the District was to be open to industries of every kind. Allowing for broad inclusivity of established companies and small enterprises and provided a framework for community engagement. This allowed the District to be less dependent on the growth of a single industry for its sustainability.

clusters The District’s motto “work, Live, Play” and the notion that people in clusters innovate in a quicker rate by sharing technologies and knowledge highlighted the second feature in the creation of the District, which was the desire to cluster innovative entrepreneurs to increase proximity and density.

Assuming that attracting talent to work in the District was not enough for its sustainability as an innovation hub. The city needed to retain talent through a work-life environment favorable to creativity and exchange. Hence, Building physical spaces that enabled entrepreneurs to converge during and after work hours became imperative for the public sector, which led to the recruitment of accelerators, such as MassChallenge, and the development of public meet-up spaces, such as District Hall.

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EXPERIMENTAL In order to work in a much more flexible and expedite way, the public sector needed a change into a more experimental mindset.

Since there was not a defined plan, the city town hall Staff and the Boston Redevelopment Authority (BRA) came across with innovative ideas in order to attend the urgency and the need for improvising according to the Mayor’s vision.

The City as Host Instead of being the host a university or a research firm, the fourth feature aimed to position the city as the host Institution. In this sense, the District would be free to develop and disperse innovation across the city in a much organic way.

(Cohen, 2014)

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BOSTON Actions

DISTRIC HALL District Hall was the result of a partnership that aimed to create an anchor facility that would serve as the “living room” of the District for entrepreneurs and community members alike.

The public sector’s vision for the District hall aimed to provide a flexible framework in which developers and architects could experiment with different layouts and designs to achieve the goal of creating a public space that would encourage collaborative work and strengthen ties among entrepreneurs and catalyze innovation.

Image 24: (“ District Hall”, 2019)

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Partnership Roles and Agreement While the BRA and the City of Boston conceived the idea of the building, Global investors in partnership with Morgan Stanley financed the construction. Also, Hacin & Associates designed the interior and exterior, and Venture Café was asked to manage the building programming since it was a sister organization to the Cambridge Innovation Center (CIC).

CIC worked in stitching the fabric of the community through organizing networking events and promoting the needs of entrepreneurs that gathered in the space.Conceived as a cost-free project, the City of Boston proposed a tax exemption to every investor who participated.

Singing in the lease, Venture Café succeeded in mobilize partners and was able to fill the needs of developers to give reliability tenants and the needs of the startup community to have access to co-working spaces. CIC/ Venture Café also provided resources and facilitate administrative procedures for each startup that signed in a lease with the District Hall.

District Hall’s Success In 2014, District Hall hosted a total of 562 events ranging from hackathons and training sessions to startup networking meetings and brainstorming sessions. It held more than 30,000 meetings, and an estimated 25,000 people used its public meeting space. More than 70 percent of District Hall’s space rental value has been donated for community use, making $1 million investment in the local startup community.

Katz, B., & Wagner, J. (2019)

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BOSTON Actions

Residential Development Since the city wanted to provide entrepreneurs with homes close to the workplaces, residential development was a significant component in the Waterfront District project.

In 2010 the BRA approved projects with residential components at the Seaport Square and Fan Pies. Seaport Square is a neighborhood with cultural, civic, retail, and business spaces. Fan Pier became a space that contained affordable housing mixed with cultural and office spaces.

Because of the success of the Waterfront Project and Despite the existence of initially affordable residential areas, In order to tackle this tendency and to continue this sustainable vision of dwelling, the BRA approved plans for 12,000 new residential units in the District, 15 percent of which would be affordable housing and another 15 percent of which would be “micro-units� designed to offer the affordability and convenience attractive to Innovation District workers. One of the first of these buildings in the District was Factory 63, a restored former warehouse in Fort Point, with 38 affordable live-work units and attractive shared conference rooms and workspaces. Designed and developed

by Gerding Edlen, this LEED Gold Certified property opened in 2012 and had proved this and attracted for similarly innovative new housing developments in the area.

rent prices had increased.

Katz, B., & Wagner, J. (2019)

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Image 25: (“Factory 63 | Gerding Edlen�, 2019)

educational institutions Attract high skilled-talents was essential to the development of the area; hence, bringing educational institutions was a top priority.

In May 2011, when Vertex Pharmaceuticals, a global biotechnology drug developer with 1,200 employees in Cambridge, signed a deal to locate its global headquarters in a new building in Fan Pier. To facilitate the move, which was expected to bring 1,700 jobs to the District and generate $50 million in property tax revenues over seven years, the City approved a $12 million tax break. Meanwhile, the State approved $50 million in investment for infrastructure improvements to the site and surrounding area.

103

BOSTON Results

Image 104: (Realty, 2019)

Diagram 15: Self production from (“Boston’s Seaport Neighborhood”, 2019)

104

Since 2010 more than

200 COMPANIES stablished in the Distric creating more than

As a consecuence of the developement were created:

28 14 34

art and culture parks and entertainment shops

5000 jobs

21 40 23 87

hospitality amenities residence complex FOOD and DRINK

BOSTON COMPETITIVE EDGE #1 Global Innovation City, Energy Efficient, arts organizations per capita (in USA), affordable housing stock among major cities. #2 City in USA for car-free commuters behind NYC. #3 Best USA city for parks, open space and walkability. #4 Largest public transit system in USA. #5 Most educated workforce in USA. #6 Startup ecosystem in the world, helthiest USA city. #7 In globally connected population. #9 Largest regional economy (Harvard.edu,2019)

105

106

MEL MEL BOUR BOUR NE NE

Melbourne

Introduction to the region

NORTHERN VICTORIA

western VICTORIA

Diagram 16: Melbourne location

108

metropolitan melbourne

Victoria, located in the southeastern part of the country is Australia’s smallest mainland state and the second-most populous state after New South Wales. The regional division includes Northern Victoria, Eastern Victoria, Western Victoria and the metropolitan area of Melbourne.

Melbourne is Victoria’s capital and Australia’s second-largest city.

The municipality of Melbourne includes metropolitan Melbourne’s inner suburbs, including the central city.

The municipality is around 37 km² and shares its borders with seven other councils. Melbourne is the gateway to Victoria, the seat of the Victorian Government and the headquarters of many local, national, and international companies, peak bodies, and government and non-government agencies. (“Global Victoria | Victoria’s economy”, 2019)

eastern VICTORIA

109

Melbourne

Historical Review Between May and June 1835, an enterprise of the Port Phillip Association led by John Batman arrived in the area. Batman bought 2400km2 to the Natives that were living in the area. At the same time, John Fawkner, with his enterprise established in the area, founding the first settlements in the area. By 1841, a census taken showed that the population of the province was 16.671 inhabitants The Government of South New Wales canceled Batman’s arrangement with the natives in 1842 who claimed its domains over the area and compensated Port Phillip association. Despite that, the government was satisfied with the situation and allowed the town already established, naming it Melbourne as a compliment to the Prime Minister of Great Britain.

The desire of becoming Melbourne a bishop’s seat of the church of England made that on 25 June of 1847 the town of Melbourne arose from the status of town to City.

Since as the establishment of a bishopric required the status of City, it was a necessary procedure to be done.

Around 1850 the discovery of gold in the area attracted people to establish in the town. By 1854, the population was nearly 80 000, and by 1861 rose to 140 000.

By 1860 the city reached almost its final form. Most of the lands were already sold, and many areas of the city had attracted particular types of occupancies. Members of the medical profession characterized the eastern end of Collins Street while the western and central section of this same street saw insurance companies, banks, and building societies established. Bourke Street had theatres and music halls, while the western section of Little Collins Street had attracted the legal profession.

Between 1880 and 1890 was the time of the land booms, government revenue presented surpluses, and this 110

created an optimistic sensation that helped to continue the progress in the metropolis. Where previously in the city three or four-story office blocks had been the highest buildings, virtually overnight eight and nine-story buildings were erected as a result of private enterprise.

The early 1890 growth of Melbourne ended when the land boom subsided. In 1891 and 1892, several banks and building societies ceased operation, reaching to twenty-one financial companies that were in suspension.

The change of century saw a fresh surge of activity; Melbourne was named as the national capital of the Australian Federation on 1 May 1901. This condition of the city was maintained until 1927 when Canberra was finished. The city continued its expansion during the first half of the XX Century, especially during and after the Second World War. Australia offered outstanding job opportunities for Europeans, and Melbourne was considered as an excellent place to live due to the celebration of the Olympic Games in 1956.

Since its growth and economic development, Melbourne witnessed the construction of its first skyscraper between 1956 to 1958. Bates Smart & McCutcheon designed ICI House. This building was an example of the international style, developed with glass curtain-walls. The 1960s was open the first stage of the Victorian arts center. During this period of growth started the construction of the West Gate Bridge, the demolition of the old Eastern and Western Markets and their replacement by the Southern Cross Hotel and the National Mutual Centre building.

During the 80’ Melbourne fall into a deep crisis, the increase of unemployment caused massive immigration to the states of Southern New Wales and Queensland. The government tried to revert this situation in a campaign to 111

Melbourne

Historical Review reactivate the economy with the development of public infrastructure, aiming to make the city an international touristic destination. In this period it was launched the Grand Prix Formula 1 race, but also public buildings such as the Museum of Melbourne, the exhibition y convention center of Melbourne and the Crown Casino.

In the early 1970s started the digging of the first tunnels for the Melbourne Underground Rail Loop line, project finally completed in 1986.

In 1992, the City of Melbourne altered the city’s character by announcing the closure of Swanston Street to through traffic. The aim was to encourage the street’s activity to improve the ambiance of the Central Business District for workers and residents. Another critical incentive was to increase the standard of retail activity in this area.

From 1997, Melbourne has kept its growing population and employment. There have been considerable investments in the city, especially in Southbank, Port Melbourne, Docklands and most recently in South Wharf. (“The History of the City of Melbourne - City of Melbourne”, 2019)

Current Situation Melbourne has the port with more traffic in Australia. Therefore, industries have established in the area in order to have an export internationally reaching almost 40% of the exportations of the country. However, manufacturing is not the only economy in the city. Melbourne is an important technological center that gives ITC jobs for 60.000 people. Due to its location, it also holds an important financial district that does business with Asia and the Pacific region.

Tourism market has grown in the last years, getting over Sidney in 2008 as the main turístical city in the country.

112

Diagram 17: Melbourne historical growth

113

Melbourne

Understanding the Economy

A growing economy Victoria’s economy has delivered strong and consistent growth for more than the past two decades, and while Victoria represents only 3 percent of Australia’s total landmass, it accounts for close to a quarter of Australia’s economic activity (22 percent of national GDP).

Victoria is Australia’s largest supplier of premium food and fiber products. In 2017-18, the state’s total food and fiber exports accounted for over 27 percent of Australia’s food and fiber exports. Its exports more than 80 percent of Australia’s dairy exports, 48 percent of Australia’s horticultural exports and 39 percent of Australia’s prepared food exports.

Its international education sector is Victoria’s largest service-based export. In 2017-18 education services increased by 17 percent from 2016-17, and tourism spending increased by 16 percent from 2016 to 2017, indicative of a significant rise in international tourists and students choosing Melbourne as their premier destination to visit, live and study.

It is also the number one choice for both domestic and international businesses. Six of the world’s top 10 and 29 of Australia’s top 100 companies choose to establish their headquarters and conduct their business in Melbourne above any other state in Australia.

This economic increment showed that Victoria’s actual population grew by 137,000 people between 2017 and 2018, more than one-third of Australia’s entire growth.

With more than 100,000 new residents moving there every year, and an expected population of 7.7 million by 2050.

114

10% 25%

8% 11%

13%

8% 4%

8% 15%

Foods & Fiber

Professional Services

International Education

Tourism & Major Events

Medtech Lifecience Healthcare

Transport Defence Cosntruction Tech.

Other

Transport Distribution and logistics

Other Manufacturing Diagram 18: (“Find, connect, shape your Victorian Government�, 2019)

115

Melbourne

Understanding the City Table 4: Percentages of occupied private dwelling structures in the city of Melbourne ( included the Metropolitan area). Census 2016.

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% Single Dwelling Semi-detached dwelling, row or terrace house, townhouse, etc

Flat or apartment Dwelling

(“2016 Census QuickStats: Greater Melbourne�, 2019)

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Other dweling

Urban sprawl Without any doubt, Victoria’s capital city is the epicenter of the economic power of the state. Because of this success, Melbourne became an attractive city to generate new business, but also as an educational node for locals and international students. This enormous popularity achieved also impacted in its population growth. Melbourne is placed as the fastest-growing city in the entire country reaching in 2017 a 2.7 percent. Much higher compared to Sydney (1.8 percent), Perth (1 percent) and Adelaide (0.7 percent).

This development that seems to be very positive might also have its downside. Since the city center of Melbourne is very compact, and prices in the area are rising year over year, inhabitants had opted for living in the suburbs.

With government helps and due to the considerably lower prices of the metropolitan area compared with the city center, this tendency has been emphasized.

As a consequence, the urban fabric of the city has grown exponentially throughout the last decades. This urban expansion in a horizontal way rather than vertical is named as Urban Sprawling. Countries such as Argentina, The United States, and Australia have experimented this tendency since their surfaces are massive, and they do not need to develop as compact cities.

Urban sprawl carries several problems such as environmental pollution, loss of lands to supply cities’ commodities demands, loss of identity and competitivity of surrounding cities, and low infrastructure development compared with the population growth. (“Melbourne’s urban sprawl got growth wrong and it’s spreading to regional areas”, 2019)

117

Melbourne

Understanding the City

Infrastructure Due to Melbourne expansion in the last couple of years, it was extremely difficult to develop a transportation system that could supply enough the needs of the new inhabitants. Despite that most of the suburb areas are much cheaper and have the available space to construct new houTable 5: Main mode split of journeys to work, by home distance from Melbourne city Center, according (“Charting Transport�, 2016) Private

Active

Public

89 % 10 % 30 to 40 km

10 to 13 km

7 to 10 km

0%

40 km + 6 %

35 % 4 to 7 km

23 %

33 % 2 to 4 km

10%

26 %

33 %

38 % 0.5 to 1 km

1 to 2 km

39 % 0 to 0.5 km

6%

30%

118

92 %

86 % 12 % 24 to 30 km

83 % 15 % 20 to 24 km

81 % 17 % 16 to 20 km

73 %

77 % 20 %

40%

20%

13 to 16 km

23 %

50%

13 %

37 %

40 %

41 %

60%

68 %

70%

52 %

43 %

80%

30 %

21 %

90%

20 %

100%

ses, most of the new residents are mostly forced to use a private system of transportation.

As a consequence, there is a great number of traffic jams on the principal arteries that guide to the city center where most of the companies offices are producing a great amount of pollution in the air of the suburban neighborhoods and long commuting time.

Image 27: Journey to work by private motorised, by work Destination Zone, according to (“Charting Transport�, 2016)

119

Melbourne

Understanding the City

Merging between Geelong and Melbourne With 192.393 inhabitants, Geelong is the second Victorians biggest city and therefore its second-biggest economy. It is the administrative center of the Greater Geelong municipality, which covers urban, rural and coastal areas surrounding the city, including the Bellarine Peninsula.

Due to its proximity to the rich goldfields of the Ballarat district, Geelong principal economy was shipping since its foundation. The city diversified its economy becoming in 1860 one of the largest manufacturing districts. However, over the 1970s the manufacturing sector decline and therefore its population, as well as Melbourne.

Due to the economic growth in service industries over the last decades, the population increased positioning itself as one of the leading non-capital Australian cities.

Since the 1990s the city center has experienced a redevelopment as well as the gentrification in the suburbs.

Currently, Geelong has a population growth rate higher than the national average.

Fortunately, the city has developed its infrastructure according to this growth, making it a city with one of the best educational and health systems.

Geelong’s city center is 75km from Melbourne’s.

However, due to the fast growth of Geelong’s suburbs and Melbourne urban sprawl tendency, these two cities proximity is exceptionally close. Little River, Geelong, the northwesternmost suburb is only 17 km.

120

Eventually, these two cities will merge, making Geelong lose its autonomy and turn to be a suburban area of Melbourne.

Becoming a suburban area of Melbourne could cause a displacement of Geelongs economic power that, as a consequence, will take a loose in wealth per capita of the area. As a result, infrastructure services could decrease as well as criminality rates could also increase due to a lower-income area. (“Melbourne’s urban sprawl got growth wrong and it’s spreading to regional areas”, 2019) Image 28: (Geelong sprawl)

121

Melbourne

Expectations

What is expected for between now and 2050 The state of victoria developed a report on the expectations of growth until 2050. This report covers the entire state but also specifies on Melbourne City. These are the main points:

122

POPULATION

jobs

housing

Melbourne’s population is projected to grow from 4.5 million to almost 8 million — with Victoria’s total population set to top 10 million by 2051

The economy will need to adapt and grow, creating another 1.5 million jobs for a changing workforce

The city will need to build another 1.6 million homes in places where people want to live

transport

Environment

community & liveability

The city’s transport network will need to cater for around 10 million more trips a day — an increase of more than 80%

The economy will need to adapt and grow, creating another 1.5 million jobs for a changing workforce

The city will need to build another 1.6 million homes in places where people want to live

(“Melbourne Innovation Districts”, 2019)

123

Melbourne

Plan Melbourne 2017-2050 The Municipality designed a plan for the next three decades to mitigate the effects of Melbourne’s urban growth. This project is called “Plan Melbourne 2017-2050”.

The plan sets out the strategy for supporting jobs and growth while building on Melbourne’s legacy of distinctiveness, liveability, and sustainability.

Plan Melbourne 2017-2050 will be given legal effect through amendments to the State Planning Policy Framework within the Victoria Planning Provisions.

How is the plan for Melbourne?

Victoria and Melbourne detected the problematic issues and challenges and declared their vision to applyin five years for thirty-five years.

Managing population growth Population and housing are expected to keep growing. However, it is projected to be within the existing urban growth boundary by the development of selective redevelopment of underutilized areas within the existing communities.

124

Growing the economy The creation of more jobs close to the areas where people live is crucial. New industries will be encouraged to be created by developing national employment and innovation clusters, as well as strengthening existing precincts for the different sectors such as health, education, manufacturing, and logistics in central Melbourne.

Improving transport Keep investing in the transport network will cause a significant change in the city. Building major road projects across the city and suburbs and also the development of the Metro Tunnel will facilitate the circulation and ergo, reduce traffic congestions.

Responding to climate change While preparing for higher temperatures and more frequent extreme wheater, the city and state will encourage to grow a cleaner industry.

Victoria expects to reduce gas emissions of the state to net-zero by 2050.

Connecting communities Despite that residents will still commute out of their area for work, Melbourne will be a city of “20-minute neighborhoods”. Most of the residents will have in a short walk, bike ride, or public transport distance all facilities needed. (“Melbourne Innovation Districts”, 2019)

125

Melbourne

Plan Melbourne 2017-2050

URBAN REALM Urban Realm Action Plan is part of Melbourne’s Plan for redeveloping the city center according to the challenges previously mentioned.

The plan comprises laneways, streets, parks, footpaths, squares, and public buildings and facilities. Also includes private properties changed to be accessible, either permanently or temporarily, for community use.

The plan impacts the appeal of districts as places to work, live, study, or set up businesses. The design of the urban realm, therefore, has far-reaching implications for the liveability of cities.

The urban realm plan also provides direction for connecting and enhancing spaces to make them safe, inclusive, accessible, and inviting. The plan also has an added outcome: o ensure the districts spaces support innovation, experimentation, research and engagement activities as part of its function as an innovation district.

The action plan was developed following multiple stakeholder workshops, the analysis of existing context, policies, and strategies.

126

The action plan addresses:

• • • • •

Resident, worker and student behavior Use of public spaces Pedestrians and cyclists Parking and traffic Pre-existing work underway in the district

The urban realm includes the City North Structure Plan, the Planning for the Arden Urban Renewal Precinct, the Docklands Public Realm Plan, the Melbourne Biomedical precint and the Fisherman Bend Urban Plan. These provide a framework to guide urban renewal and to fulfill the area’s potential as en extension of the central city. (“Melbourne Innovation Districts”, 2019)

127

Melbourne

Plan Melbourne 2017-2050

Arden-Macaulay renewal This industrial area is a project that will redevelop as a significant employment hub based on knowledge industries. Like MID City North, this area will benefit from the construction of Metro Melbourne Rail and offer a mixture of housing for over 15,000 residents.

MID City North MID City North is the major project for the renewal plan. It will have strong transport links to both of these urban renewal areas and will be a hub to connect sites of innovation across the city, including centers of urban renewal, research, and industry.

Australian Integrated Multimodal Ecosystem A.I.M.E.S is a transport technologies test bed area located partly within MID City North.

The goal is to test connected transport technologies in a complex urban environment. It will include distributed sensors and other technologies communicating data across multiple transport modes, including light and heavy vehicle travel, public transport commutes, cycling, and walking.

The project is being led by the University of Melbourne, and involves a consortium of over 30 stakeholders from across industry, academia and government, including the City of Melbourne, VicRoads, Public Transport Victoria, and the Victorian State Government Department of Economic Development, Jobs, Transport and Resources.

128

Fisherman Bend In Fishermans Bend, approximately 485 hectares is earmarked for urban renewal, to create a large employment precinct that will be home to approximately 80,000 residents and provide 60,000 jobs by 2050. (“Melbourne Innovation Districts”, 2019)

The discussed sites for Innovation Districts are being activated as a consequence of currently and forthcoming Melbourne Metro lines 1 and 2.

Diagram 19: Melbourne Urban Realm Districts

Ascot Vale

PARKVILLE

RACECOURSE RD

FLEMINGTON

Clifton Hill

Melbourne Biomedical Precint KENSINGTON

Arden Macaulay PARKVILLE

NORTH Melbourne

Australian Integrated Multimodal EcoSystem (AIMES)

MID City North

Collingwood

River

CARLTON

NICHOLSON ST

Footscray

VICTORIA ST

WEST Melbourne Maribyrno

ng

EAST MELBOURNE MELBOURNE

DOCKLANDS River

Ri

Yarra

Fishermans Bend WESTGATE FW

Y

SOUTH Wharf

SOUTHBANK

Cremorne

South Melbourne

129 ST KI

PORT MELBOURNE

MID City NORTH

MID City North is home to buildings and places of rich cultural and historical significance. It features heritage buildings, mixed-use building types and university campuses that integrate with the city. It is also characterised by its wide streets, parks and a network of under-utilised laneways.

Image 29: (City of Melbourne)

Melbourne

About MID City North MID City North represents a crucial junction point for Melbourne. It seats immediately next to the central business district and hence links critical north-south and eastwest transport corridors.

It merges with other vital centers such as the biomedical precinct, the Parkville health, retail centers, residential areas, and corridors. It is also home to a significant number of ‘think tanks,’ research institutes of a range of fields, and social and non-profit enterprises.

Building and places of historical and rich cultural significance are home of MID City North. It features heritage buildings, mixed-use building types, and university campuses that integrate with the city.

The following is a snapshot of MID City North: • • • •

•

Almost two thirds (64 percent) of the population of MID City North is aged from 15–24 years (City of Melbourne, 2016).

Fifty-six percent of all residents attend an educational institution (City of Melbourne, 2016).

The majority of residents (seventy-seven percent) were born overseas (City of Melbourne, 2016).

The streets in MID City North contain 2535 on-street car parking bays. Compared to the rest of the municipality, a high proportion of streets have on-street parking (City of Melbourne, 2018).

The largest landowners in the district are MID partners, with University of Melbourne property (owned or occupied) spanning 45 hectares, and RMIT University property spanning 9 hectares (City of Melbourne, 2016).

(“Melbourne Innovation Districts”, 2019)

132

History of innovation in City North MID City North has always been Melbourne’s innovation epicentre. It is home to Victoria’s first university, the first technical college, the Royal Exhibition Building – once Australia’s largest building, and the Royal Women’s Hospital – the first to offer training in obstetrics and gynaecology.

Following the establishment of the University of Melbourne and adjacent hospitals in the latter 1800s, the district began to mature as a hub of knowledge activity. More organisations have located themselves in the area since then and synergistic relationships between them continue to strengthen.

New players continue to enter the district to this day, adding to its remarkable history. Leading technology companies, such as IBM, have set up facilities in the area.

New public policy institutes and think tanks have found their home in the district, as have social enterprises and non-government organisations. Each new entrant brings new ideas, new dynamics, and new possibilities for ingenuity. (“Melbourne Innovation Districts”, 2019)

133

Melbourne

About MID City North

THE MID PARTNERSHIP MID aligns the City of Melbourne, Melbourne University, and RMIT University in a historic, collaborative partnership, formed to achieve common goals in creating new jobs, enterprises, services, and spaces that will contribute to Melbourne’s success as it grows.

The MID partnership began with the creation of a shared vision to guide and align the individual and joint actions of the partners:

‘Our vision is to develop a world-class urban district and environment that supports and develops next-generation Melbourne – a place designed to leverage emerging technologies and innovation, and build on our city’s unique characteristics to enhance education and economic outcomes, create new knowledge and city experiences, and enrich inclusion and public amenity.’ (“Melbourne Innovation Districts”, 2019)

134

The partnership is collaborative in its approach to: • •

•

• • •

• • •

Achieve more significant impact through expanded participation in the innovation ecosystem Foster new forms of local leadership and skills craft co-designed solutions for local conditions stimulate industry clusters and other public-private connections improve innovation through better communication and knowledge transfer.

The role of the MID partnership is unlocking the innovation potential of MID City North. This will be achieved by encouraging new connections, collaborations, culture, and practices combined with a physical reshaping of the urban realm in the district to support innovation. The The MID partnership will implement five workstreams as part of its joint-effort framework.

The urban realm – rethinking the ways spaces can enable innovation activities such as testing, showcasing, and engagement.

Enterprise activation – providing targeted support for startups and small to medium enterprises to establish and grow within the district and make productive connections with other parts of the innovation ecosystem.

Advanced technology – enabling better analysis, insight, and collaboration through accessible state-of-theart and experimental technology.

Social innovation – developing, collaborating, and researching in new ways and combinations to better meet social needs.

Institutional design – purposefully designing institutions and district ‘sub-culture’ to foster dynamics of collaboration, learning, and creativity.

(“Melbourne Innovation Districts”, 2019)

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Melbourne Actions

Melbourne RAIL project The Metro Rail Project is the biggest rail project since City Loop built in the 1970s. The project will create a twin-rail line connecting Melbourne’s west to the south-east, with high-capacity metropolitan trains.

The Metro Tunnel will have five new stations that also will provide access to the main campuses of the University of Melbourne, RMIT University and health facilities such as the Royal Women’s Hospital, the Royal Melbourne Hospital, and the Victorian Comprehensive Cancer Centre.

The project consists in taking three of the busiest train lines (Cranbourne/Pakenham and Sunbury lines) through a new tunnel under the city. In this way, City Loop will free up space in order to run more trains in and out fo the suburbs and therefore will reduce frequencies to two minutes.

The construction on the Metro Tunnel started in 2015 with the whole project to be complete by 2025. This project will also alter the landscape of the district itself, both temporarily during construction and permanently once the rail line is in operation. There is a need to both mitigate construction disruption and leverage the opportunities created by construction disruption for experimentation around road and streetscape usage over the next several years.

(Tunnel, 2019)

METRO LINE 1 METRO LINE 2 136

M

Ascot Vale

PARKVILLE

RACECOURSE RD

FLEMINGTON

Melbourne Biomedical Precint

NORTH Melbourne

Parkville PARKVILLE Station CARLTON

FLAGSTAFF VICTORIA MARKET STATION

Maribyrno

ng

WEST Melbourne

GMH SITE (UOM ENGINEERING) Yarra STATION

Collingwood

State Library Station

VICTORIA ST

EAST MELBOURNE MELBOURNE

Town Hall Station

DOCKLANDS River

Fishermans Bend Y

SOUTHBANK

SOUTH Wharf

WESTGATE FW

ANZAC Station

SANDRIDGE SANDRIDGE STATION South Melbourne

9km 5

A RD

D ST KIL

PORT MELBOURNE

Australian Integra Multimodal EcoSys (AIMES)

MID City North

River

North Melbourne Station

NICHOLSON ST

Arden Macaulay

KENSINGTON

Port Melbourne

SOUTH Yarra

Albert Park

new underground Port Phillip

504,000 more passengers across

Diagram 20: Melbourne metro lines

St Kilda West

137

Melbourne Actions

RMIT University’s Social Innovation Precinct RMIT proposed to create and design a “social innovation cluster,” which enhances the practical usefulness of the built infrastructure for learning, collaboration, enterprise and create flexible spaces for future use. The mixed program will bring RMIT’s design technology and enterprise expertise to bear on the social challenges of health. Also will include vocational education, justice, family, and social services.

RMIT University’s New Academic Street New Academic Street was completed in 2017 creating a new connection between the city and the RMIT campus, and a gateway to MID City North. It has re-oriented its city campus, creating new openings to Swanston Street, a garden building and terraces, and a series of arcades and laneways between Swanston and Bowen Streets. The development has included upgrading facilities for students – the Swanston Library, the Student Hall, collaboration spaces, retail and food options – to improve life on campus, as well as a state-of-the-art media precinct for media production.

Univ.Melbourne’s New Student Precinct With the co-creation of 1500 students, the project is located in Parkville campus. By generating student services, recreation activities, hospitality, and retail facilities. The project aims to revitalize the on-campus student experience.

138

Univ. of Melbourne’s Melbourne Connect Acting as a platform to showcase innovation and research outcomes, Melbourne connects will have new public and student spaces as well as exhibition spaces and student accommodation. The project will be included as part of the redevelopment of the Royal Women’s Hospital. (“Melbourne Innovation Districts”, 2019)

Image 30: (MID CIty North, 2019)

DRIV

E

PRINCES STREET

University of Melbourne Student Precinct

2

LYGON STREET FARADAY STREET

Parkville 1 Station

3 Melbourne Connect GRATTAN STRE ET

University Square

MID City North

Carlton Gardens

AC KW OO D

STR

EE

T

ARDEN STREET

BL

PELHAM STREET

Lincoln Square

Argyle Square

DRUMMOND STRE ET

STREET

REET

H ST

ET ELIZAB

QUEENSBERRY

PELHAM STREET

CARDIGAN STRE ET

BOUVERIE STRE ET

STREET

LEICESTER STRE ET

CHETWYND STRE ET

LEVESON STRE ET

ERROL STREET QUEENSBERRY

VICTORIA STRE ET

NICHOLSON STRE ET

CARDIGAN STRE ET

SWANSTON STRE ET

7

Arden Macaulay Precinct

ELGIN STREET

LYGON STREET

RMIT University Social Innovation Precinct

5

RMIT University New Academic Street

Carlton Gardens

VICTORIA STRE ET

6 Queen Victoria Market Precinct Renewal

REET

10

ET STRE STON SWAN

H ST

ET ELIZAB

KETT

A'BEC

FLAGSTAFF Gardens

ET

STRE

1

VICTORIA PARA DE REET G ST

KLIN FRAN

SPRIN

PEEL STREET

T

EE

TR GS

KIN

4

RMIT University

NICHOLSON STRE ET

6

University of Melbourne

Melbourne Biomedical Precinct

CANNING STRE ET

PALMERSTON STRE ET

ELIZABETH STREET

MORRAH STRE ET

RATHDOWNE STRE ET

Royal Park

RO AD

RATHDOWNE STRE ET

MIN GTO N

PAR K

FLE

State Library Station

ET STRE

ET STRE ALE LONSD

Fisherman’s Bend Renewal

139

Melbourne Results

Image 31: (Melbourne Innovation Districts launched City of Melbourne, 2019)

140

203674%

2050 Melbourne’s

By the Year

By the Year

of job growth in Melbourne

POPULATION

is predicted to be in the

Knowledge Sector

8m is predicted to reach

Despite that MID City North has stated two years ago, this project will modify the city of Melbourne. The project aims to change the urban fabric trying to smooth the transition between the Financial District with the close suburban areas. The area would change to a medium-scale urban environment, and it will mix uses in order to generate a much sustainable economy by powering research, expanding companies location out of the financial district, renovating urban spaces and facilitating transportation for new inhabitants. As a result, Melbourians will choose a life with proximity to the city center and in this way, prevent the continuos urban sprawling.

This plan seems promising since already have investments for the upcoming years: • The $11 billion Melbourne Metro Tunnel (completion set for 2025) • The $250 million renewal of the Queen Victoria Market precinct, part of a $620 million investment in the broader precinct (2022) • The $8.8 million redevelopment of University Square (2022) (Melbourne Innovation Districts launched City of Melbourne, 2019)

141

142

les les les sons sons sons lear lear lear ned ned ned

EDUCATION TRANSPORT INFRASTRUCTURE

DECENTRALIZATION

URBAN REHABILITATION

SUSTAINABILITY

START-UP INCUBATOR / CO-WORKING SPACES

AFFORDABLE HOUSING TAX BENEFITS

Boston

Buenos Aires

Melbourne Diagram 21: Cross comparison, Melbourne, Buenos Aires and Boston

The results obtained from the previous study cases show that the way of implementation of innovation districts varied according to the background and history of each case.

What is sure is that in order to obtain results, minimum investments in these fields must be made: 143

Startup incubators/ Co-working Spaces, Tax Benefits, and Affordable houses.

Encouraging financially to industries gives, as a result, the development of the local economies. However, without implementing affordable houses systems, the attraction of new inhabitants to develop the area is practically impossible. It is why these three conditions seem to be a common interest of investment in every case.

Education and Research Undoubtedly, research and education would be an essential asset to the creation of innovation districts. At Melbourne, the associations with universities seem to be the critical point of the plan. While Buenos Aires and Boston encouraged universities to establish in the area, their plan was more related to the qualification of workers by their own companies and by incubators and research centers.

Sustainability and Urban redevelopment Sustainable projects are necessary to rehabilitate the urban areas; Differing from Boston, where one of the key points was to create a sustainable District, Melbourne, and Buenos Aire’s cases show that sustainability is a result of correct urban rehabilitation. Hence, both approaches come to the same result.

144

Decentralization In order to make a much homogenous urban fabric, Buenos Aires Municipality made a considerable investment to decentralize the city. Melbourne, with a similar problem, proposes a much economic solution by generating urban facilities close to the suburbs.

On the contrary, Boston did not seek decentralization since its neglected area was next to the city center, and the main idea of the project was to continue the urban growth in this area.

Transport While in the case of Melbourne and Buenos Aires, the need of the development of Urban Infrastructure was an essential condition to the success of each plan, in Boston’s case was not necessary because this condition was already existing. Therefore, with the simple implementation of a new bus line solved the problem of public transportation.

145

APPLYINg Lessons applying applyinglessons lessons totoModel model to modeland and future Recomendations future FutureRecomendations recomendations future Recomendations HERITAGE DECENTRALIZATION

EDUCATION

URBAN REHABILITATION

TRANSPORT INFRASTRUCTURE

START-UP INCUBATOR / CO-WORKING SPACES

SUSTAINABILITY

TAX BENEFITS

AFFORDABLE HOUSING

Boston

Buenos Aires

Melbourne

Ideal Model

Diagram 22: Cross comparison, recommendation

146

As seen in the previous cases analyzed, several actions could be taken into consideration to implement in a model for the development of an Innovation District and later extrapolate to a bigger scale in order to become a city into smart.

As said before, infrastructure, education, sustainability, policies to develop affordable housing and industries are essential; however, it is necessary to include the social aspect in this model.

The societies, their history, and traditions are as important as the rest of the fields mentioned before. Heritage comprehends these essential social aspects.

Without understanding that it is necessary to invest smartly also in heritage, most of the cities would lose their identity, and for that reason, inhabitants could look reluctant to changes.

A solution to this problem can be solved through architecture. In general terms, most of the neglected areas studied found themselves close to the city center and used to be Industrial Districts (See Page 38).

Those areas characterized to have extraordinary examples of heritage buildings which inhabitants feel identified.

Considering heritage architecture in its full operational life is essential to tract neighbors to the idea of change and to keep the singularities of each city.

147

PIA PIA PIAPIA CEN CEN CENCEN ZA ZA ZAZA 148

TORINO

Diagram 23: The Po river and its cities

150

Cremona

PIACENZA

PIACENZA

The Po River Piacenza is part of a group of cities that are located on the shores of the Po River. Reaching 652km, the Po is the longest river in Italy .

It crosses the country from west to east. Starting in the Alps in Piamonte region, and ending at a delta projecting into the Adriatic Sea Near Venice.

The extended valley around the Po is called the Po Valley (Italian Pianura Padana or Val Padana); there was a time where it became an important industrial area, on of the most important of the country. As a result, since 2001 more than 16 million people transfered to live there, at the time nearly â…“ of the population of Italy.

As said before, Piacenza is one of the cities located in Po riverside with Torino, Cremona, and Ferrara.

Ferrara 151

PIACENZA

Introduction to the region PIACENZA

Piacenza is a city with Roman origins located in the region of the The province is developed towards the south of the River Po and is characterized by many rivers and streams which descend from the Apennines.

The plain territory is typically featured by large farms and is intensively cultivated (above all Italian tomato).

While the hills are rich in vineyards, the mountains are still uncontaminated, covered with dense vegetation and which higher peaks, like Monte Penicem, are frequented for winter sports practices.

A large number of castles are in the province, many of which are still well preserved and lived in. Most of these castles are located in villages hosting such valuable treasures that three of them (Bobbio, Vigoleno and Castell’Arquato) are included in the association “I Borghi più Belli d’Italia,” the most beautiful villages of Italy.

Emilia Romagna.

152

EMILIA ROMAGNA

Diagram 24: Location of Piacenza

Given its location respect to the productive and logistic pole of the main cities of the northern Italy, Piacenza has always been identified as “città di snodo”: a nodal city of transition that connects three different areas of the North along the directions Milan-Bologna and Genoa-Alessandria-Turin. (“Emilia Romagna highlights — Emilia Romagna Tourism”, 2019)

153

PIACENZA

The geography The southern part of the province is mountainous and hilly. Val Tidone, Val Trebbia, Val Nure, and Val d’Arda are the main valleys of Piacenza. These four valleys are crossed respectively by the homonymous rivers and streams: Tidone, Trebbia, Nure, Arda.

The northern part of the province is included in the Po Valley, and this area is commonly called Bassa piacentina.

Follow the hill towns, with an altitude between 250 and 600 meters above sea level, consisting of Bobbio, Bettola, Gropparello, Nibbiano, Vernasca, Farini, Pecorara, Corte Brugnatella, Ottone, Camminata.

The geographical situation of the province makes it a very fertile area, especially in the surroundings of Piacenza city. Making agriculture industries one of the most important for the city. (“Emilia Romagna highlights — Emilia Romagna Tourism”, 2019)

154

San Nicoló a Trebbia

PIACENZA

TI D

ON

E

Castel S. Giovanni

DA

RE

AR

Travo

NU

TR EB BIA

Fiorenzuola d’Arda

Lugagnano Val d’Arda Bobbio

Diagram 25: Geography of Piacenza

155

PIACENZA

Historical Review The town was founded in 218 BC with the inaugural name of Placentia. The traces of its past as a Roman colony are still evident in the original plan of the historic center, which shows the characteristic Roman grid.

With the advent of Christianity, the first buildings of worship were established in the town: The Basilica of Sant’Antonino, dedicated to the martyr and patron of Piacenza, and the new Episcopal Complex, which became an important center of religious power.

After the dissolution of the Roman Empire, the urban life was reorganized and later promoted by Bishops.

In 997, the jurisdiction of Piacenza passed to the Earl-Bishop and the town, which happened to be along the Via Francigena (the route from northern Europe to Rome), was flooded by numerous pilgrims and merchants. This strategic position was the main reason for its high demographic and economic renaissance in this period.

During the centuries of municipal civilization, Piacenza saw relevant urban transformations due to political and institutional changes: the town expanded and became a site of intense production, especially in the textile field, as well as an important commercial and financial business center.

In 1545, Pope Paul III Farnese created the Dukedom of Parma and Piacenza entrusting it to his son Pier Luigi. The impressive palace, called Palazzo Farnese, became the symbol of the power of the Farnese family, which ruled the town until 1731.

The town enjoyed a long period of stability and welfare under Marie Louise of Austria’s rule (1816- 1847). Not only she reclaimed large areas of land and built new bridges on the rivers Trebbia and Nure, but also carried out economic and social reforms and revived the artistic and cultural.

156

life of the town.

After the unification of Italy in 1861 the town shared the fortunes of the country. Despite the severe damage by the II World War, Piacenza had an economic boom in the second half of the last century and is now a modern town, proud of its aristocratic past. (“Più di 2.200 anni ben portati”, 2019)

Diagram 26: Piacenza historical evolution

157

PIACENZA

Transport infrastructure Piacenza is crossed by several traffic flows that use the system of infrastructures with different modes and rhythms. It is served by the following high-performance infrastructural network: North-South connection route: motorway A1, former SS9 Via Emilia, railway line (conventional and High-Speed Line ) - connection axis Milano-Bologna-Firenze-Roma-Napoli.

East-West connection route: motorway A21 Torino-Brescia, Former SS10 Via Postumia Inferiore, railway line - connection axis Genova/Torino - Piacenza- Cremona-Mantova.

TO

Diagram 27: Piacenza as a node City

158

Due to its connections to transportation systems and its location to extremely fertile areas, Piacenza, as a city, has developed and economy related to the distribution of its goods, both agricultural and manufactured.

NODE

(“SETA SPA - Transport and Mobility in Piacenza - URBAN AND SUBURBAN ROUTES | Piacenza, il cuore tra il Po e l’Appennino”, 2019)

MI

BS BO

CR

BO

PIACENZA

Landuse Map

Diagram 28: Piacenza Land-use

160

161

PIACENZA

City Center

Diagram 29: Piacenza city center

The limits of the city center are evident in Piacenza.

The remains of the ancient walls make a notorious difference with the rest of the city.

Because Piacenza city center is small, pedestrians take 30 minutes to cross the city from East to West borders, by car is only 5 minutes.

This area is characterized as residential; however,there are several exhibitions and cultural spaces that make it also touristic. Because of its historical context, we can find building such as Plazzano Farnese, built Margherita of Austria (Daughter of Charles V). The Galleria Oddi that preserves an outstanding collection of modern art. Other important Exhibition spaces are the Alberoni College, the Museum of Natural History, Antiquarium Santa Margherita and Pinacoteca of Gazzola Institute. In Piacenza, there are two important universities, Politecnico di Milano and Universita Cattolica del Sacro Cuore.

162

Piacenza has other spaces dedicated to artistic and cultural manifestation; the main is the Municipal Theater together with other theaters (Teatro Filodrammatici, Teatro Gioia, Teatro San Matteo) for concert seasons, prose and dance.

During the year, at the municipal level, there are a lot of cultural and social events, such as in July the Patronal Fiera of Sant’Antonio, in September the Festival del Diritto, the Piacenza Jazz Fest, the Gutturnio Festiva, focused on the type of wine of the local area. During the summer there are initiatives involving all the local commercial realities, such as the “Venerdi Piacentini,� shops and bars are open in the evening, until late.

(Ghidoni, Hart Lewis & Lucarelli, 2019)

Diagram 30: Piacenza city center and cultural locations

163

PIACENZA New City

Diagram 31: Piacenza new city

After the second war world, there is an expansion of the city out of the perimetric walls. This area is called CittĂĄ Nuova, or the new city. It is limited between the walls and the tangential highway.

Meanwhile, the historical city has a compact morphology, in the new city, the distribution is much more spread and gives green spaces to a city that initially lacked.

As mentioned before, the expansion of this area is a result of the end of the II World War. The need for reconstructing and giving new housing to people was a common thing in almost the entire Europe.

These residential constructions followed the architectural trends of the time — big concentrated blocks surrounded by parks, with plenty of open areas. As a consequence, pedestrians tend to be less than in the city center.

As a result of the mixed use of the area almost do not exist, translated in the lack of shops and markets.

(Ghidoni, Hart Lewis & Lucarelli, 2019)

164

Image 32: Piacenza street

Image 33: Piacenza street

Image 34: Piacenza street

Image 35: Piacenza street

165

PIACENZA

External City

S. Franca Cantú

Montale

Besurica Sant’ Antonio a Trebbia

Diagram 32: Piacenza external city

As a result of the expansion of the new city of Piacenza, the neighbor towns were included in the urban morphology of Piacenza.

These towns have their characteristic architecture, wholly separated from the “New Blocks” of Cittá Nuova, but entirely in relationship with the historic city.

Sant’Antonio is a village born around a church founded in 1172, the church of Sant’Antonio in Trebbia, built next to an existing hospital. We can affirm that it is historically akin to San Lazzaro even if geographically opposed.

Sant’Antonio develops on the Via Romea, although it will also become Via Emilia. It is to be assumed, however, that already in Roman times a military “statio” guarded the Trebbia bridge. The presence of a hospital meant that San Rocco 166

also lived there, as well as several religious orders. The territory, also due to the presence of the Bridge on the Trebbia (twin of the Ponte Sul Taro) saw the passage of all the armies, from the Romans to the French, from the Austrians to the Piedmontese. Typical for Napoleonic will, the sense of belonging to the township remained alive. In recent times it has had to take on an increasingly intrusive and invasive road system.

Unfortunately, this area, as the other external ones, is not very well connected with the city center. Making the development of the neighborhood wholly isolated from Piacenza center.

(Ghidoni, Hart Lewis & Lucarelli, 2019)

Image 36: (“Sant’Antonio a Trebbia�, 2019)

167

PIACENZA

Agricultural city

Diagram 33: Piacenza agricultural city

Being located in the lower part of the valley and direct contact with the river Po, Piacenza has an extremely fertile area. As a result, the city finds itself surrounded by hectares of agriculture fields.

This part of the city is characterized by small historical buildings initially constructed for the rural purpose. This type of buildings is called “Caserma.� It is a dense network of small cores connected by a network of local roads.

As most of the entire Italy, the Kilometro 0 movement is a trend that makes special care of the agro products.

Agricultural production is active and varied, ranging from orchards, vineyards and pasture greens in the hilly areas to crops of all kinds, with a prevalence of cereal, forage, vegetable and industrial crops (in particular tomatoes, green beans, and beets), in the extremely fertile plain with as many as 6,000 registered farms. Cattle breeding (of which about 80% is made up of dairy farms) and poultry dominate the provincial livestock production instead. In recent years, the 168

economic crisis has led to a fall in agricultural production of minor magnitude compared to other sectors, but at the same time causing a phenomenon of specialization in the production of agricultural enterprises, with a consequent decline in biodiversity.

(Ghidoni, Hart Lewis & Lucarelli, 2019)

Image 37: KM zero

169

PIACENZA

Industrial city

Diagram 34: Piacenza Industrial city

The structure of the economy is predominantly industrial with small and medium-sized enterprises, especially manufacturing. It follows by the commercial sector, the production of business services, and the construction sector. Points of excellence are present in robotics and industrial automation. Relevant for quality and quantity are the agricultural sector and the related processing activities.

Thanks to the strategic proximity to the industrial areas of the Po Valley and the presence of essential communication routes (railways and motorways), various logistics hubs have developed in the province since the 2000s: one in the capital, in the hamlet of Le Mose, shortly distance from the Piacenza Sud motorway exit, where companies such as UniEuro, Italiarredo, and IKEA have settled. Another logistics hub is found in Castel San Giovanni where, taking advantage of its proximity to Milan, companies such as Conad, Bosch, LG Electronics and Amazon have settled for a total area of 1,300,000 square meters. Finally, one in Monticelli d’Ongina that sees the presence among others of Whirlpool and Enel for size of 144,500 square meters.

170

Not far from the logistics center of the provincial capital is the fairgrounds, completed in 2000 and consisting of 3 exhibition pavilions for a total of 14,000 m2, an outdoor area of 8000 m2, two conference rooms, and a training room.

(Ghidoni, Hart Lewis & Lucarelli, 2019)

Image 38: Ikea Piacenza

Image 39: Piacenza exposition center

171

PIACENZA

Industrial city - Statistics

CL

OT

H/

FO OD T LEA EX TH TILE E WO R GO OD OD /T S IM FU BER R PA NITU PE RE R/ CA CH R EM P ICH RIN D AL TIN PR G OD U NO N M P CTS L ET AS AL TIC MI S NE RA LS M DO ETA MET ME L P AL S ST IC RODU US E E CTS QU I MA PENT C PU HIN BL IC VE ERY TR HI AN CU SP LAR OR TA TIO N OT HE R

0

1000

2000

3000

4000

5000

6000

Despite the crisis, the tendency to grow of most of the economic sector of Piacenza is still ongoing.

However, the amount of employment decreased mostly in sectors where the development of technology that help the automatization of the sector.

Table 6: No. of Workers in Local Branches and Manufacturing Industries Province of Piacenza

2001

172

2011

CL

OT

H/

FO OD T LEA EX TH TILE E WO R GO OD OD /T S IM FU BER R PA NITU PE RE R/ CA CH R EM P ICH RIN D AL TIN PR G OD U NO N M P CTS L ET AS AL TIC MI S NE RA LS M DO ETA MET ME L P AL S ST IC RODU US E E CTS QU I MA PENT C PU HIN BL IC VE ERY TR HI AN CU SP LAR OR TA TIO N OT HE R

0

100

200

300

400

500

600

700

As a result, there is a need in most of the industries of the qualified working force.

Table 7: Local Branches and Manufacturing Industries Province of Piacenza

Self production according to (“Statistiche demografiche Piacenza (PC) Grafici su dati ISTAT”, 2019)

173

PIACENZA

Industrial city - Statistics Table 8: Relationship between start and finish of jobs considering the age group entering into the market, showing a massive increase in applicants to get employed within the ages 15-24.

2015 2016

Balance activation-cessation

2000 1500 1000 500 0

15-24 years old +437

25-29 years old +238

30-49 years old +102

50 years old and avobe -34

Table 9: shows a survey in which it shows that the agriculture sector increased by 225% in new employment offers, in comparison with the other sectors, the increase is much higher, which means there is a demand in the agriculture, and even though that sector is non-comparable to others, it is 2015 2016 still the most growing 2500 2000 1500 1000 500 0 -500

174

Agriculture, Forestry, Fishing +225

Industry

Building

+217

+95

Commerce, Other service Hotels, activities Restaurants +98 +105

Table 10: Taken from a survey, that shows the training needs within specific sectors and the need for such activities

directors technical experts office workers field workers other

technical studios professional studios saitary services it credit and insurence transport and warehouse hotels commerce building other manufacture ind. engineering industry tire industry paper industry 0%

20%

40%

60%

Table 11: Taken from a survey, showing the type of skills and training needed within each professional group

field workers

80%

technical skills it sphere linguistic area safety

78%

office workers

4%4%

56%

technical experts

31% 64%

directors 20%

26% 40%

60%

14% 13%

24%

53% 0%

100%

12% 21%

80%

100%

Self production according to (“Statistiche demografiche Piacenza (PC) Grafici su dati ISTAT�, 2019)

175

PIACENZA

Demography

111 000 222 .. . 999 888 000 ii ninnhhhaaabbbii tittaaannntttsss Since ancient times, Piacenza has always been a city which receives many passers-by due to its religious importance (Pilgrimage) and for its military settlements. It is still to this day a city which is a stop on the highway to Milan, or Florence and further on, it is now known for being a logistics hub, hosting companies such as Amazon, which have their shipping hub within its region.

Due to Piacenza’s outstanding location, many of the proposals and future projects are mainly focused on the logistics and transportation facilities.

ITALIAN-BORN

Internationals Diagram 35: Piacenza percentage of population

176

Piacenza has an aging population, many of the younger families and generations tend to move out to seek opportunities in larger cities. Piacenza would benefit from a boom of younger workers in the region.

Piacenza is a very interesting city in terms of urban composition, it could be considered a standard city in terms of size, population size and expansion, etc. Piacenza is surrounded by agricultural fields and land on all sides.

Diagram 36: Piacenza percentage men and women Diagram 37: Self production according to (“Statistiche demografiche Piacenza (PC) - Grafici su dati ISTAT�, 2019)

177

PIACENZA

Military city

2,256,000 sqm. about 4.5% of the total urbanized area.

TOTAL AREA

Diagram 38: Piacenza military city

Pacenza’s militar heritage is deeply rooted in the city. The roman historic cast explains the militar root that the city has.

As a result of strategic desitions taken at a national level since “The Royal Decree of 15 September 1897”. Piacenza was declared as the location of the X artillery command.

Despite that these areas are carachterized to be an enclosured situation, because of the use; their location is inside of the urban net. Also in proximity of areas that are populated and most of them connected with the main axis of the city. Via Emilia Pavese.

178

Until 2005 these military location were an important resoruse for the City. However, with the abolition of the Mandatory Military Service in the conutry, this areas have loosen their importance and became in a deteriorated situation.

(Ghidoni, Hart Lewis & Lucarelli, 2019) Diagram 39: Via Emilia Pavese

Via Emilia Pavese

179

PIACENZA

Military city

CASERMA LUsignani

High explosive LABoratory ARSENALE CASERMA CANTONE 180

Laboratories pontieri caserma Alfieri Ex Caserma dal Verme

Ex Deposito Locomotiva Ex Campo Ostacoli MACRA - STAVECO

Diagram 40: Piacenza military buildings

181

PIACENZA

Military city

MACRA- STAVECO

Image 40: Macra Staveco

area:

155.000 mq

It is a spare parts warehouse for the components of military vehicles, the largest in Italy and since 2005 a national reference point. It is made up of several sheds, mostly from the 50s, where today 103 civilians and about 15 soldiers work.

182

PIACENZA

Laboratory Genio Pontieri

Laboratory Genio Pontieri

Image 41: Laboratory Genio Pontieri

Area:

140.000 mq

Operating since 1861 as a workshop department of the 9th Genio Pontieri Regiment of Piacenza. The Laboratory repairs and replenishes materials for all the floating structures of the army, boats and bridges.

183

PIACENZA

Military city

Arsenale and Military Hospital

Image 42: Arsenale

area:

290.000 mq

An area of particular value on the edge of the historic center where the ramparts of the Farnesiano castle and the former military hospital are located. Since 1999, the production of military vehicles has ceased and the arsenal has become a maintenance pole where the maintenance of tanks, cannons and rocket launchers and missile launches are carried out, employing about 700 civilians and 34 soldiers.

184

Area Ex pertite

Image 43: Area ex pertite

Area:

270.000 mq

In 1906 the “High Explosives Laboratory� was born, which was to supply the pyric acid, to load the explosives.

Today it is only partially used as a warehouse for large objects and a test track for military vehicles.

185

PIACENZA

Military City

Caserma artale

Image 44: Caserma artale

area:

200.000 mq

This was the former military parade ground, between Via Emilia and the railway line to Alessandria, which included a barracks, various warehouses and a school for worker students artillery. Today it is only partly used and occupied by a large green area.

186

C. cantore

Image 45: Caserma cantore

C. alfieri

Image 46: Caserma alfieri

area:

21759 MQ

7200 mq

area:

C. Dal Verme Image 47: Caserma dal verme

area:

Dist. militare Image 48: Distritto Militare

area:

1750mq

6250 mq 187

PIACENZA

Military City

BarrAck LUSIGNANI

Image 49: Barrack Lusignani

188

area:

200.000 mq

It is occupied by a series of buildings destined mainly to accommodate the military and with the suspension of the compulsory military service, it has lost much of its functionality.

Current Situation:

Is currently occupied by a series of buildings destined mainly to accommodate the military, but the state and nature of the buildings is such as to allow complete demolition.

The location within the city:

Can somehow represent a sort of gateway to the city, even if a distance relationship currently appears to exist between the area and the historic center. Finally, it places itself within a system of open spaces, equipped and parked, and pedestrian connection paths.

Accessibility:

The area has good accessibility, being on the axis of the via Emilia Pavese and relatively close to the motorway system. Thanks to the infrastructural network, Lusignani can be easily connected both with the territory outside the city and with the consolidated urbanized body.

The neighborhood:

Is significant the proximity to the agricultural space to the south and to the commercial presence in the north.

The territory presents here important qualities, important landscape elements and some historical artifacts.

189

PIACENZA

Urban Fragmentation As we said before, the military barracks were a tremendous economic resource in the past, creating businesses around these areas.

190

The abolition of the mandatory military service made a profound impact creating neglected voids in the city and fragmenting the urban fabric.

Diagram 41: Piacenza fragmentation

191

Piacenza

Current Situation

Current Situation.

Despite its rich cultural heritage and its essential role in the Italian military history, the city nowadays seems giving more relief on its powerful logistic appeal on a national and international level rather than on its urban and services qualities.

There is a significant imbalance between the urban development and the quality of the city: the presence of impacting infrastructures create not only a further barrier between the city and the Po river but also are the first visual approach to the visitors from the out-town. There is poor quality on the main accesses towards the city center and a lack of a more efficient public transportation on the perimeters of the city.

With an estimate of more than a hundred thousand inhabitants, and despite the juvenile presence of international citizens equivalent to 18.6% of the population, Piacenza is still considered an aging city.

The presence of young people in the labor market is low compared to European values. This is not only caused by a prolonged permanence within the educational system, but also by the difficulty in the admission and permanence in the labor market compared to the past, which is the same situation for international citizens and their adversity in working in certain sectors either for bureaucratic or linguistic reasons. (“Comune di Piacenza�, 2019)

192

NO RELATIONS BETWEEN AREAS ECONOMIC CRISIS

ROBOTIZATION

POOR ACCESIBILITY

Reduction in THE agricultural market

LACK OF INNOVATION Unuseful voids in the city NON PERMANENT JOBS

Problematic infrastructure LESS JOB POSITION DEMAND

EXCLUDED IMMIGRATION

AGING SOCIETY

BAD TRANSPORT SYSTEM

Prolonged Education

Unqualified young workers

NO PERSEPTION OF THE NATURAL SOURROUNDINGS 193

PIA PIA PIAPIA CENZA CENZA CENZA CENZA POTEN POTEN POTEN POTEN ZIAL ZIAL ZIAL ZIAL

195

Piacenza potenzial

Existing Policies and Projects

Piano strategico-Vision 2020 It is a project that has the vision to make Piacenza a sustainable, open, knowledge, and competitive society in a medium and long term. These goals will are achievable by improving quality life, becoming a friendlier city for foreigners, improving education policies, and encouraging companies to establish in the area.

Strategic document for the local development (2014-2015) This plan suggests guidelines to prevent economic crises, hence to emphasize sustainable development: • •

• •

196

A “smart” orientation of the city, the new perspective of the creative cultural industries and the territorial branding will attract investments and tourists.

Support for universities of research and innovation, new job services and quality of work, support for business creation, bureaucratic simplification, and rationing of credits for the business support.

To have a productive approach to generate welfare for a new social economy.

To regenerate the urban fabric and to create an efficient local infrastructure system for the growth of the city.

Piacenza territorio snodo (20082011) Identifiying in the strategic plan “Vision 2020”, Mobility, logistics, production, and urban re-qualification were the main lines selected to became Piacenza a “Territorio Snodo”.

Protocol of agreement between the new hospital of Piacenza and the military areas The region has indicated as a priority, the construction of a new and modern Hospital in the Comune of Piacenza.

The Municipality of Piacenza and the Italian State agreed in the functionalization of one of the unused military barracks for the hospital purpose. In this way will prevent new lands use, but also will help to revitalize the degraded territorial site. In terms of the building complex, the parts guarantee to revalorize these heritage public buildings.

All the subscriber parties involved in this project are committed to reducing the timing related to the bureaucratic aspects and to speeding up and financing the work envisaged by the project. (“Comune di Piacenza”, 2019)

197

Piacenza potenzial

Current SWOT Analysis

SSSS

trengths

• Piacenza city-region • River Po • Abundance in universities, research centers of national and international importance: Politecnico di Milano; Università Cattolica, LEAP; MUSP; ITL; CITIMAP; ECATE; INNOVATION LAB • Extra-municipal services • Historical and environmental heritage • Large agricultural sector • Kilometro 0 initiative • Agro-tourism widely available

wwww

eaknesses

• Division between river and city • Presence of impacting infrastructure • Imbalance between urban quality and development • Low quality of main accesses to the city center • Lack of connections • Transportation 198

oooo

pportunities

• Military barracks, abandoned yet historically and culturally relevant • Support services for a possible future regional technological centre • Parks system • Piacenza city of Art • Waterfront projects

tttt

hreats

• • • • • •

Urban sprawl Increase of urban congestion Decay of areas near the north station River and flooding Management of military barracks Law coordination between different cultural and touristic initiatives 199

Piacenza potenzial Planning the project

HERITAGE DECENTRALIZATION

EDUCATION

URBAN REHABILITATION

TRANSPORT INFRASTRUCTURE

START-UP INCUBATOR / CO-WORKING SPACES

SUSTAINABILITY

TAX BENEFITS

AFFORDABLE HOUSING

Boston

Buenos Aires

Melbourne

Ideal Model

Diagram 22: Cross comparison, recommendation

In order to make a model for Piacenza Potenzial, the average result of the analysis made for the previous study cases should be taken into consideration.

Since each city has its peculiarities, the average result does not mean that it would be the only way to face the project, but it is a starting point to program the minimum requirements.

As an example, Piacenza will not need a massive investment in public transportation due to its reduced dimensions. However, development of the neglected areas should be a priority since those are the ones that fragment the city.

200

Vision: To position Piacenza as the First Smart Italian city and In the long term, replicate this study case system on a national scale, taking into consideration the peculiarities of each city.

Concept: Create innovation districts that will shape an integrated ecosystem taking advantage of Piacenza’s strategic location and diverse economy.

Main Goals: • • • • • •

Create innovation districts that will work closely together with government policies and business to improve economic innovation and social inclusion.

Improve the development of business communities through the collaboration of research centers.

Improve and promote local production at regional scale.

Create innovation hubs in the neglected military barracks that nowadays fragment the urban fabric of the city.

Develop a system of urban infrastructure that helps to integrate the industries with the new research areas.

Create programs to train the population and prepare them to be in synchrony with developed innovative industries. It means the generation of high-qualified jobs.

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Piacenza potenzial Planning the project

Main Activities Use of the abandoned military barracks: These areas, which are integral parts of Piacenza’s heritage as they have contributed to the historical context of the city, are now in a state of abandonment. Their locations are within strategic points in correspondence with the voids of the urban fabric, making them optimal spots of intervention in the project plan.

Social inclusion: Given the lack of integration of young people and internationals in various working sectors, the project proposes workshops and skills training services in which direct collaboration with local companies would ease their entrance to the labor market, bringing economic and social benefits to the city. In this way, the encouragement of participation within the community, the financial actors, businesses, and organizations becomes a wholesome integration within the city of Piacenza.

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Collaboration and coordination with research facilities: The project plans to encourage the participation of private and public agencies; starting with the existing presence of local research facilities. The inter-collaborations would concern not only local activities but also international ones.  Since Politecnico di Milano is one of the most prestigious universities regarding design and engineering, it could also benefit as the institution that boosts the technological revolution of Piacenza. It would not only be a potential economic profit for Politecnico di Milano, but also it would be for the Piacenza in term of international recognition.

For that, Universities as Wageningen in the Agricultural research field could be an essential partner for this project as well as other institutions.

Expected Repercussions Using strategic planning of events, fairs and seminars to keep an active and involving annual program in order to encourage the direct participation of the citizens and elevate local input promoting the city’s potentials and attracting innovative proposals also from outsiders and passer-bys (highway users).

203

Piacenza Potenzial Masterplan

health DISTRICt

AGRICULTURAL DISTRICt

Art DISTRICt

Diagram 42: Piacenza Potenzial Masterplan

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Taking as a reference Buenos Aires case, the creation of economic Districts boost the neglected areas of the cities. In this case, the development in the ex-Military barrack will help to revalorize the urban surroundings and unify the city in a uniform urban net. Due to the reduced dimensions of Piacenza compared to Buenos Aires and the significant amount of unused military barracks, this project creates innovative ecosystems in almost seventy percent of the surface of the city. Hence, this innovation districts will guide Piacenza to become in a Smart City

design DISTRICt

logistic and manufacturing DISTRICt 205

Piacenza potenzial Masterplan Vision

HEalth research district The Municipality of Piacenza and the Italian State agreed in the functionalization of one of the unused military barracks for the hospital purpose. In this way will prevent new lands use, but also will help to revitalize the degraded territorial site. In terms of the building complex, the parts guarantee to revalorize these heritage public buildings. Â

Art District Located at the heart of the ancient city and close to the most important museums and cultural places of Piacenza, Caserma Alfieri could be a feasible area for the development of the Art District.

The project promotes the investment in visual, literary, musical, and scenic arts. Also promotes the creation of spaces of creation, production, and cultural diffusion.

Logistics and manufacturing District Macra- Sataveco historical background recalls the industrial power of the city. The largest until 2005, this place produced components for military vehicles.

The project proposes the renovation to a mixed-use area. Spaces will be reconditioned as research hubs for innovation in robotics.

Its former spread composition of warehouses or residences is ideal to boost mix uses by bringing workers and students to the area. Also will help the already developed industry to merge organically with the rest of the city.

206

Design District The ex Desposito Locomotiva so-called “PAVILION BERZOLLA” due to its architect, is an example of the Italian Industrial Architecture and design.

Recently it was transferred by the State Property Office to the Municipality of Piacenza and is included in a large area, which also includes Borgofaxall, the former Military Carrier Plan and the former Fruit and Vegetable Market.

This area will link to design as a factor of competitiveness in the economy. Its position between the Art District and the Logistic and Manufacturing one will be perfect for the development of the Design Industry since the design is the mixture between both fields.

The objective is to form a cluster and position the city as a competitive regional center. For this, it sought to promote favorable conditions that allow to enhance and export local design.

Agricultural District Being located in the lower part of the valley and direct contact with the river Po, Piacenza has an extremely fertile area. As a result, the city finds itself surrounded by hectares of agriculture fields.

This part of the city is characterized by small historical buildings initially constructed for the rural purpose. This type of buildings is called “Caserma.” It is a dense network of small cores connected by a network of local roads.

As a conclusion, Caserma Lusignani is a strategic place to propose an innovation hub for the research and development of new agricultural techniques.

207

Piacenza potenzial

Transport Masterplan The city already faces a rapid growth of population during the last couple of years. Piacenza Potenzial Project foresees the development of the neglected areas such as the peripherical and the industrial city; hence, this will attract more people to move in.

103500 103000 102500 102000 101500 101000 100500 2012

2013

2014

2015

2016

Table 12: Demographic evolution of Piacenza according to the city of Piacenza according to Self production according to (“Statistiche demografiche Piacenza (PC) - Grafici su dati ISTAT�, 2019)

2017

Since transportation is an essential asset for the development of a sustainable economy, the construction of an efficient infrastructure system is necessary to prevent future traffic jams.

Despite that nowadays Public transport infrastructure connects Cita Nova with the historical city by a system of buses, the rest of the areas find themselves almost isolated, making private cars the primary system of transportation of Piacenza.

The masterplan proposes better transportation by improving the only line of buses that goes through the principal artery that will connect the innovation hubs with the rest of the already consolidated city.

208

Taking as example systems as Metrobus from Buenos Aires and the Bus rapid transit (BRT) system in Curitiba, Piacenza Potenzial proposes the construction of central bus stops and preferential lanes on Via Emilia Pavese and Via Emilia Parmense. The location of stops will be according to the analysis of the future flow of population.

The desition of applying this system instead of the construction of metro lines is because not only are extremely expensive, but also make a huge impact. Due to Piacenza’s reduced dimension, its historical protected center and its medium economy, constructing a metro line might not be the rightest choice.

Via Emilia Pavese Via

Em

ilia

Par m

ens

e

Diagram 43: Transportation Masterplan proposal

209

Agricultural Innovation DISTRICT (AID) A center for the promotion and development of agriculture, innovation, and knowledge in the city.

Image 50: Barrack Lusignani and surroundings

Piacenza potenzial

(AID) Understanding the Area

VIA LUIGI ENAU

DI

Diagram 44: Barrack Lusignani and surroundings/ land-use map

Located in the neighborhood of Sant’Antonio Trebbia at the peripherical suburbs of the city, Barrack Lusignani is considered the west gateway to Piacenza. Four kilometers distances it from the center, and despite being close, the neighborhood finds itself isolated from the rest of the city.

The neighborhood is limited to the north with the railroad system that connects Piacenza with Torino. The road called Via Luigi Einaudi, a heavy load trucks highway, limits the city to the south. These two fundamental limits give its particular funnel shape to Sant’Antonio Trebbia, which had 212

no possibility but to extend from east to west; leaving south and north areas as vast extensions of agricultural fields.

As mentioned before, Agriculture is going to be the most crucial field of the economy since the closeness of the neighborhood to it; however, the mixed land-use between industrial, commercial, and residential makes the area economically diversified enough to boost innovation. (“Da Sant’Antonio a Quarto, continua il viaggio nelle frazioni piacentine�, 2019)

213

Piacenza potenzial

(AID) Action Plan Walls

TREATMENT of the perimetral Walls The project proposes to open the perimeter walls.

The first use of the area made the building complex to be enclosed and isolated from the surroundings. Opening the walls will allow barrack Lusignan to be permeable enough to integrate it with the rest of the neighborhood.

Diagram 45: Barrack treatment of the perimetral walls

214

Image 51: Barrack Lusignani walls/ view from Via Emilia Pavese

Image 52: Barrack Lusignani walls/ view from Via Emilia Pavese

Image 53: Barrack Lusignani walls/ view from Via Luigi Enaudi

215

Piacenza potenzial

(AID) Action Plan Walls - Study Case

The Value of heritage Taking out walls will allow the necessary permeability to develop the site as well as its surroundings. However, understanding the historical background of the area and the military heritage connotation that barrack Lusignani has is extremely important for Piacenza Potenzial action Plan.

216

Without taking its political-historical connotation, Berlin’s wall is the perfect example of a wall that obstructs the circulation. Several design actions taken after its demolition helped to keep in the mind of the population that the wall was there.

Here are some of these design operations that work in Lusignani case in order to mix permeability and memory:

Image 53/54/55/56/57/58/59 (“The Berlin Wall Memorial”, 2019)

217

Piacenza potenzial

(AID) Action Plan - Zoning Plan

housing / COmmercial

existing commercial Diagram 46: AID Masterplan

218

Reseach/ University

Agricultural Fields

existing residences

Zoning PLAN The agricultural district proposes reconditioning the existing buildings of the site as a mixed-use area.

The buildings attached to the perimeter wall that faces Via Luigi Einaudi are planned to be the core of the project. These spread buildings compositions will hold the institutions related to the research, development, and teaching of new agricultural techniques.

The selection of the buildings is intentional due to their proximity to the agricultural fields. These areas, planned for acquisition on a second stage of the project, will be an opportunity for the new institution to test the new techniques on the practice field.

The rest of the buildings will be an opportunity for the development of housing for students and workers and shops that will give service to the area.

To achieve the success of this project, the government should attract stakeholders by reducing property taxes and exemption or deferral in gross income tax payment.

To offer the renovation of the old barracks for residential/ commercial to private companies that want to earn a profit will have the conditions to collaborate with a sustainable communal idea of living, and the maximum possible respect of the historical heritage building. For that, Piacenza Authorities should offer specialist consultants that could help new investors in the process of design.

This proposal aims to use the earnings as part of the expenses for the rehabilitation of the remaining buildings for the research center use. As a result, the center will be constructed, but also the neglected area will be boosted.

Next are mentioned the studycases taken as an example for the implementation this project: 219

Piacenza potenzial

(AID) Action Plan, Zoning Plan - Study case

Wageningen University & Research (WUR) In the 1980s The Netherlands was one of the most developed countries and was moving its industries towards technology. Instead of leaving aside the agricultural economy, the goverment decided to fund them. However the system that the authorities implememted was different from what it would be the typical sistem of subentions founded in countries as France, Spain or Italy. In this case, in order to turn the sector much more profitable, the government funded the university of Wageningen which encourage the development of high technology and research in agriculture.

Nowadayas the netherlands is the second biggest exporters of food after The United States, having only 0,4% of US land area.

Image 60: (University of Wageningen, 2019)

220

WUR

Agricultural Council Offices

The Food Valley

Aim to improve agricultural productivity in the economic and ecological perspective

FUNDS

OUTPUT:

Advises best type of machinery and technology for farmer’s crop

Not only making money by exporting food but also their own technology.

50% PRIVATE COMPANIES 25% self funded 25% government Diagram 47: Wageningen business model

What makes this a successful system, is the combination between the agricultural sector, private companies, and the Dutch Government, which all have shares and invest in this university. The University of Wageningen is the leading in the world in its field of agriculture and its sciences, where it develops systems for efficient agriculture and such technologies, and applies them to the fields. The country also benefits from the systems developed there and sells them worldwide.

221

Piacenza potenzial

(AID) Action Plan, Zoning Plan - Study case

ZOKU Zoku Amsterdam is a housing system that provides a home base for traveling professionals who live and work in the city for periods that takes from a day to three months.

It creates a different category in the hotel industry: a home-office hybrid, which is a relaxed place to live, work, and socialize with like-minded people while getting wired into the city.

It is a place for newcomers to quickly get rooted in the city, join inspirational talks, and connect with neighbors and the locals.

In order to reach this goal and be business sustainable, the company bought a building that was unused for several years in a degraded area and rehabilitate it as temporary residences hotel mixed with coworking spaces. As a result, it created a profitable business, but also boost the area creating a new attractive point for tourism.

Home/Office Hybrid

Image 61: (“Zoku Amsterdam Apartments”, 2019)

222

Communal Living room

Image 62: (“Zoku Amsterdam Apartments”, 2019)

Co-working Spaces and Workshops areas

Image 63: (“Zoku Amsterdam Apartments”, 2019)

223

Piacenza potenzial

(AID) Conceptual Render- Via Enaudi

224

Render 1: AID Via Luigi Enaudi Access

225

Piacenza potenzial

(AID) Conceptual Render- Via Emilio Pavese

226

Render 2: AID Via Emilia Pavese Access

227

Piacenza potenzial

(AID) Stakeholders and Phases Development and design process, collection of fundings

Permits / Approvals

time Government Municipality Ministry of Defence Banks Investors

Real Estate Agencies Agricultural Companies Manufacturing Co. Sponsors

Planners Construction Companies Credit and Insurance co.

Thecnical Studios Collaborators

STAKEHOLDERS

Kilometro-zero markets

Profesional Studios Engineering Industries UniversitĂ Cattolica Politecnico di Milano Wageningen university AID

Beneficiarians

Innovation LAB

228

Students Workers Unemployed Local community

Table 12: (AID) Stakeholders and Phases

PHASE 1

Site clearing and recovery of barracks with construction of the hubs and residences

Management and post occupancy evaluation

PHASE 2

PHASE 3

229

Piacenza potenzial

(AID) System Development Process

could use/ benefit

Profit

real estate agencies could invest the realization of new residences

RESIDENCES

students/ workers/ unemployed

INSTITUTIONS input

INVESTORS

Diagram 48: System Development Process

230

part of which are going to be

ITALIAN GOVERNMENT PIACENZA MUNICIPALITY

REhabilitation OF THE MILITARY BARRACKS How to improve?

AGRICULTURAL FIELDS

AID

A g r i c u lt u r a l Innovation D i s t r i c t

level up

km-zero markets

marketing

output

food fairs 231

Piacenza Potenzial AID SWOT Analysis

SSSS • • • •

• • • •

trengths

More job opportunities within the agricultural sector and sub-sectors and connections with related institutes.

Use of neglected and historically relevant spaces.

Demographic cohesion.

A coherent network that will continuously keep developing the sector in several ways (economic, tourist (agro-touristic), research and education, employment and capital investments, infrastructural development).

Place Piacenza as the regional agricultural center.

Unified urban network.

Infrastructural development.

International connections and opportunities.

wwww

eaknesses

• •

232

With the current proposal, only one sector (and relevant sub-sectors) are benefiting.

Necessary significant funds are required in order to establish the project.

oooo • • • • • • • •

pportunities

Use this project as a pilot for other cities and sectors.

Agro-tourism development.

Real-estate development and boom.

Tourism development.

Inclusion and addition of new companies, start-ups, and entities interested.

Continuous development and growth of the network centers, research in respective sectors.

Integration with existing systems ex: Kilometro 0.

Piacenza as an equally important city within the Emilia Romagna Region.

tttt

hreats

• • • •

Economic monopolization of one sector/industry in the city (all capitals would be invested in Agriculture).

Inter-university rivalry/competition.

Meteorological factors as a constant threat.

Increasing the level of job qualifications could lead to stratification and change in the market, where it is no longer sufficient to work in this sector with lesser qualities (as is with demographic minorities in this sector).

No project is without weaknesses and threats, but to minimise some of the great weaknesses, such as the large funds necessary to establish the project, a small economic model could be used: 233

Piacenza Potenzial

Decoding the Potenzial Model The Potenzial Project aims to tackle several aspects of the community, such as location, economy, demography, but primarily heritage. Understanding the traditions of the city in order to merge them with future technologies and researches is essential to create an innovative ecosystem in the Italian mindset.

To achieve this, The Agricultural Innovation District (AID) would be the result of a model to create Innovation Districts in neglected Italian areas.

Without any doubt, agriculture would be an essential aspect of the AID project. However, Piacenza Potenzial shows the bast possibilities of implementing the same model with different economic fields.

Enteprenuers

Logistic Branch

Industries

Factories

Students

Local Associations

Transport Agency

Professor / Tutors

Banks

Municipal

Universities

Research Centers

private

government

education

research

STAKEholders STAKEholders STAKEholders STAKEholders Diagram 49: Stakeholders model

234

Unemployed

citizens

The model to approach would be: 1. Find leading sectors in the area 2. Study demographics and workforce contributors, locations and possible gaps in the context 3. Involve research facilities and academia with manufacturing companies within the same sector.

4. Create collaboration of academia with manufacturing to study and develop technology and techniques in the sector 5. Create a network of contributors from social to governmental to private to become participants 6. Apply technologies and techniques into the real world 7. Gain economical and technological benefits within sub-sectors.

8. Create workshops and seminars for existing workers to boost their working opportunities.

9. Enjoy several advantages: economically, socially, and international recognition or funding, and improve the entire sector internationally and locally.

10. Continuously evolve and improve the network with new start-ups, smaller companies, and international companies.

11. Develop The Potenzial Project in other sectors and link them with existing projects.

235

Piacenza

Decoding the Potenzial Model

Gant Diagram of the Model: Constitution of Research Institutions Contact Possible Stakeholders Search of a Site Organization of Tuition Programs Temporal Use of Local Facilities Recondition of the Educational Site Use of the Site Housing Construction Facilities Development at the area Burocratic procedures

Construction Development

Program into Action

Diagram 50: Gant Diagram of the model

In order to achieve success in this model, it is necessary to follow certain stages. To classify them, these stages are divided into Burocratic procedures, construction development, and program into action.

236

237

238

FIfififi nal NAL nalnal con con con con clu clu cluclu sion sion sion sion

This model could be a possible method for developing an Innovation District; but also to replicate it in other areas that have varied needs as well as different assets. As a result, the creation of different innovation districts in the same city would undoubtedly create an innovative ecosystem and hence develop it as a Utopia, a Smart city.

239

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INDEX IMAGES •

Diagram 1: Smart city Strategic Assets, page 22/23

•

Diagram 2: Innovation district assets diagram, page 31

•

Diagram 3: Innovation ecosystem diagram, page 32

•

Diagram 4: Global City Population, page 36/37

•

Diagram 5: Theoretical frame diagram, page 46/47

•

Diagram 6: Buenos Aires location, page 53

•

Diagram 7: Buenos Aires historical growth 56

•

Diagram 8: Buenos Aires Ciudad - Gobierno De La Ciudad Autónoma De Buenos Aires. (2019). Retrieved 2 September 2019, From Https://Www.buenosaires.gob. ar, page 60/61

•

Diagram 9: Buenos Aires wealth distribution/ Source: (Fachelli, Goicoechea & López-Roldán, 2012), page 62

•

Diagram 10: Maps elaborated according to -Gobierno de la Ciudad Autónoma de Buenos Aires- Economic Districts, page 64

•

Diagram 11: Innovation District Limit, page 73

•

Diagram 12: Boston location, page 83

•

Diagram 13: Boston historical evolution, page 85

•

Diagram 14: Self production the implementation of the 90 interstate Massachusetts Turnpike and the Ted William Tunnel, page 91

•

Diagram 15: Self production from (“Boston’s Seaport Neighborhood”, 2019), page 104

•

Diagram 16: Melbourne location, page 108

•

Diagram 17: Melbourne historical growth, page 113

•

Diagram 18: Find, Connect, Shape Your Victorian Government. (2019). Retrieved 3 September 2019, From Https://Www.vic.gov.au, page 115

•

Diagram19: Melbourne Urban Realm Districts, page 129

•

Diagram 20: Melbourne metro lines, 137

243

244

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Diagram 21: Cross comparison, Melbourne, Buenos Aires and Boston, page 143

•

Diagram 22: Cross comparison, recommendation, page 146/200

•

Diagram 23: The Po river and its cities, page 150/151

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Diagram 24: Location of Piacenza, page 152/152

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Diagram 25: Geography of Piacenza, page 155

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Diagram 26: Piacenza historical evolution, page 157

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Diagram 27: Piacenza as a node City, page 158

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Diagram 28: Piacenza Land-use, page 160/161

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Diagram 29: Piacenza city center, page 162

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Diagram 30: Piacenza city center and cultural locations, page 163

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Diagram 31: Piacenza new city, page 164

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Diagram 32: Piacenza external city, page 166

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Diagram 33: Piacenza agricultural city, page 168

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Diagram 34: Piacenza Industrial city, page 170

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Diagram 35: Piacenza percentage of population, page 176

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Diagram 36: Piacenza percentage men and women, page 177

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Diagram 37: Self production according to (“Statistiche demografiche Piacenza (PC) - Grafici su dati ISTAT”, 2019), page 177

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Diagram 38: Piacenza military city, page 178

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Diagram 39: Via Emilia Pavese, page 179

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Diagram 40: Piacenza military buildings, page 180/181

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Diagram 41: Piacenza fragmentation, page 190/191

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Diagram 42: Piacenza Potenzial Masterplan, page 204/205

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Diagram 43: Transportation Masterplan proposal, page 209

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Diagram 44: Barrack Lusignani and surroundings/ land-use map, page 212/213

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Diagram 45: Barrack treatment of the perimetral walls, page 214

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Diagram 46: AID Masterplan, page 218

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Diagram 47: Wageningen business model, page 221

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Diagram 48: System Development Process, page 230/231

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Diagram 49: Stakeholders model, page 234

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Diagram 50: Gant Diagram of the model, page 236

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Image 1: Sabionetta Principal Square, from https://en.wikipedia.org/wiki/Sabbioneta, page 8

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Image 2: Garden city, Retrieved 16 September 2019, from https://www.showhouse. co.uk/news/garden-cities-peaceful-path-social-reform/page 11

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Image 3: Le Corbusier Plan for Buenos Aires, from https://www.conicet.gov.arpage 12

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Image 4: South Korea Conceptualizes the Ultimate Smart City - NewCities.

(2019). Retrieved 16 September 2019, from https://newcities.org/cityquest-songdo-south-korea-conceptualized-ultimate-smart-sustainable-city/, Page 14

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Image 5: South Korea Conceptualizes the Ultimate Smart City - NewCities. (2019).

Retrieved 16 September 2019, from https://newcities.org/cityquest-songdo-south-korea-conceptualized-ultimate-smart-sustainable-city/, Page 15

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Image 6: PlanIT Valley: la smart city capace di pensare | Rinnovabili. (2019). Retrieved 16 September 2019, from http://www.rinnovabili.it/greenbuilding/planit-valley-la-smart-city-capace-di-pensare/, Page 25

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Image 7: Smart City Strategy: PlanlT Valley (Portugal). (2019). Retrieved 16 September 2019, from https://www.urenio.org/2015/01/26/smart-city-strategy-planlt-valley-portugal/, Page 26

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Image 8: Amsterdam view (2019), from www.pexels.com, page 28

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Image 9: Zollverein Coal Mine, Essen, 2019), from www.pexels.com, page 31

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Image 10: Animated timeline shows how Silicon Valley became a $2.8 trillion neighborhood. (2019). Retrieved 16 September 2019, from https://www.businessinsider. com/silicon-valley-history-technology-industry-animated-timeline-video-2017-5, Page 41

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Image 11: Eco Innovation District Summary. (2019). Retrieved 16 September 2019, from https://www.slideshare.net/JamieGranger/eco-innovation-district-summary, Page 43

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Image 11: Buenos Aires location, page 56

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Image 12: Population Density of Buenos Aires, Argentina. (2019). Retrieved 16 September 2019, from https://www.reddit.com/r/MapPorn/comments/aubvd2/population_density_of_buenos_aires_argentina/, page 58

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Image 13: (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019), From Https://Www.buenosaires.gob.ar, page 70/71

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Image 14: (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019),From Https://Www.buenosaires.gob.ar, page 72

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Image 15: (“Avanza el subte H que unirá Recoleta con Pompeya”, 2019), From Http://Asociacionrecoleta.blogspot.com/2011/10/Avanza-El-Subte-H-Que-Unira-Recoleta.html, page 74

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Image 16/17/18 (“Buenos Aires Ciudad - Gobierno de la Ciudad Autónoma de Buenos Aires”, 2019),From Https://Www.buenosaires.gob.ar, page 75

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Image 19:(“Clusters Inmobiliarios: la nueva cara de Buenos Aires”, 2019),From Https://Www.lanacion.com.ar/Economia/Clusters-Inmobiliarios-La-Nueva-Cara-De-Buenos-Aires-Nid2026293, page 78/79

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Image 20: Map Of Places - Boston’s Seaport Neighborhood. (2019). Retrieved 2 September 2019, From Https://Www.bostonseaport.xyz/Places/?Menu=Food-Drink, page 89

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Image 21: the map of the bus silver line (SL1/SL2/SL3, 2019), from https://www. mbtagifts.com/products/silver-line-map, page 90

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Image 22: East & West First Street Planning And Rezoning | Boston Planning & Development Agency. (2019), From Http://Www.bostonplans.org/Planning/Planning-Initiatives/East-West-First-Street-Planning-And-Rezoning, page 93

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Image 23: WS Development - Boston Seaport”, (2019) from, https://www.wsdevelopment.com/our-properties/boston-seaport-2/, page 95

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Image 24: District Hall, (2019), from Https://Www.boston.gov, page 100

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Image 25: Factory 63 | Gerding Edlen. (2019). Retrieved 3 September 2019, From Https://Www.gerdingedlen.com/Properties/Single/C/P/Name/Factory-63/, page 103

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Image 26: Realty, M. (2019). Open For Innovation #Growth #Innovation #Realestate #Residents #Southboston #Urbanization | Marina Bay Realty Group. Retrieved 2 September 2019, From Https://Marinabayrealestategroup.com/2016/11/10/ Open-For-Innovation-Growth-Innovation-Realestate-Residents-Southboston-Urbanization/#Axzz5yosal9mn, page 104

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Image 27: Charting Transport. (2016). Retrieved 3 September 2019, From Https:// Chartingtransport.com, page 119

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Image 28: Geelong sprawl (2019). from, https://www.geelongaustralia.com.au, page 121

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Image 29: City of Melbourne (2019), from https://www.visitmelbourne.com, page 131.

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Image 30: MID CIty North ( 2019), from https://www.visitmelbourne.com, page 139

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Image 31: Melbourne Innovation Districts launched City of Melbourne, (2019), From Https://About.unimelb.edu.au/Newsroom/News/2017/August/Melbourne-Innovation-Districts-Launched-By-City-Of-Melbourne-Rmit-And-University-Of-Melbourne, page 140

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Image 32: Piacenza street, from https://www.google.com/maps, page 165

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Image 33: Piacenza street, from https://www.google.com/maps, page 165

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Image 34: Piacenza street, from https://www.google.com/maps, page 165

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Image 35: Piacenza street, from https://www.google.com/maps, page 165

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Image 36: Sant’Antonio a Trebbia in festa per il patrono. (2019). Retrieved 17 September 2019, from http://www.ilnuovogiornale.it/archivio-articoli/impostazioni-sito-3/1111-sant-antonio-a-trebbia-in-festa-per-il-patrono.html, page 167

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Image 37: KM zero, from www.pexels.com, page 169

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Image 38: Ikea Piacenza, from http://www.ceappc.it/app/facebook-427526.jsp, page 171

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Image 39: Piacenza exposition center, from https://www.piacenzaexpo.it/chi-siamo-2/, page 171

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Image 40: Macra staveco, from https://www.google.com/maps, page 182

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Image 41: Laboratory Genio Pontieri, from https://www.google.com/maps, page 183

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Image 42: Arsenale, from https://www.google.com/maps, page 184

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Image 43: Area ex pertite, from https://www.google.com/maps, page 185

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Image 44: Caserma artale, from https://www.google.com/maps, page 186

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Image 45: Caserma cantore, from https://www.google.com/maps, page 187

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Image 46: Caserma alfieri, from https://www.google.com/maps, page 187

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Image 47: Caserma dal verme, from https://www.google.com/maps, page 187

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Image 48: Distritto Militare, from https://www.google.com/maps, page 187

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Image 49: Barrack Lusignani, from https://www.google.com/maps, page 188

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Image 50: Barrack Lusignani and surroundings, from https://www.google.com/maps, page 210/211

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Image 51: Barrack Lusignani walls/ view from Via Emilia Pavese, from https://www. google.com/maps, page 215

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Image 52: Barrack Lusignani walls/ view from Via Emilia Pavese, from https://www. google.com/maps, page 215

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Image 53: Barrack Lusignani walls/ view from Via Luigi Enaudi, from https://www. google.com/maps, page 215

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Image 53: Berlin Memorial wall, from https://www.berlin.de/en/museums/3109351-3104050-gedenkstaette-berliner-mauer.en.html, page 216

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Image 54: Berlin Memorial wall, from https://www.berlin.de/en/museums/3109351-3104050-gedenkstaette-berliner-mauer.en.html, page 216

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Image 55: Berlin Memorial wall, from https://www.berlin.de/en/museums/3109351-3104050-gedenkstaette-berliner-mauer.en.html, page 216

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Image 56: Berlin Memorial wall, from https://www.berlin.de/en/museums/3109351-3104050-gedenkstaette-berliner-mauer.en.html, page 216

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Image 57: Berlin Memorial wall, from https://www.berlin.de/en/museums/3109351-3104050-gedenkstaette-berliner-mauer.en.html, page 217

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Image 58: Berlin Memorial wall, from https://www.berlin.de/en/museums/3109351-3104050-gedenkstaette-berliner-mauer.en.html, page 217

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Image 59: Berlin Memorial wall, from https://www.berlin.de/en/museums/3109351-3104050-gedenkstaette-berliner-mauer.en.html, page 217

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Image 60: University of Wageningen, 2019, from https://www.wur.nl/en/wageningen-university.htm, page 220

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Image 61: Zoku Amsterdam Apartments”, 2019, from https://livezoku.com, page 222

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Image 62: Zoku Amsterdam Apartments”, 2019, from https://livezoku.com, page 223

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Image 63: Zoku Amsterdam Apartments”, 2019, from https://livezoku.com, page 223

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Render 1: AID Via Luigi Enaudi Access, page 224/225

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Render 2: AID Via Emilia Pavese Access, page 224/225

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Table 1: Evolution of price in U$S/m2 at the South area of Buenos Aires. Comparison between the whole city with the south and the districts areas. Data obtained through the Ministry of Urban Development of Buenos Aires City. (2002-2017). page 68

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Table 2: Price comparison between south and north areas. Data obtained through the Ministry of Urban Development of Buenos Aires City. (2002-2017). page 69

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Table 3: Boston Demographic development up to 2010, page 88

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Table 4: Percentages of occupied private dwelling structures in the city of Melbourne ( included the Metropolitan area). Census 2016. page 116

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Table 5: Main mode split of journeys to work, by home distance from Melbourne city Center, according (“Charting Transport”, 2016), page 118

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Table 6: No. of Workers in Local Branches and Manufacturing Industries Province of Piacenza, page 172

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Table 7: Local Branches and Manufacturing Industries Province of Piacenza, page 173

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Table 8: Relationship between start and finish of jobs considering the age group entering into the market, showing a massive increase in applicants to get employed within the ages 15-24. page 174

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Table 9: shows a survey in which it shows that the agriculture sector increased by 225% in new employment offers, in comparison with the other sectors, the increase is much higher, which means there is a demand in the agriculture, and even though that sector is non-comparable to others, it is still the most growing, page 174

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Table 10: Taken from a survey, that shows the training needs within specific sectors and the need for such activities, page 175

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Table 11: Taken from a survey, showing the type of skills and training needed within each professional group, page 175

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Table 12: Demographic evolution of Piacenza according to the city of Piacenza according to Self production according to (“Statistiche demografiche Piacenza (PC) - Grafici su dati ISTAT”, 2019), page 208

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Table 12: (AID) Stakeholders and Phases, page 228/229

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