Event-able by PPAN

EVENT-able

Host Cities of World Events

EVENT-ABLE IS A PROJECT BY Mario Kaiser EDITORIAL AND GRAPHIC PROJECT, EDITORIAL COORDINATION PPAN, Paola Pierotti e Andrea Nonni Editorial coordination: Elena Pasquini Graphic design: Alessia Tabbì With the collaboration of: Claudio Cimino TEXTS BY Mario Kaiser, Paola Pierotti, Ricky Burdett, Alejandro Gutierrez, Renato Quaglia, Lucio Argano, Maurizio Carta, Stefano Gallizzi, Susanna Sieff, Marco Follador, Elena Pasquini CONTENTS SUPPORT Andrea Zunino, Federica Zunino, Valeria Ricci, Leonardo Ilari, Gianluca Mela The images used in this book are property of the credited authors. For some other images the publisher is available for any rights holders that has been impossible to find. Copyright © 2019 PPAN srl All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, without the prior permission of the authors and the publisher. PUBLISHER PPAN srl – www.ppan.it Via Nomentana 63, 00161 Rome, Italy Printed in Italy by CTS Grafica srl June 2019

EVENT-able

Host Cities of World Events

THE HOST CITIES MARIO KAISER

IND

THE ITALIAN APPROACH TO LARGE EVENTS PAOLA PIEROTTI

EVENTS AND CITY MAKING ALEJANDRO GUTIERREZ

FLEXIBLE URBANISM RICKY BURDETT

INTRODUCTION PAG 6 URBAN (CITY) REBRANDING

RENATO QUAGLIA

THE GREAT EUROPEAN CAPITALS OF CULTURE LUCIO ARGANO

RECODING PALERMO MAURIZIO CARTA

MILAN TODAY, AFTER THE EXPO

THE PROJECT MAP OF EVENTS DRIVERS

CASE STUDY PAG 28

STEFANO GALLIZZI

PLANNING LEGACIES

SUSANNA SIEFF AND MARCO FOLLADOR

THE EVENTS PAG 34 2004 – GENOVA 2006 – NAIROBI 2008 – SYDNEY, LIVERPOOL 2009 – LINZ 2010 – VANCOUVER, JOANNESBURG, SHANGHAI, TORONTO 2011 – GUADALAJARA, AUCKLAND 2012 – LONDON 2013 – MARSEILLE, ALLAHABAD, SAN FRANCISCO 2015 – BRAZZAVILLE, MILAN 2017 – ASTANA 2018 – PYEONGCHANG, BUENOS AIRES

EX TOWARDS THE SMART EVENT ELENA PASQUINI

CONCLUSION PAG 114

THE ITALIAN APPROACH TO LARGE EVENTS

Urban regeneration with Small, Medium and Large Solutions

BY PAOLA PIEROTTI JOURNALIST, PPAN

Genoa, from the 1992 Expo to the G8 and the 2008 European Capital of Culture. Milan, with the 2015 Expo. Turin, leader of the Winter Olympic Games in 2006 and winning host of the 2021-2025 ATP tennis finals. Starting in 2016, Mantova, Pistoia and Pisa have been appointed European Capitals of Culture for three consecutive years, while Matera wins that title in 2019 and Parma in 2020. Cortina, while waiting for the results on its candidacy for the 2026 Milan-Cortina Winter Olympic Games, is already going through a make-over for the 2019 Italian Championships and the 2021 Alpine Ski World Cup. There are many examples of Italian cities linking large events with urban regeneration, and mixing political strategies, local involvement, planned regeneration of city neighborhoods, collaboration between private and public, initiatives aimed to bringing the local community together. During recent years, and especially in cities like Genoa and Matera, special attention has been given to the ‘fight’ against the absolute transformation of a city at the expense of its inhabitants’ comfort. This is a challenge that can only be overcome with the coordination of local participation, political and technical management and experience gained from other events’ success and mistakes – which serve as opportunity to grow. MATERA In January 2019, Matera’s opening ceremony started its European Capital of Culture program – together with Plovdiv in Bulgaria. It is the first time that a Southern Italy city has been appointed the title, and it represents a potentially defining opportunity for both the future of the city itself and the Country’s cultural development strategies. 8

SASSI DI MATERA

The title of ‘European Capital of Culture’ shouldn’t be considered a simple ‘large events’ aimed at increase the territory’s touristic attractiveness – rather, the beginning of a profound socio-economic transformation. Matera was chosen not only because it possesses a prestigious heritage, but also because the city is currently undergoing an ensemble of social, economic and cultural crisis, which could be overcome through a thorough, culture-centred scheme. This goes to show that the success of a European Capital of Culture event can’t be measured on the title year alone; rather, what needs to be considered is whether the event brought in actual, sustainable contributions to the city’s development. The result of Matera’s efforts will only show in the following years. Looking at bottom up initiatives – especially those affecting the territorial transformation – the Wonder Grottole project stands out: this was carried out in a small town perched on a hill a few kilometers from Matera. It all began when two professional individuals, after having moved to the small borough, founded a co-working and co-living space called Casa Netural, which initially acted as a

prototype. Simultaneously, they teamed up with a few colleagues and launched the Wonder Grottole project: this creative and strategic plan was aimed at regenerating the small town through design and contemporary art. The Wonder Grottole initiative had positive results also thanks to the support from AirBnB, which also launched a website about small Italian villages. The website, italianvillages. byairbnb,com, is aimed at promoting 40 rural towns throughout all Italy, as part of the Italian Village 2018 project. MILAN Milan was among the three most livable Italian cities both in 2003-2004 (with Gabriele Albertini as mayor) and in 2015-2016 (with Giuseppe Sala taking over the role of mayor from Giuliano Pisapia). In 2018, the city and its surrounding areas took first place. Anyone living in Milan knows how much the city has improved over the last few years – especially thanks to the 2015 Expo, which also acted as a political bond. The qualification was obtained by the centreright, led by Letizia Moratti, and it continued with the centre-left Giuliano Pisapia. Sala, who was elected in 2016, acted as both CEO and sole commissioner. The city’s quality standards raised over the following years as well, also thanks to a new underground line (plus one schedules for opening in 2012) and the infrastructure upgrades in the city centre. The city’s public image, both nationally and internationally, was also completely transformed: for the first time, Milan had become known as a touristic town, rather than being just a business destination. New districts, such as Porta Nuova and Citylife, and a new skyline, helped reinvent the city’s image. This also resulted in the city’s housing prices to rise, in opposition to the average market in the rest of the Country, which has dropped steadily over the last ten years. This is probably due to the demand of short-term renting, a consequence of the city’s ever-evolving business flow. Milan also stands out for its digital services, such as home banking and the “iCityrate” – an ensemble of drivers spanning from bike and car sharing services to online access to Public Administration and Wi-Fi connection points. The one negative note on the city’s image is a lacking of safety and security: the government is currently investing on a plan aimed at the requalification and rehabilitation of 40 neighborhoods within five suburban areas. This will include the modernization of schools,

new cultural initiatives, transport systems and improved illumination – an ambitious project with an estimated cost of €1.6 billion. PARMA Parma is taking inspiration from Lione for its 2020 European Capital of Culture title. The city is investing more than €60 million to reinstate seven abandoned districts, which will find new purpose through music, arts and food. In fact, Parma was titled creative city by Unesco for its gastronomy and Food Valley, and has been under the spotlight during the National Year of Italian Food in 2018. Looking to the future, the city is investing in its cultural treasures and potential in order to attract tourists and investors, as well as improving its citizens’ life style. It is a city-branding operation developed by the joined efforts of the entire local administration. The key idea is that physical regeneration needs to function as a catalyst for maintain the newly found vitality of these areas, as well as introducing economic, creative, cultural and social activities. It will favor social cooperation and neighborhood relations, as well as generate a sense of belonging and create a positive, informal jurisdiction over the territory. Each district is (and will be) characterized by a specific theme, which will be explored through either a public or private infrastructure intervention. This would allow for the city’s disused areas and neglected cultural centers to be young again. All of this - Parma’s physical transformation, its intent to valorize its culture and experiment when feasible – was also made possible thanks to the large event.

CATHEDRAL OF PARMA

Events and city making

Growing to create a lasting impact or legacy BY ALEJANDRO GUTIERREZ DIRECTOR, INTEGRATED CITY PLANNING, ARUP

THE ARS ELECTRONICA CENTER IN LINZ, AUSTRIA © KONSTANTINOS DAFALIAS

When planning large events in cities it is often discussed that one of the key outcomes is to create a lasting social, economic and urban legacy. This article is to shed light into a reverse approach, which does bring similar impacts, and that is worth understanding. This reverse approach is about building in small steps, to create the momentum to sustain, fund and implement larger projects and initiatives for a city or region. This does require long term planning, sustained effort with a focus on growing capacities locally, partnering with local stakeholders, and having a twin speed approach from the outset, where short term small events and initiatives build the argument for a longer term project. Two examples are illustrated below to demonstrate how this approach of ‘small events’ is essential to create sustainable transformations in cities. Ars Electronica is one of the world’s largest media art venues, a digital music festival, a showcase for creativity and innovation, and a playground for the next generation. Ars Electronica – which is celebrating its 40th anniversary – is a worldclass festival for art, technology and society. It has followed, anticipated and analyzed the digital revolution and its origins, its successes, even its follies. As a festival for art, technology and society, the cultural and social significance of new technical and scientific developments has always been at its forefront. In 1979, the festival lineup was a short list: 20 artists and scientists hosted the program. Now, almost four decades later, the dramatis personae include over 1,000 artists and scientists from more than 40 countries, as well as approximately 450 accredited journalists and bloggers. And the renowned artists, speakers and media outlet representatives from throughout the world are by no means the whole story of what makes this event so great. Key contributors to the festival’s incomparable spirit are the thousands of annual visitors—a colorful mix of old friends and new faces. The festival, which takes place every year in Austria, is a tangible example

OLYMPIC PARK IN LONDON, UK © NEIL THOMPSON

of a ‘bottom-up’ initiative that large events can stand to learn something from. It is a virtuous story of a city - and its political landscape - which was able to converge to support, promote and enhance this bottom up creative initiative. In Linz, Ars Electronica saw disused industrial spaces, which lost their purpose with the heavy industry crisis, repurposed and revalued. A second life, through art, culture, technology and media, was born from the old industry. This new hub became an economic resource, engaging with large IT companies and creating jobs opportunities and positive economic and social impact. In a completely different economic and cultural context, in the city of Antofagasta, a public private initiative was set up (www.creoantofagasta. cl) to improve quality of life in the mining capital of Chile. The biggest untapped asset to improve quality of life in the city is its 30 Km long coastline, which is poorly developed in terms of access to the sea and open space, sports and recreational infrastructure provision. One if the key long-term initiatives of CreoAntofagasta is to create a waterfront park along the coastline. But to kick start the process a ‘reverse approach’ of growing to create a legacy was proposed. At its core there was a twin speed strategy to enable use of the coastline from the outset, immediately by its citizens, as well as a longerterm waterfront park delivery. Three initiatives were shaped: a ‘Sunday water front park’, closing the main avenue along the waterfront every Sunday for cycling, skating, jogging, walking, roller skating – today more than 15,000 people benefit from this every Sunday!-; promoting watersports through a locally driven initiative called ‘Sea Games’ – in the last event more than 5,000 people attended and more than 500 athletes competed in a weekend! – and Antofagasta’s BodyBoard Festival (ABF), led by a local leader and passionate bodysurfer, Arturo Soto. These three initiatives jointly have made a very strong technical as well as social case to fund and implement the ambitious long-term vision of a 30 km long waterfront park for Antofagasta. Arturo Soto’s Antofagasta Bodyboard Festival (ABF) is a landmark contribution to the city’s urban value. The compounded effect of these events is changing the face of Antofagasta, with the construction of three large sections of the waterfront park, enabling access with high quality public space, sports, beach and fishing facilities along 9 km of this precious coastline. In the last three years 20 km of cycle routes have been built, with another 20 km in the next two years. These capital investment initiatives are part of the buildup, towards realizing the city’s waterfront park. This reinvention of the city allows the local bodyboarders to develop 11

AEREAL VIEW OF THE SEAFRONT, ANTOFAGASTA, CHILE © JAVIER JOFRE

a series of initiatives in several places on the coast of the city, such as the construction of sports schools of bodyboarding and surfing, thus changing the face to a city that has revolved solely around miming for years. Also, the ABF, Sea Games and Sunday waterfront park have improved quality of life for Antofagasta’s citizens, as well as strengthening tourism as a key activity, thanks to the enhancement of the city’s natural and cultural values. This is a success story where a bottom up initiative led by Creo Antofagasta and local leaders such as Arturo Soto, was supported by local organizations, local government and agencies, creating convergence of efforts. The same applies to Ars Electronica when looking at the early and continuous effort and inspiration provided by Gerfried Stocker in Linz, Austria. Should one analyze all common elements which have allowed for a post-event legacy in cities throughout the world, it becomes clear that governance stands as a focal point. To plan an event means to be capable of managing the process with precise and yet flexible strategies – to capitalize bottom up creative energy and ideas by integrating them with top down policies. It is a matter of common ground, of creating a virtuous circle revolving around the upwards push of individuals moved by passion and dedication. They are the true engine that propels longer-lasting regeneration. When planning a large event – especially when developing a masterplan or development strategy for a region, city or district – it is necessary to act on two timelines: the immediate and the long-lasting. To do so, it is essential to build on any and all possible relationships, to create convergence. The cities which gained the most advantage from a special event – be it a sport, cultural, political or religious event – are those which were able to plan through phases. It is wise to test prototype solutions which can be maintained through time: for instance, a vehicle road could be converted into a walking and cycling route, and an unused area can be repurposed with a temporary function such as a market or a greenhouse with local produce cultivation. Experience teaches us that any initiative featuring newly built infrastructure is best tested with temporary solutions first. This prevents long-term interventions from being unsuccessful due to initial time pressures. The numerous successful bottom-up initiatives, which were able to step up to the level of larger, more conventional events, are proof that the individual’s determination and creativity can be a fuel for unexpected urban transformation.

Flexible Urbanism

Projects in progress, looking for new standards BY RICKY BURDETT DIRECTOR, LSE CITIES PROFESSOR OF URBAN STUDIES

LONDON © ALBRECHT FIETZ

The conditions and the forces that shape the urban environment have changed dramatically since the mid-twentieth century. The exponential rise in urbanization and globalization, the steep rise in migration and informal growth, the transformative effects of new information technologies, the impact on climate change and awareness of resource scarcity, and the profound increase in inequality have impacted the dynamics of urban growth. In the face of such a complex, interconnected set of causes and effects, a reductionist paradigm appeals to anyone concerned with ‘getting things done’. In this ideology, cities are seen as ‘problems’ that have to be ‘solved’, rather than fragile metabolisms that need to be shaped, steered and nurtured. It is the paradigm and not just the solutions that need to be reframed. Time is critical to urban growth. It takes generations to build up the spatial, social and cultural depth and richness that make cities attract flows of people, goods, money and ideas. Equally important is the ability of a city’s built fabric to adapt and absorb urban churn. (…) London has followed a similar process of metabolic adaptation over time, but from a different starting point. The world’s first megalopolis was never planned. It grew organically from its ancient Roman core, first connecting rural villages and then absorbing the great estates of aristocratic landlords in the Georgian period before reaching over 8 million people by the start of World War II. Behind London’s urban ‘disorder’ lies a spatial structure that bends and bows in response to a very British cocktail of market pressures, collective ambition and sense of justice. So much so, that some of the Mayor of London’s planning policies have been described as ‘catch and steer’: a design approach that maps and values existing urban assets (pubs, housing estates, rivers, canal walkways, disused industrial structures) as the starting point of a collage-based approach to urban retrofitting championed by emerging design practices such as Assemble, Witherford Watson Mann and East architects. At the same time, though, London has been the subject of heavy-handed 13

RELIGIOUS

EVENTS IN THIS BOOK

EVENTS ONLINE TORONTO 2010

POLITICAL 30

COLIMA 2014

VANCOUVER 2010

SPORTING

HOUSTON 2017 SAN FRANCISCO 2013

GUADALAJARA 2011

CULTURAL

BUENOS AIRES 2018

MERIDA 2017

MAYAGUEZ 2015

BUENOS AIRES 2018

VALDIVIA 2016

discover all 79 events on event-able.org RIO DE JANEIRO 2016

ECONOMIC 30

GDP

EMPLOYMENT

TOURISM

ENVIRONMENT

ENERGY

TRANSPORT

WASTE

DRIVERS

YEARS

CONTINENTS BERLIN 2009

GLASGOW 2014

LIVERPOOL 2008

LONDON 2012 MILAN 2015

ASTANA 2017

BAKU 2015 INSTANBUL 2010

PYEONGCHANG 2018 INCHEON 2014

DAEGU 2011 TOYAKO 2008

LINZ 2009

BEIJING 2008 AIKI 2005

MARSEILLE 2013 GENOVA 2004 MADRID 2012

ATHENS 2004

DOHA 2012

YEOSU 2012

CHANGSHA 2017

LA VALLETTA 2018

SHANGHAI 2010

GUANGZHOU 2010

LIBREVILLE 2017

MANILA 2017

KUMBH MELA ALLAHABAD 2013 BRAZZAVILLE 2015

NAIROBI 2006

BALI 2007

JOHANNESBURG 2010

DURBAN 2011

SYDNEY 2008 AUCKLAND 2011

MELBOURNE 2006

SOCIAL

REGENERATION

CULTURE

HOUSING

LEGACY

BUILDINGS

TEMP-REUSE

GREEN

D R I V ECONOMIC

ENVIRONMENT

GDP Bids and tenders are published directly on the event website and a business opportunities network is established. Public and private partners work together to serve the event and often to deliver the overall legacy targets.

ENERGY Low carbon developments are delivered in world events by achieving minimum energy demand. Efficient energy is supplied through low carbon technologies and new renewable sources.

EMPLOYMENT A world event provides new significant employment opportunities before, during and after the event. Local communities are involved in training course to develop new skills and be able to provide the workforce required for the event. New careers are started for the next future.

TRANSPORT The promotion of walking, cycling and the use of public transport is a core value of any world event. The design is to ensure the compactness of the site, easy to access and to move around especially in legacy. Public transport must be frequent, friendly, accessible, environmentally- friendly and simple.

TOURISM Wider messages and interests are promoted to reach new customers in emerging markets and to refresh appeal in core markets. The event visitors who feel to be welcome are likely to return or recommend the country to others.

discover the full content of our drivers on event-able.org

WASTE The aim of a world event is to optimise the opportunities to design out waste and to maximise the reuse and recycling of material arising during demolition, remediation and construction. Waste management follows the steps of eliminate, reduce, reuse, and recycle.

SOCIAL

LEGACY

REGENERATION Many world events provide the premises to regenerate a large urban area, which would take much longer to take place. New green areas, recreational, educational and sporting facilities, appropriate to the local needs, are long term benefits for the residents.

BUILDINGS New buildings and infrastructure are built for a world event. The challenge of the host city is to deliver them in a way that it is easy to convert and transform into facilities needed by the local communities after the event.

E R S CULTURE Culture is an important element of a world event, where the host city aims to blend together art, culture and education in a unique mix of quality. The programme becomes an open source participation and a skills development opportunity.

HOUSING New residential buildings are built for a world event to be the accommodation for staff, athletes and/or visitors during the event period and to be sold after the event. The buildings are part of a wider urban plan to create a new, safe and mixed use borough.

TEMP-REUSE The world event organization can reduce the cost and scale of buildings and infrastructure by carefully selecting existing facilities rather than building new ones and temporary rather than permanent. The building cost of temporary facilities is estimated to be 1/2 or 1/3 of a permanent one. GREEN The aspirations of a host city are usually centred on a new park or a green area to create an exemplary landscape setting for the event. After the event it could be transformed to be the heart of a long-term regeneration project.

CULTURAL

THE LARGEST AREA

MOST ATTENDED EXPO

World Expo Shanghai 2010 SHANGHAI, CHINA

ECONOMIC The city’s economy returned to double-digital growth with a 12.7% increase after the slowdown in 2008 and 2009. Estimates by the China Tourism Academy showed that the Expo brought more than $ 12 billion in tourism revenue for Shanghai and the neighbouring Yangtze River cities. 73 million people visited the Expo, with 94,2% Chinese and 5,8% foreign tourists. Very significant influence of the Expo on science, technology and culture, as well as people’s mindset, which will be lasting forever. China green building evaluation system granted an high level of sustainability for the World Expo news buildings which are all certificated. With the end of the Expo Shanghai also concluded its 11th Five-Year-Plan for social and economic development. Shanghai’s average annual growth rate has been 11% in the 11th five year period.

GDP / FINANCE Comprehensive costs estimate: $ 59 billion. Shanghai didn’t officially release its quarterly and half

year economic data in 2010. According to sources close to the government, the city’s economy has increased its growth to 12.7% (per capita GDP reaching $ 11.000) after the slow-down in 2008 and 2009. The end of the Expo Shanghai 2010 represented the culmination

MERCEDES-BENZ ARENA © SUZUKI

of the city’s 11th Five-YearPlan for social and economic development. EXPO’S OPENING-NIGHT FIREWORKS LIGHT UP THE SHANGHAI SKYLINE FROM THE ROOFTOP BAR ON THE SWEDISH PAVILION © STEFAN GEENS

20000

CULTURAL EVENTS

TOURISM Expo has attracted over 73 million visitors, of which 94,2% from China. Estimates by the China Tourism Academy showed that the Expo is supposed to have produced more than RMB 80 million ($ 12 billion) in tourism revenue for Shanghai and the neighboring Yangtze River cities.

ENVIRONMENT ENERGY All buildings had to receive certification as Green Buildings under the China Green Building Evaluation System (which came

into effect in 2008). A minimum 20% of the energy consumption by all the buildings should be from renewable sources. This was to be achieved by building integrated solar energy production, solar hot water, water source heat pump air conditioning, and the use of limited wind power.

SOCIAL REGENERATION Post Shanghai Expo Urban Best Practices Area (UBPA): The planning objective is to prepare low carbon and ecological planning guidelines for the 15.08 ha site which will become a new business neighborhood in the heart of Shanghai. The UBPA (Urban Best Practices Area) will provide spaces for a mixed use neighborhood focused on creative and design industries. The project demonstrates an evolving model of planning practice: transforming the 63

implemented only in part. Most pavilions were only temporary and were dismantled after Expo, but the China Pavilion, the Expo Axis and the Expo Cultural Centre remained. In 2012, the China Pavilion reopened and became the China Art Museum.

NEW SUBWAY LINES

PAVILLIONS © ELISA CRIVELLONE

city by means of an urban redevelopment plan that is implemented based on a low carbon and ecological planning framework.

LEGACY BUILDINGS The intentions were to turn the 530 ha Expo site (which used to be occupied by old factories and residential areas) into a comprehensive commercial area for exhibitions, office buildings and tourist attractions; however, the project so far has been 64

CHINA PAVILLION © FAN YANG

GREEN/INFRASTRUCTURE The infrastructural investments were conceived with the idea to cement Shanghai’s reputation as a premier destination and to help it on its way to a first rate metropolis. Shanghai benefited from a significant upgrading in infrastructure, including 10 additional subway lines, new airport terminals and high speed train connections. China took advantage of the global financial crisis to step up its investment in infrastructure, notably transportation in the internal regions.

UPS

The 530 ha Expo site, which used to be old factories and residential areas, was meant to be turned into a comprehensive commercial area for exhibitions, office buildings and tourist attractions.Today is almost abandoned and several International Pavilions are still waiting to be demolished.

DOWNS

NOW

Shanghai benefited from a significant upgrading in infrastructure, including 10 additional subway lines, new airport terminals and high speed train connections. China took advantage of the global financial crisis to step up its investment in infrastructure, notably transportation in the interior.

THE INFRASTRUCTURE DEVELOPMENT CARRIED OUT FOR THE EXPO CEMENTED SHANGHAI’S REPUTATION AS A PREMIER DESTINATION AND HELPED IT ON ITS WAY TO BECOME TODAY’S FIRST RATE METROPOLIS.

SPORTING

A DIFFICULT LEGACY Guadalajara Pan American Games 2011 GUADALAJARA, MEXICO

Several sports events were held at sites well away from the Guadalajara metro area. This helped promote a regional profile for the games. The budget was of $ 200 million, of which $ 180 million set for sports infrastructure. However, as the games drew closer to starting, it was revealed that the costs of building the venues and the athletes’ village had more than tripled to $ 750 million. Over $ 50 million revenue came from television rights and sponsors while the total revenues by end of the Games were of about $ 70 million. No. 13 existing sports arenas in the Guadalajara metro area were rebuilt or extensively refurbished. The opening and closing ceremonies for the Pan American Games were held in a 48,000 seat local soccer stadium, the Omnilife Stadium (Estadio Omnilife), built in 2010 for the Guadalajara “Chivas” soccer team. Facilities built specifically for the games included an iconic Aquatics Center (Centro Acuático), sponsored by Scotiabank, with two Olympicsize pools and seating up to 3,500 spectators, and a state-of-theart gymnastics venue, sponsored by Nissan.

ECONOMIC GDP / FINANCE Costs original budget: $ 200 million, of which $ 180 million was destined to sports infrastructure. However, as the Games drew closer to starting, it was revealed that the costs of building the venues and the athletes’ village had more than tripled to $ 750 million. Over $ 50 million revenue came from television rights and sponsors (more than the previous games in Rio de Janeiro). Total revenue of about $ 70 million. Local businesses reported sales up to 7% during the period of the Games. The total gamesrelated spending by visitors was estimated at $ 210 million.

6000 VOLUNTEERS

EMPLOYMENT The build-up to the Games created some 50,000 new jobs. In addition, more than 6,000 volunteers, mainly students, were employed during the Games. TOURISM There were 454,148 visitors – 305,177 from the state of Jalisco, 148,971 from elsewhere. 83% (424,354) of the visitors came “specifically for the Games”. Hotel occupancy rates for the

period of the games rose from 58.3% in 2010 to 76.4% during the Games. The rate was 97% for the 5-star hotels in Guadalajara and Puerto Vallarta. Even so, according to a local newspaper (The Guadalajara Reporter), local business owners were “underwhelmed” by the Pan American Games’ impact. Restaurants, bars, clubs, taxis and travel agencies all received fewer costumers than anticipated.

SOCIAL HOUSING The Athletes Village has three-bedroom apartments, a central plaza, restaurant, gym, discotheque, chapel, swimming pool, theatre and health clinic. The original plan was for the Village apartments to be sold after the Games for between $ 90.000 and $ 250.000 each.

FIREWORKS LIGHT UP THE OMNILIFE STADIUM DURING OPENING CEREMONIES © AP PHOTO/JORGE SAENZ

AQUATIC CENTRE © ADAM CAIRA

However, the fate of the Athletes Village is still uncertain, because residents nearby have taken the owners to court, demanding that the Athletes Village be demolished. The main concern is that the Village has inadequate provision for sewage. After the Games ended, the faulty treatment plants had resulted in sewage being pumped onto land inside the nearby primavera Forest biosphere reserve.

LEGACY BUILDING Ten new venues were planned for the Games, including a volleyball arena, a covered velodrome, a shooting range and a basketball arena. The 3,500 seat gymnastic stadium, which cost $ 5,5 million, opened in March 2008. The aquatic centre has two Olympicsized pools and a diving platform. The athletic facility was expanded to 15,000 seats during the Games and was then converted back to 5,000 seats. Puerto Vallarta hosted sailing, marathon swimming, triathlon, and beach volleyball. In total, about 35 different venues were used, with a

majority of them being newly built specifically for the Games; billions of pesos were spent building 19 impressive new sport stadia and complexes. Thirteen existing sports arena in the Guadalajara metro area were rebuilt or extensively refurbished. GREEN / INFRASTRUCTURE The city built a new convention centre and undertook road improvements. Additional plans called for transit improvement, a performing arts theatre (Auditorio Telmex) and a new public library. Guadalajara increased the number of available hotel rooms by 5,000 for the

Games. Numerous other beautification projects helped improve Guadalajara’s urban fabric and infrastructure. The city’s main exhibition space

97% HOTEL OCCUPANCY RATE FOR THE 5-STAR HOTELS

(Expo Guadalajara) and the international airport have both been expanded. SPECTATORS HOLD WAVE LIGHTS IN THE AIR © SCOTT HEAVEY/GETTY IMAGES

UPS

NOW

The lasting legacy of the games are the several new or upgraded sports venues, especially the Aquatic Centre. Many roads were also repaved and numerous other beautification projects have helped improve Guadalajara’s urban fabric and infrastructure. The city’s main exhibition space (Expo Guadalajara) and the international airport have both been expanded with a number of new hotels in the Westin and Riu.

Local business owners were “underwhelmed” by the event impact. Restaurants, bars, clubs, taxis and travel agencies all received fewer customers than anticipated. Very few foreign tourists came for the games, while most spectators at the events were local citizens, athletes and their families, journalists and other gamesaffiliated personnel. There was lack of publicity for the destination.

DOWNS

THE ORIGINAL PLAN WAS FOR THE ATHLETES’ VILLAGE APARTMENTS TO BE SOLD AFTER THE GAMES FOR BETWEEN $ 90,000 AND $ 250,000 EACH. HOWEVER, THE FATE OF THE ATHLETES VILLAGE IS STILL UNCERTAIN, BECAUSE LOCAL RESIDENTS HAVE TAKEN THE OWNERS TO COURT, DEMANDING THAT THE ATHLETES VILLAGE BE DEMOLISHED SINCE IT HAS ALREADY CAUSED IRREPARABLE DAMAGE TO THE LOCAL ECOSYSTEM. APART FROM SOME ISSUES OF HOUSING DENSITY IN THIS AREA, THE MAIN CONCERN IS THAT THE VILLAGE HAS INADEQUATE PROVISION FOR SEWAGE.

RELIGIOUS

THE LARGEST HUMAN GATHERING ON EARTH Kumbh Mela Allahabad 2013 KUMBH MELA, INDIA

In 2013, the year of the last Maha Kumbh, a staggering number of 120 million people gathered in Allahabad over a period of two months. The day of February 10th, 2013, alone witnessed a footfall of 30 million people at the festival grounds. The event has a potential to generate employment for a massive 635,000 jobs. The design, planning, and implementation of what becomes the city of the Kumbh Mela are led by a specific team, which coordinates the whole as a single project in a very centralized design process. This enables the team to address many complex issues, such as the design response for effective construction delivery; the capacity to allocate people and goods; the management of risks and resources; and the oversight of handling diverse economies driven by public and private agents. During the Kumbh, literally thousands of workers were hired to clean the site and dismantle the temporary structures. As soon as the festival ended, the ad hoc team of cleaners quickly disbanded. The dropoff in manpower was almost immediate even though there were still millions of pilgrims occupying the festival grounds.

ECONOMIC GDP / FINANCE The overall business in the course of the two months of the Kumbh Mela could be worth between € 1.5 billion and € 2 billion.

2000 HA OF LAND

cameras, 30 variable signage boards and 30 fire stations. TOURISM A staggering number of 120 million people gathered in Allahabad over a period of two months. The day of February 10th witnessed a footfall of 30 million people at the festival grounds. The Kumbh Mela gatherings, occurring over a land area of only around 2,000 ha, are regarded as the largest gathering of humans on Earth.

EMPLOYMENT 635,000 potential jobs were created by the Festival: 250,000 in hotels; 150,000 in airlines and airports; 45,000 for tour operators; 50,000 in eco-tourism and medical tourism; 85,000 for construction workers. 6,000 sweepers and sanitation employees worked around the clock to maintain health standards. Thirty police stations were established, with 12,561 state police personnel; 85 CCTV © SEBA DELLA AND SOLE BOSSIO

MILLIONS OF PILGRIMS TAKE A HOLY BATH AT SANGAM ÂŠ TIM DELLMANN

ENVIRONMENT ENERGY The power consumed during the 2013 Kumbh was estimated at almost 30 KWH; this power was supplied through 770 km of electricity lines; 22,000 street light points were also provided.

Arrangements were made to provide 80,000 KLs of purified drinking water to the festival ground, which required the laying of 550 km of pipelines. 20,000 connections of water supplies were provided, with 40 active tube wells. 38 hospitals were demarcated as good functioning, and they could be accessed during emergencies. For Kumbh 340 public and more

than 35,000 individual toilets were identified and proposed. WASTE 200 tonnes of waste were produced daily; the number of recycled products have increased continously in the last years. The food has been taken back to the villages, and served as fodder to cattle.

ALLAHABAD KUMBH MELA 2013 AT NIGHT ÂŠ SHAK.ON

Thousands of workers have constantly sweeped away debris, pick up human waste and douse the ground with a cleansing lime powder. Bags, sandals, and human waste piled higher and higher, and pilgrims camping on the river bank had little recourse but to burning it en masse.

LEGACY

and goods; the management of risks and resources; and the oversight of handling diverse economies driven by public and private agents. The plan fully coordinated all the aspects - Vertical limits, pontoon bridges, streets, electricity lines, and health facilities were all deployed systematically, in coordination with the cycles of the river.

TEMPORARY / RE-USE The design, planning and implementation of the temporary city of the Kumbh Mela was led by a specific team, which coordinated the whole as a single project Very complex issues were solved: effective construction delivery; the capacity to allocate people

GREEN / INFRASTRUCTURE The Mela region was spread over an area of 1,937 ha, and was divided into 14 sectors to facilitate management. About 700,000 tents were erected in the Mela region, along with 156 km of new temporary roads, 99 parking areas, and 550 km of water supply pipelines.

In March 2013, all of the constructions were dismantled into parts and taken back to storage or resold. At some point the river would flood the traces of the city until the following October, when the river would again reach its lowest levels and

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TENTS ERECTED IN THE MELA REGION

the landscape would become a productive, agricultural site that would endure for twelve Ganges cycles, until a new version of the Kumbh Mela emerges again in 2024.

UPS The Kumbh Mela gatherings, occurring over a land area of only around 2,000 ha, is regarded as the largest gathering of humans on Earth.

The 2013 Kumbh generated an estimated 200 tons of waste daily. The amount of waste generated on a daily basis has been increasing by 30%. Bags, sandals, and human waste piled higher and higher, and pilgrims camping on the river bank had little recourse but to begin burning it en masse.

NOW

DOWNS

IN MARCH 2013, ALL OF THE CONSTRUCTIONS WERE DISMANTLED INTO PARTS AND TAKEN BACK TO STORAGE OR RESOLD. AT SOME POINT THE RIVER HAS FLOODED THE TRACES OF THE CITY UNTIL THE FOLLOWING OCTOBER, WHEN THE RIVER HAS AGAIN REACHED ITS LOWEST LEVELS AND THE LANDSCAPE HAS BECOME A PRODUCTIVE, AGRICULTURAL SITE THAT ENDURES FOR TWELVE GANGES CYCLES, UNTIL A NEW VERSION OF THE KUMBH MELA WILL EMERGE AGAIN IN 2024.

CULTURAL

EUROPEAN CITY World Expo Milan 2015 MILAN, ITALY

As many as 21 million tourists during 6 months visited Milan during the six months of the event. The increased awareness of how our choices and habits affect the world and the awareness of the interconnections in the global economy is by itself the greatest legacy of Expo Milan. Only the EU pavilion had more than 650,000 visitors. It developed a training programme which involved 850 young volunteers mostly from Erasmus+ programmes across Europe with a view to developing future EU ‘Ambassadors’. Over 230 events took place during the event and were linked to the EU EXPO Scientific Programme and on the European policies on the themes of EXPO. In these events more than 30,000 experts took part. The overall judgement of the event is positive not only according to the figures collected but also due to the fact that EXPO put the centrality of sustainability at the top of the political agendas and increased the awareness of citizens over European and international policies and strategies over the main themes developed – as shown by the Chart of Milan, the legacy of the EXPO brought to the UN Secretary General on the 16 of October.

ECONOMIC GDP / FINANCE Revenues for the year 2015 amounted to € 736 million, and comprehensive costs for the event totaled to about € 721 million (infrastructure 74.5%;

event management costs 3.8%; countries’ participation 1.9%; tourism attractiveness 16.5%; direct foreign investments 3.3%). Impact on the country economy for years 2011 – 2020 estimate € 6.9 billion. EMPLOYMENT During the 6 months event,

20,000 people worked at Expo as security and cleaning personnel, chefs, interpreters, and on-site workers, also with the help of 5,945 volunteers. This amounted to 15.564 working days.

INDEPENDENT PAVILIONS

TOURISM 21 million visitors attended the Expo in 6 months (650,000 in the EU Pavilion). 910.000 people visited the city of Milan (+33.5% compared to the previous year). Hotel rooms reservations: 75% in September 2014, 89% in September 2015. ALBERO DELLA VITA ÂŠ DAVIDE OLIVA

21 MILLION VISITORS

ENVIRONMENT ENERGY 47 GW/h consumed in 6 months (105 initially estimated). SmartCity Project: energy saving of 90,000 MW/h primary energy; 21,000+ emission reduction, â&#x201A;Ź 6 million costs saving in materials and maintenance. Resources awarness project: the Swiss Pavilion was built on four

towers, containing instant coffee, alpine salt, dried apple rings and water. As the items were taken for free by the visitors, the towers floors lowered accordingly; to represent the consequences of resources wasting. TRANSPORT The Expo site had one main access, strongly served by public transport - 10 million visitors arrived in Milan by Trenitalia trains; 6 million by Trenord trains; 6 million people used the underground. WASTE / CO2 Major waste target - 70% recycling; Innovative solutions to limit water consumption Estimated 500,000 tons of CO2; 99

more than € 3 million invested to compensate CO2 emissions 32,000 m³ of PEFC – certified construction wood.

LEGACY BUILDINGS All the Expo pavilions were to be designed, built and dismantled by the host countries. Only a few buildings were to be permanent venues for future re-use. The Italian Pavillion (by Nemesi), focal point of the event with 14,000 sqm of exhibition space, remain as a centre for technological innovation of the city of Milan. The Expo Centre at the West far end hosted multiple events in three different areas (total 130,000 cubic meters). Its future destination is not yet clear. GREEN / INFRASTRUCTURE Several infrastructures have been built to connect the site to the transport (rail and metro stations) and to its surrounding

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(the pedestrian bridges of Cascina Merlata and Fiera). The whole site is surrounded by a canal which is part of the irrigating network from North to the South of the City. Along it 20% of the Expo site is made of green

areas (250,000 sqm). The site is also ready for future use by new buildings along the two main axes where the utilities have been run and available for flexible provisions.

UPS Introduction of a new water irrigation canal around the site and implemetation of 20% new green areas. Adoption of innovative solutions to reduce consumption (water and power) and emissions.

No long term employment, only volounteers and short term assignment jobs.The event was focused on slow food and sustainabel resources but main sponsorhips came from multinational companies such as Cola-Cola and McDonaldâ&#x20AC;&#x2122;s.

NOW

DOWNS

NO PLAN FOR THE LEGACY OF THE SITE, WHICH HAS BEEN LOCKED AFTER THE EVENT AND NO FURTHER USE HAS BEEN FINALIZED SO FAR. STRUCTURES AND PAVILIONS WERE PROPOSED TO BE DEMOUNTABLE AND CONSTRUCTED FROM SAFE MATERIALS DESIGNED TO RETURN TO EITHER BIOLOGICAL OR TECHNICAL METABOLISMS. BUT VERY LITTLE OF THAT PRINCIPLE WAS IMPLEMENTED.

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SPORTING

SOUTH CITY REGENERATION Buenos Aires 2018 Youth Olympic Games BUENOS AIRES, ARGENTINA

The 2018 Youth Olympic Games took place in Buenos Aires from the 6th to the 18th of October. As many as 1 million spectators attended the Olympic events with 8,000 local and international volunteers (spectator assistance, translation services, media relations and sports competition support). Top of the agenda during the weekend’s activities was the matter of waste avoidance. All technical equipment and 80% of construction materials were rented from local suppliers, while 90% of the purchased materials were donated or sent to a local recycling cooperative following the event. The South of the City was already an object of interest and in the midst of a transformation process. Out of the total 100 hectares covered by the former park, 49 ha were reserved for a new system of green areas. Approximately 20 hectares were selected for urban development and housing. Important was the City Government’s project for the conversion of the Athletes’ Village into affordable housing. First time in Olympic history that a Games edition has enjoyed full gender equality (50/50).

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ECONOMIC TOURISM One million spectators attended Olympic events throughout the YOG. The official Olympic Channel offered 550 live streaming hours during the YO. More than 8,000 local and international volunteers were recruited to help the YOG run smoothly, working in a wide range of essential roles such as spectator assistance, translation services, media relations and sports competition support.

ENVIRONMENT WASTE People from around the world gathered in Buenos Aires for the two-day Olympism In Action (OIA) Forum, whose agenda was the matter of waste avoidance. During the Games all technical equipment and 80% of construction materials were rented from local suppliers, while 90% of the purchased materials

were donated or sent to a local recycling cooperative following the event.

SOCIAL REGENERATION For the main new site, the local government carried out an implementation plan that was rooted within local urban and social necessities. With some of the lowest indicators of human development and quality of life, the South of the City was already an object of interest and in the midst of a transformation process. Out of the total 100 ha covered by the former park, 49 ha were reserved for a new system of green areas. And approximately 20 ha were selected for urban development and housing. In order to ensure a consistent planning and construction process, in 2016 the City passed a special law for the Olympic Village Master Plan, regulating new urban and social requirements and defining the district’s long-term development goals. Based on the new land use plan, the area incorporates more and new green spaces and ground-floor retail. HOUSING The City Government’s project for the conversion of the Athletes’ Village into affordable housing (1,200 new homes) was planned in cooperation with the Institute of Housing of the City. The institute’s focus in determining selection criteria for post-occupancy habitation was aimed at ensuring that required loans would be granted 111

as follows: 80% for the district’s residents, 10% for teachers and a final 10% for police officers. Owners started occupying their homes in March 2019. CULTURE across all YOG venues 1,200 cultural and educational activities were offered to fans. 50% of the athletes participating were female – the first time in Olympic history that a Games edition has enjoyed full gender equality. The International Olympic Committee commissioned internationally celebrated conceptual artist Leandro Erlich to create a large-scale, temporary installation to bring to life the Olympic values.

LEGACY BUILDINGS The Parque Polideportivo Roca was fully renovated before the 2018 Summer Youth Olympics in order to be used as main Olympic Park. Six pavilions were built: Asia Pavilion (judo and wrestling), 112

Africa Pavilion (fencing and modern pentathlon), Europe Pavilion (karate and weightlifting), Oceania Pavilion (boxing and taekwondo), America Pavilion (gymnastics) and natatorium. The complex also includes hockey and athletics field. TEMPORARY / RE-USE The nearby Youth Olympic Park, which was home to 13 of the 32 sports on the YOG programme, will provide an important legacy for high-level Argentinean sport after the YOG, as it will become the new headquarters for the country’s elite sports centre (CeNARD). For instance, its parks concept – a main talking point during the Games – reflected Buenos Aires’s innovative approach of using both temporary infrastructure and modification of current spaces in urban settings to host sports events. In particular, the Urban Park featured an open space concept where spectators could simply come in, sit on the grass and watch a sport. Instead of stadiums, temporary structures

hosted sports events like sport climbing and BMX freestyle.

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GREEN / INFRASTRUCTURE The landscape plan’s main goal was to create as many absorptive surfaces as possible to capture and store rainwater and reduce irrigation needs and peak runoff during heavy rain. The project incorporated all kinds of impervious surfaces and green infrastructure for rainwater harvesting; the most relevant being the drainage planters built along the full length of the building facades, as well as the large central gardens with their slightly recessed ground level. Most of the large trees, specimens of native species that previously existed on site, were preserved.

UPS The newly-built Youth Olympic Village, where the young athletes have been staying during the Games, has been converted into affordable housing for more than 6,000 people, creating a new neighbourhood within the city. 80% of residents will be from the local neighbourhood.

NOW

Venues maintenance works slowed down to a minimum after the Games.

DOWNS

THE YOUTH OLYMPIC PARK, WHICH WAS HOME TO 13 OF THE 32 SPORTS ON THE YOG PROGRAMME, PROVIDES AN IMPORTANT LEGACY FOR HIGH-LEVEL ARGENTINEAN SPORT, AS IT WILL BE THE NEW HEADQUARTERS FOR THE COUNTRYâ&#x20AC;&#x2122;S ELITE SPORTS CENTRE (CENARD).

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